英文论文修改：OUTAHR的商业报告
OUTAHR应该扩大在巴基斯坦的业务。巴基斯坦提供了许多激励措施，OUTAHR等公司可以通过扩大在该国的业务而蓬勃发展。它应该处理文化差异，发展有效的沟通，并有一个动态的战略管理，以确保生产力和增长。在此分析中，我们详细探讨了在这个国家中每个实施业务的细微差别和复杂性。
介绍
全球化促进了增长和发展。现代企业依赖于众多企业来维持。公司需要有一个有效的国际人力资源管理。冲突的解决是一个整体的方面，应该考虑的行动顺利流动(希尔，2008)。由于国际事件的影响，公司内部形成了一定的意识形态和执行方式。本报告的目的是探讨OUTAHR ventures如何将外包和某些关键业务扩展到巴基斯坦。为此目的，已经分析了当前国际管理的情景，推导出冲突管理。从这一点出发，为公司推荐了最佳实践。
课题背景
巴基斯坦在过去几十年里取得了令人瞩目的增长。国家已经能够培养出一批工程师，而且讲英语的人口也比较多。中国有良好的进入其他市场的渠道，初期建设的成本将大大低于印度或中国。退出巴基斯坦市场的业务将相当容易。这个国家正在取得良好的进展。然而，对于外国投资者来说，仍有一些艰巨的任务摆在面前。巴基斯坦企业仍是家族企业，基础设施尚未开发。在巴基斯坦，国际知名公司的数量相对较少(Sharma, 2004)。管理层在决定是成为第一个进入市场的投资者，还是等待后续的发展时，会出现困惑。在扩大业务时需要考虑许多复杂的因素。目前，OUTAHR是一家30人的公司。这家公司希望把业务扩大到300人。第二级管理和大部分行动将在巴基斯坦进行。选择在巴基斯坦投资的澳大利亚公司需要解决一些严重的管理问题和文化问题。下面的报告探讨了各种因素，并透露了理论框架，以发展一个适当的管理制度。
英文论文修改：OUTAHR的商业报告
OUTAHR should expand operations in Pakistan. Pakistan has numerous incentives to offer and companies such as OUTAHR can thrive by expanding operations in the country. It should address cultural differences, develop effective communication and have a dynamic strategic management to ensure productivity and growth. Nuances and the intricacies of each implementing business in this country have been probed in detail in this analysis.
Introduction
Growth and development has been increased owing to globalization. Modern day companies are dependent on multitude of companies to sustain. There is a need for the companies to have an effective international human resource management. Conflict resolution is an integral aspect that should be considered for the smooth flow of operations (Hill, 2008). Owing to the international events, certain ideologies and implementation have been evolved in the company. The purpose of this report is to look into ways in which OUTAHR ventures can extend outsourcing and certain key operations into Pakistan. For this purpose there has been analysis of the current international management scenario, derivation of conflict management. From this, best practice has been recommended for the company.
Background of the issue
Pakistan has made impressive growth in the past few decades. Country has been able to develop a number of engineers and English-speaking population of the country is also higher. There is good access to other markets and the cost of the initial setup would be considerably lower than India or China. Exiting business operations in the Pakistan markets would be considerably easy. The country was making good progress. Nevertheless, there are some daunting tasks that lie ahead for a foreign investor. Pakistan companies are still family-owned business and the infrastructure is yet to develop. The number of internationally renowned companies is relatively less in Pakistan (Sharma, 2004). There is confusion in the management decision whether to be a first entrance investor or to wait for subsequent development. There is a number of intricate factors that need to be considered while expanding operations. Currently, OUTAHR is a 30-person company. This company is expecting to expand operations to become a 300-person company. Second level of management and bulk of the operations would be in Pakistan. There are some serious management issues and cultural issues that need to be tackled by the Australian company that chooses to invest in Pakistan. The following report looks into the various factors and divulges theoretical framework to develop an adequate management system.
