Maersk Line is the principle division of A. P. Moller-Maersk Group, a Danish shipping conglomerate. They are collectively known as Maersk.
The group owns and operates container carriers, bulk carriers, supply and specialty ships and tankers. The group primarily operates in Europe and Americas. The group is headquartered in Copenhagen, Denmark and employed approximately 120,000 employees as on December 31, 2008.
The company recorded revenues of DKK311,821 million (approximately $61,534.8 million) during the financial year ended December 2008 (FY2008), an increase of 11.8% over 2007. The operating profit of the company was DKK62,509 million (approximately $12,335.5 million) ...view middle of the document...
The primary role for the MNE is to invest and operated abroad by obtaining external sources of debt and equity capital (Daniels, Radebaugh, & Sullivan, 2011). Maersk has recently discovered a new source of capital revenue by charging a no-show fee of “ $10-per-container fee on U.S. export containers that fail to arrive at their load ports. The fee applies only to specific commodities, such as wastepaper and scrap products, shipped through Los Angeles and Oakland to Asia on the carrier's TP-8 service. In starting the pilot program, Maersk did not mention a previously announced plan to also compensate exporters $10 per container for containers booked for passage but "rolled," or pushed to a later vessel. It said the "no-show fee" targets so-called exempt commodities that “typically ship in large lots because a higher
percentage does not show up. The carrier said such no-shows at times reach 30 to 40
percent in a given week. Maersk hopes the cumulative total of any fees against specific
bookings will he significant enough to change the pattern of no-show behavior across the lowest-value exports from North America” ("Maersk delivers no-show," 2010).
Identifying Human Resources for Global Business Activities
Global human resource management is the approach a company takes to manages the people who implement their strategy (Daniels, Radebaugh, & Sullivan, 2011). The difficulties for MNEs like Maersk is that they must adjust their human resource practices for the political, cultural, legal and economic differences between countries. Maersk uses the geocentric framework which is a world-oriented set of values and attitudes regarding humanity as a single entity (Daniels, Radebaugh, & Sullivan, 2011). This style of management provides the advantage of the ability to develop a transnational strategy. Maersk’s rapid growth in China has had the consequence of the need for additional in-country managers to be groomed for leadership positions. The company ChangeMaker International put forward the winning bid in 2005, against competitive tenders from within and outside China, to propose a development program to help to achieve this goal (Neal, 2007).
The goal of this program was to:
support the organization in identifying, retaining and developing talent with high potential;
provide sufficient future leader candidates in line with the organization’s requirement;
align with the global talent-development program and the GCA talent-
development program; and
ensure continuity of the leadership pipeline.
Specific objectives for participants were to:
enhance their leadership competencies and management skills under the
framework of GCA leadership requirement at their levels;
further sharpen their current management skills in their current positions; and
help them to reach the managing-of-managers career stage through a two-year
The challenge with this program was that, although the Chinese recruits were...