Analyzing Organizational Communication Essay - 1495 Words

Analyzing Organizational Communication Communication is extremely important within an organization. To understand work and organizations in todays changing global environment, we must look both at whats going on inside the organization and at the larger culture in which an organization operates (Cheney, Christensen, Zorn, Ganesh 2011, p1). Communication enables an organization to begin a dialogue to create awareness, understanding, and appreciation for the firms strategic goals, ideally resulting in the satisfaction of the interests of both the firm and its environment (Schultz, Hatch, Larsen, Van Riel 2002) . This paper will analyze the communication effectiveness of Chickasaw Nation Industries, Inc. (CNI). CNI is†¦show more content†¦CNIs use of this type of technology allows a collaborative exchange of information between coworkers and gives full participation between the audience and presenter. Yahoo instant messenger is also used within the workspace which allows emp loyees to get immediate feedback from other employees when they are working off site and need support from team members. Blackberry telephones allow the management structure of CNI the ability to be in touch with their production / organizational teams as needed. And the use of webcams allowed the management teams from different geographical areas to communicate virtually face to face. Another valid strength of CNIs management is that they consistently deliver feedback on the performance of their subordinates through quarterly appraisals, specific achievement recognition, and annual appraisals. This type of feedback allows the individual to know what their work is having on other employees, the company, and the customer. Constructive feedback alerts an individual to an area in which his performance could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person. The main purpose of constructive feedback is to help the employees to understand where they stand in relation to expected and / or productive job behavior. Recognition for effective performance is a powerful motivator. MostShow MoreRelatedHistory of Organizational Communication1537 Words   |  7 Pagesof the Field Reflection Paper | What is organizational communication? As a field organizational communication studies exactly what it sounds like the communication in organization. Defining the particulars of this often comes down to the researcher and the perspective that skew their opinions on the field. These subtle differences are why it takes Papa, Daniels and Spiker almost 16 pages to express their definition of their field of study. 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Living through the Narrative Antoinette’s Search for...

Jean Rhys’ Wide Sargasso Sea (1966) presents some of the complicated issues of postcolonial Caribbean society. Rhys’ protagonist, Antoinette Cosway, a white Creole in Jamaica, suffers racial antagonism, sexual exploitation and male suppression. She is a victim of a system, which not only dispossessed her from her class but also deprived her as an individual of any means of meaningful, independent survival and significance. However, Antoinette’s narrative perpetuates her agency and validates her quest for self and identity. Postcolonial Caribbean society is not able to address and enhance the expectations of the colonized people after its emancipation but lingers on and sustains in the older residues of colonial project. Emancipation does not offer a new structure, power relations and hierarchies but leaves the gaps and complications for more dangerous clashes and differences. Antoinette in Wide Sargasso Sea is not able to gain her identity and respectable recognition. Antoinette is crushed under her husband’s (an unnamed Englishman) colonial prejudice and is segregated to the status of the other. I take the liberation of calling Antoinette’s unnamed English husband Rochester from this point forward as this novel has drawn scholarly attention as a prequel to Charlotte Bronte’s Jane Eyre. Rhys herself says that she wanted to rewrite the story of marginalized Jamaican woman, who is misrepresented and silenced by a western writer. I think it gives me a valid reason to call

Consumer Behavior on Impulsive Buying free essay sample

With the growth of e-commerce and television shopping channels, consumers have easy access to im-pulse purchasing opportunities, but little is known about this sudden, compelling, hedonically complex purchasing behavior in non-Western cultures. Yet cultural factors moderate many as-pects of consumer’s impulsive buying behavior, including self-identity, normative influences, the suppression of emotion, and the postponement of instant gratification. From a multi-country survey of consumers in Australia, United States, Hong Kong, Singapore, and Malaysia, our analyses show that both regional level factors (individualism–collectivism) and individual cul-tural difference factors (independent –interdependent self-concept) systematically influence impulsive purchasing behavior. Impulsive consumer buying behavior is a widely recognized phenomenon in the United States. It accounts for up to 80%of all purchases in certain product categories (Abrahams, 1997; Smith, 1996), and it has been suggested that purchases of new products result more from impulse purchasing than from prior planning (Sfiligoj, 1996). A1997 study found that an es-timated $4. 2 billion annual store volume was generated by impulse sales of items such as candy and magazines (Mogelonsky, 1998). Paco Underhill, author of Why We Buy: The Science of Shopping (1999), affirms that many purchases are being made on the premises of stores themselves as cus-tomers give in to their impulses. Furthermore, technologies such as television shopping channels and the Internet expand consumers’ impulse purchasing opportunities, increasing both the accessibility to products and services and the ease with which impulse purchases can be made. Impulsive buying behavior is a sudden, compelling, hedonically complex purchasing behavior in which the rapid-ity of the impulse purchase decision process precludes thoughtful, deliberate consideration of all information and choice alternatives (Bayley Nancorrow, 1998; Rook 1987; Thompson, Locander, Pollio, 1990; Weinberg Gottwald, 1982). This description is largely based on interviews and surveys of Westerners. The growth of e-commerce and the increasing con-sumer- orientation of many societies around the world offer expanding occasions for impulse purchasing, but little is known about impulsive buying behavior in non-Western so-cieties. Most of the research on impulse buying focuses on consumers in the United States. A few studies have looked at consumers in Great Britain (Bayley Nancarrow, 1998; Dittmar, Beattie, Friese, 1995; McConatha, Lightner, Deaner, 1994), and South Africa (Abratt Goodey, 1990) and have found that United States consumers tend to be more impulsive than comparable British and South African sam-ples. However, none of these studies examined explicitly the effect of cultural factors on impulse buying behavior. A recent special issue of the Journal of Consumer Psy-chology dealt with cultural issues demonstrating the growing interest in cultural differences in consumer behavior and highlighted the importance of understanding the cultural con-text of consumer behavior in an increasing globalized mar-ketplace (Maheswaran Shavitt, 2000). We believe that JOURNAL OF CONSUMER PSYCHOLOGY, 12(2), 163–176 Copyright  © 2002, Lawrence Erlbaum Associates, Inc. Requests for reprints shoul d be sent to Jacqueline J. Kacen, University of Illinois at Urbana- Champaign, 1206 S. Sixth Street, Champaign, IL 61820. Email: [emailprotected] edu IMPULSE BUYING Impulse buying is defined as â€Å"an unplanned purchase† that ischaracterized by â€Å"(1) relatively rapid decision-making, and (2) a subjective bias in favor of immediate possession† (Rook Gardner, 1993, p. 3; see also Rook, 1987; Rook Hoch, 1985). It is described as more arousing, less deliberate, and more irresistible buying behavior compared to planned pur-chasing behavior. Highly impulsive buyers are likely to be unreflective in their thinking, to be emotionally attracted to the object, and to desire immediate gratification (Hoch Loewenstein, 1991; Thompson et al. , 1990). These consum-ers often pay little attention to potential negative conse-quences that may result from their actions (Hoch Loewenstein, 1991; Rook, 1987; see also O’Guinn Faber,1989). Previous research conducted in the United States and Great Britain (individualist cultures) has shown that many factors influence impulsive buying behavior: the consumer’s mood or emotional state (Donovan, Rossiter, Marcoolyn, Nesdale, 1994; Rook, 1987; Rook Gardner, 1993: Wein-berg Gottwald, 1982), trait buying impulsiveness (Puri, 1996; Rook Fisher, 1995; Weun, Jones, Beatty, 1998), normative evaluation of the appropriateness of engaging in impulse buying (Rook Fisher, 1995), self-identity (Dittmar et al. , 1995), and demographic factors, such as age (e. g. Bellenger, Robertson, Hirschman, 1978; Wood, 1998). Several studies demonstrate the effect of consumers’ moods and affective states on impulsive buying behavior. Rook and Gardner (1993) found that consumers’ positive moods were more conducive to impulsive buying than nega-tive moods, although impulse buying occurred under both types of moods. Beatty and Ferrell (1998) also found that a consumer’s positive mood was associated with the urge to buy impulsively, while the impulse buyers in Weinberg and Gottwald’s (1982) study were more â€Å"emotionalized† than nonbuyers. Donovan et al. 1994) discovered a positive asso-ciation between consumers’ feelings of pleasure in the shopping environment and impulse buying behavior. In each ofthese studies, pleasurable feelings led to increased unplanned spending. Cognitive, clinical, social, developmental, and consumer psychologists have studied the general trait of impulsiveness and impulse control (Eysenck Eysenck, 1978; Eysenck, Pearson, Easting, Allsopp, 1985; Helmers, Young, Pihl, 1995; Hilgard, 1962; Logue Chavarro, 1992; Logue, King,Cavarro, Volpe, 1990; Mischel, 1961; Puri, 1996; Rawlings, Boldero, Wiseman, 1995; Rook Fisher, 1995; Weun et al. 1998). Trait impulsiveness is characterized by unreflective actions (Eysenck et al. , 1985) and is si gnificantly correlated with thrill-seeking (Weun et al. , 1998), and the psychological need to maintain a relatively high level of stim-ulation (Gerbing, Ahadi, Patton, 1987). Rook and Fisher (1995) recently developed a nine-item measure of trait buy-ing impulsiveness that was significantly correlated with im-pulse buying behavior. In addition, they found that consumers’ normative evaluation of the appropriateness of engaging in impulse buying in a particular situation moder-ates an individual’s trait impulsiveness. Specifically, when consumers believe that impulse purchasing is socially accept-able, they act on their impulsive tendencies, but when it is so-cially unacceptable these tendencies may be thwarted. The literature on compulsive shopping (Elliot, 1994), self-gifts (Mick, DeMoss, Faber, 1992), and impulse pur-chases (Dittmar et al. , 1995) highlights the role of perceived social image and the expression of self-identity in the pur-chase decision. Dittmar et al. 1995) hypothesized that im-pulse purchases were more likely to be items that symbolize the preferred or ideal self and as such should be affected by social categories such as gender. They argued that women value their possessions for emotional and relationship-ori-ented reasons, whereas men value their possessions for func-tional and instrumental reasons. The results of the study supported their hypothesis: Men reported more personal (in-dependent) identity reasons for their purchases whereas women reported more social (relation al) identity reasons. An individual’s impulsive behavior tendencies have also been related to demographic characteristics such as a con-sumer’s age. Based on a national sample of adults in the United States, Wood (1998) found an inverse relationship be-tween age and impulse buying overall. However, the relation-ship is non-monotonic — between the ages of 18 and 39 impulse buying increases slightly and thereafter declines. This is consistent with Bellenger et al. (1978) who found that shoppers under 35 were more prone to impulse buying com-pared to those over 35 years old. Research on trait impulsive-ness indicates that younger individuals score higher on measures of impulsivity compared to older people (Eysenck et al. , 1985; Helmers et al. , 1995; Rawlings et al. , 1995) and demonstrate less self-control than adults (Logue Chavarro, 1992). Because impulsiveness is linked to emotional arousal, this finding concerning the relationship between age and im-pulsiveness is consistent with studies of emotions and emo.

Literature Review of Recruitment and Selection in International Human Resource Management Essay Example

Literature Review of Recruitment and Selection in International Human Resource Management Paper Literature review of Recruitment and Selection in International Human Resource Management Introduction Staffing is one of the main functions on Human Resource Management, refer to International Human Resource Management perspective, staffing will be more important on the managing by the headquartered company to their subsidiaries in order to gain more competitive advantage for them. As a company want to achieve the mind of globalization, they must choose a suitable staffing approach in order to doing business successfully not only in the domestic also in the international environment. Maral Muratbekova-Touron (2008) stated that â€Å"One of the main issues facing the development of the global companies has always been to find the right balance between the local autonomy between subsidiaries and the control of the corporate headquarters. †, it related to how the company recruit and select their staffs in their subsidiaries. In the present paper will concentrate on the international staffing approaches in global companies, and there has four different approaches to managing and staffing their international subsidiaries. The following literature reviews will attempt to explain that four approaches and point out what is the advantage and disadvantage of each approach in the internationalization process of the company. Approaches to Managing and Staffing Global Subsidiaries In research text book by Ball, et al. (2008), it was explained these four approaches in detail, they are Ethnocentric approach, Polycentric approach, Geocentric approach and Regiocentric Approach. Ethnocentric approach is related to the company employing and promoting the Parent-country nationals (PCNs) in their subsidiaries which the employee are the citizen of the nation in the parent company; Polycentric approach is related to employing and promoting the Host-country nationals (HCNs) in their subsidiaries which the employees are the citizen of the nation in the operating subsidiaries; Geocentric approach is related to the company employing and promoting the employees base on their ability and experience, this approach can refer the ompany select the best person for the job without any consideration of the citizenship; and Regiocentric approach is related to the company employing and promoting the employees which they are the citizen on the basis of the specific region in the operating subsidiaries, it can be HCNs or Third-country nationals (TCNs) which the employees are the citizen of neither the parent company nation nor the host country. Ball, et al. 2008) Ethnocentric ap proach refer to the staffing policy base on the PCNs, therefore the clear advantages come up immediately for the headquarters are the communication and control, the PCNs are familiar the policies and practices or working-style of the headquarters, or the PCN staff was training in the headquarters already. (Ball, et al. 2008) We will write a custom essay sample on Literature Review of Recruitment and Selection in International Human Resource Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Literature Review of Recruitment and Selection in International Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Literature Review of Recruitment and Selection in International Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As Kathy Monks, et al. 2001) stated â€Å"In the very early stages of internationalization, the staffing policies of the majority were largely ethnocentric in character, an approach which is relatively common at this stage in the internationalization process where a company is setting up a new business process or product in another country, and knowledge of the company’s culture and reporting systems is considered essential†, it shows the Ethnocentric approach are common at the early stage of internationalization process in the multinational or transnational companies, because the controlling and communicating is very important at that stage, therefore, the companies would like to employ the PCNs in order to fully control their subsidiaries at the early stage of internationalization process. Another reason also make Ethnocentric approach are common at the internationalization process is the cost of the company. As Brewster (1988, pg. 18 ) noted, â€Å"Despite the impor tance of expatriate positions, the high costs associated with expatriation and the extensive and largely non-productive â€Å"running-in† periods, it is still the case that most organizations provide no formal training for expatriation†. Overall Ethnocentric approach implies a centralized system with authority high at headquarters with much communication in the form of orders, commands, and advice. Standards for evaluation and control will also be determined centrally and with low pressures for cost reduction and low pressure for local (subsidiary) responsiveness. But the disadvantages of Ethnocentric approach such as the PCNs have language barriers or they have different culture background with the local (subsidiary) customer, it may result a high cost training in long term or the PCNs may not familiar the positions or demands of the local (subsidiary) marketplace. (Ball, et al. 2008; Norma D’Annunzio-Green, 1997) Polycentric approach refer to the staffing policy base on the HCNs, as Christoph Dorrenbacher, et al. (2010) stated â€Å"HCNs on the other hand are seen as basically having a local (subsidiary) orientation, due to their socialization in the host country and their familiarity with the social, political and economic environment of the host country† It can show Polycentric approach provide a high level of local responsiveness in the subsidiaries. It can be prove by another research article, Norma D’Annunzio-Green (1997) also stated â€Å"Polycentric approach implies a widely dispersed authority, little communication between headquarters and subsidiary, and standards for evaluation and control mostly determined locally. There for the less control and order from the headquarters to the subsidiary will be made, the subsidiary also start to be independent in their local area, that mean the company start to doing well and the business is stable in the local (subsidiary) area. The Polycentric approach also has other advantages such as reduce the cost of the local (subsidiary) training programs, and the headquarters will get more information or hints of the local (subsidiary) market development or competition. But according to the non-close relationships between the headquarters and subsidiaries, the subsidiaries are often unfamiliar with the headquarters’ corporate culture, policies and practices. (Ball, et al. 2008) Geocentric approach refer to the staffing policy base on the ability of the staffs, no matter where are they come from, Banai (1999) stated †The geocentric staffing policy seeks the best people for key jobs throughout the organization regardless of their nationality† And Norma D’Annunzio-Green (1997) also stated â€Å"The geocentric ideal involves more integration between centre and subsidiaries to ensure close co-operation between the different parts of the organization, and implementing both universal and local standards for evaluation and control. †It point out the Geocentric approach can bring a lots of different experience and different corporation practices rom the staffs, through these different experience and corporation, the firm can has a better performance in the international co-operation of the company and it also facilitates the development of an international team, and the international team can fully managing the local subsidiary, and they ca n managing the other subsidiary in different area. But Geocentric approach may cost more (both on money and time) on the training or other issue such as working permit. (Ball, et al. 2008) Timothy Dean Keeley (2001) gave a very good conclusion of the Geocentric approach, he noted â€Å"Geocentric firms seek to co-ordinate decision-making among the subsidiaries and headquarters. The organization is balanced between centralized and decentralized in order to effectively and efficiently employ all types of resources on a global basis. † Therefore the subsidiary can be considered as more independent in the international market which managing by the international team. Regiocentric approach refer to the staffing policy base on the region of the subsidiaries, it is without consideration of the nations of citizenship. Therefore it can be HCNs or TCNs and it has similar function of the Geocentric approach. Farrokh Safavi (1991) stated â€Å"A regiocentric orientation has assumed that management development needs within a geographic region are sufficiently similar for application of a unified approach, but different from the needs of other regions. † And the Ball, et al. (2008) point out a disadvantage of the regiocentric, he stated â€Å"The disadvantages often encountered when using employees from the home or host country can sometimes be avoided by sending third country nationals (TCNs) to fill management posts. In the International Human Resource Management, Regiocentric approach is slightly similar with the Geocentric approach, but the Regiocentric approach is limit to consider on the local region and the Geocentric approach is more consider on the global basis. Conclusion Overall the literature reviews above, the different staffing approach was give different effect in the internationalization process of the company, but we can find out, the different approach can apply in the different stage of the company. The Ethnocentric approach refer to the early stage of the internationalization process, because during the early stage, the company need a fully control of the subsidiaries, and they need the subsidiaries fully achieve the order from the headquarters, therefore, the ethnocentric approach will suitable in the early stage of the internationalization process. After the early stage, the company want to increase the competitive advantage of the subsidiaries, therefore, the polycentric approach can increase the local responsiveness and they need to have better knowledge of the local marketplace, so the polycentric approach will suitable in this middle stage; In the finally stage, the company want to have both function from the ethnocentric approach and the polycentric, they need to complete the internationalization process in order to become a global company, therefore the geocentric approach and regiocentric approach will apply in this stage, it can help to company to develop an international team to manage all the subsidiaries of the company. It can prove by James Kelly, as she stated in the article â€Å"companies become more international they usually develop from ethnocentric to polycentric and finally geocentric or regiocentric staffing and development policy†. Therefore the geocentric and Regiocentric can be consider as a expan sion of the polycentric approach. Literature Review of Recruitment and Selection in International Human Resource Management Essay Example Literature Review of Recruitment and Selection in International Human Resource Management Essay Literature review of Recruitment and Selection in International Human Resource Management Introduction Staffing is one of the main functions on Human Resource Management, refer to International Human Resource Management perspective, staffing will be more important on the managing by the headquartered company to their subsidiaries in order to gain more competitive advantage for them. As a company want to achieve the mind of globalization, they must choose a suitable staffing approach in order to doing business successfully not only in the domestic also in the international environment. Maral Muratbekova-Touron (2008) stated that â€Å"One of the main issues facing the development of the global companies has always been to find the right balance between the local autonomy between subsidiaries and the control of the corporate headquarters. †, it related to how the company recruit and select their staffs in their subsidiaries. In the present paper will concentrate on the international staffing approaches in global companies, and there has four different approaches to managing and staffing their international subsidiaries. The following literature reviews will attempt to explain that four approaches and point out what is the advantage and disadvantage of each approach in the internationalization process of the company. Approaches to Managing and Staffing Global Subsidiaries In research text book by Ball, et al. (2008), it was explained these four approaches in detail, they are Ethnocentric approach, Polycentric approach, Geocentric approach and Regiocentric Approach. Ethnocentric approach is related to the company employing and promoting the Parent-country nationals (PCNs) in their subsidiaries which the employee are the citizen of the nation in the parent company; Polycentric approach is related to employing and promoting the Host-country nationals (HCNs) in their subsidiaries which the employees are the citizen of the nation in the operating subsidiaries; Geocentric approach is related to the company employing and promoting the employees base on their ability and experience, this approach can refer the ompany select the best person for the job without any consideration of the citizenship; and Regiocentric approach is related to the company employing and promoting the employees which they are the citizen on the basis of the specific region in the operating subsidiaries, it can be HCNs or Third-country nationals (TCNs) which the employees are the citizen of neither the parent company nation nor the host country. Ball, et al. 2008) Ethnocentric ap proach refer to the staffing policy base on the PCNs, therefore the clear advantages come up immediately for the headquarters are the communication and control, the PCNs are familiar the policies and practices or working-style of the headquarters, or the PCN staff was training in the headquarters already. (Ball, et al. 2008) We will write a custom essay sample on Literature Review of Recruitment and Selection in International Human Resource Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Literature Review of Recruitment and Selection in International Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Literature Review of Recruitment and Selection in International Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As Kathy Monks, et al. 2001) stated â€Å"In the very early stages of internationalization, the staffing policies of the majority were largely ethnocentric in character, an approach which is relatively common at this stage in the internationalization process where a company is setting up a new business process or product in another country, and knowledge of the company’s culture and reporting systems is considered essential†, it shows the Ethnocentric approach are common at the early stage of internationalization process in the multinational or transnational companies, because the controlling and communicating is very important at that stage, therefore, the companies would like to employ the PCNs in order to fully control their subsidiaries at the early stage of internationalization process. Another reason also make Ethnocentric approach are common at the internationalization process is the cost of the company. As Brewster (1988, pg. 18 ) noted, â€Å"Despite the impor tance of expatriate positions, the high costs associated with expatriation and the extensive and largely non-productive â€Å"running-in† periods, it is still the case that most organizations provide no formal training for expatriation†. Overall Ethnocentric approach implies a centralized system with authority high at headquarters with much communication in the form of orders, commands, and advice. Standards for evaluation and control will also be determined centrally and with low pressures for cost reduction and low pressure for local (subsidiary) responsiveness. But the disadvantages of Ethnocentric approach such as the PCNs have language barriers or they have different culture background with the local (subsidiary) customer, it may result a high cost training in long term or the PCNs may not familiar the positions or demands of the local (subsidiary) marketplace. (Ball, et al. 2008; Norma D’Annunzio-Green, 1997) Polycentric approach refer to the staffing policy base on the HCNs, as Christoph Dorrenbacher, et al. (2010) stated â€Å"HCNs on the other hand are seen as basically having a local (subsidiary) orientation, due to their socialization in the host country and their familiarity with the social, political and economic environment of the host country† It can show Polycentric approach provide a high level of local responsiveness in the subsidiaries. It can be prove by another research article, Norma D’Annunzio-Green (1997) also stated â€Å"Polycentric approach implies a widely dispersed authority, little communication between headquarters and subsidiary, and standards for evaluation and control mostly determined locally. There for the less control and order from the headquarters to the subsidiary will be made, the subsidiary also start to be independent in their local area, that mean the company start to doing well and the business is stable in the local (subsidiary) area. The Polycentric approach also has other advantages such as reduce the cost of the local (subsidiary) training programs, and the headquarters will get more information or hints of the local (subsidiary) market development or competition. But according to the non-close relationships between the headquarters and subsidiaries, the subsidiaries are often unfamiliar with the headquarters’ corporate culture, policies and practices. (Ball, et al. 2008) Geocentric approach refer to the staffing policy base on the ability of the staffs, no matter where are they come from, Banai (1999) stated †The geocentric staffing policy seeks the best people for key jobs throughout the organization regardless of their nationality† And Norma D’Annunzio-Green (1997) also stated â€Å"The geocentric ideal involves more integration between centre and subsidiaries to ensure close co-operation between the different parts of the organization, and implementing both universal and local standards for evaluation and control. †It point out the Geocentric approach can bring a lots of different experience and different corporation practices rom the staffs, through these different experience and corporation, the firm can has a better performance in the international co-operation of the company and it also facilitates the development of an international team, and the international team can fully managing the local subsidiary, and they ca n managing the other subsidiary in different area. But Geocentric approach may cost more (both on money and time) on the training or other issue such as working permit. (Ball, et al. 2008) Timothy Dean Keeley (2001) gave a very good conclusion of the Geocentric approach, he noted â€Å"Geocentric firms seek to co-ordinate decision-making among the subsidiaries and headquarters. The organization is balanced between centralized and decentralized in order to effectively and efficiently employ all types of resources on a global basis. † Therefore the subsidiary can be considered as more independent in the international market which managing by the international team. Regiocentric approach refer to the staffing policy base on the region of the subsidiaries, it is without consideration of the nations of citizenship. Therefore it can be HCNs or TCNs and it has similar function of the Geocentric approach. Farrokh Safavi (1991) stated â€Å"A regiocentric orientation has assumed that management development needs within a geographic region are sufficiently similar for application of a unified approach, but different from the needs of other regions. † And the Ball, et al. (2008) point out a disadvantage of the regiocentric, he stated â€Å"The disadvantages often encountered when using employees from the home or host country can sometimes be avoided by sending third country nationals (TCNs) to fill management posts. In the International Human Resource Management, Regiocentric approach is slightly similar with the Geocentric approach, but the Regiocentric approach is limit to consider on the local region and the Geocentric approach is more consider on the global basis. Conclusion Overall the literature reviews above, the different staffing approach was give different effect in the internationalization process of the company, but we can find out, the different approach can apply in the different stage of the company. The Ethnocentric approach refer to the early stage of the internationalization process, because during the early stage, the company need a fully control of the subsidiaries, and they need the subsidiaries fully achieve the order from the headquarters, therefore, the ethnocentric approach will suitable in the early stage of the internationalization process. After the early stage, the company want to increase the competitive advantage of the subsidiaries, therefore, the polycentric approach can increase the local responsiveness and they need to have better knowledge of the local marketplace, so the polycentric approach will suitable in this middle stage; In the finally stage, the company want to have both function from the ethnocentric approach and the polycentric, they need to complete the internationalization process in order to become a global company, therefore the geocentric approach and regiocentric approach will apply in this stage, it can help to company to develop an international team to manage all the subsidiaries of the company. It can prove by James Kelly, as she stated in the article â€Å"companies become more international they usually develop from ethnocentric to polycentric and finally geocentric or regiocentric staffing and development policy†. Therefore the geocentric and Regiocentric can be consider as a expan sion of the polycentric approach.