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Now the reason that I am posting this to the CleverWorkarounds blog is she really did some serious research, and I ended up reading a lot of the material too. So without further adieu, I present to you her paper, examining what skills and competencies that global managers require to operate in an increasingly complex and dynamic global environment. A literature review has been undertaken to identify the global mindset, and the skills and competencies essential to the global managers. Prior to framing the skills and competencies necessary to becoming effective global managers, it is essential to understand who and what are global managers. Contrary to popular perception, Bartlett and Ghoshal (1994, 77-91) and Baruch (2002) controversially argue that the universal global manager does not exist. Knowledge competencies are concerned with factual information pertaining to a clear and deep understanding of technology, business, and industry required to complete tasks successfully. The rapid onslaught of globalisation has been largely due to advances in technology interconnecting companies across the world.
Competency in this field means an understanding of the different socio-political and economic policies governing each country.
This pertains to the understanding and appreciation of the country and its society’s norms, beliefs, rites, rituals, symbols, behaviours, motivations and stories.
Procter & Gamble will be mentioned again to illustrate this issue in relation to business. Coupled with technology savvy, business acumen, a thorough understanding of the business and its industry is critical for achieving organisational goals and objectives (Parker 2005).
In Albuquerque, New Mexico, a thunderstorm set fire to a factory at a plant producing mobile phone semiconductors resulted in contamination that destroyed millions of mobile phones worth of chips. Managers must also incorporate ethics and corporate social responsibility into their business as part of best practice. It is not sufficient for global managers to only gain knowledge but also critical for them to possess the appropriate skills to transfer this knowledge into action effectively.
Managers who perceive diversity as important and have the ability to manage this diversity can leverage these differences for mutual business gains (Whitfield 2003). Leadership skills are essential to all managers however the ability to lead and motivate a diverse workforce in the organisation’s global environment is specific to global managers due to the nature and composition of the workforce. This is an ability to function effectively in unfamiliar constantly changing, complex and paradoxical environment (Kedia and Mukherji 1999) while maintaining patience and composure (Stahl 2001, 197-210) demonstrating a high tolerance for ambiguity. The fundamental personal characteristics or traits of a person will not only affect the attainment of knowledge but also how and if the knowledge will be executed. To be self-aware, the global managers would have an astute insight of how they are perceived by others, clear insight of themselves, and a clear insight of their own roles with respect to others in the group (Maznevski and Zander 2001).
Global managers who possess and exhibit honesty and integrity demonstrate respect for their peers, value and accept others for who they are. Global managers with open minds are less likely to be judgemental and view diversity as inferior. This is the capacity to adjust or vary one’s thoughts and thus behaviour according to the immediate requirements of the condition or situation. To complete the manager’s global perspective, global managers must possess a global mindset. Despite the abundance of literature on the global manager there is still a lack of unity in defining the global manager. It is recognised that the standard managerial skills and competencies are also required by the global manager.
By understanding the global perspective required of global managers to function successfully in the global market, the Human Resource Department can work towards the development of this perspective in their managers. Hi Paul, I had used some of your wife’s material and I need to cite her as a reference.
Great article by your wife and I would like to use some of the in formation I am writing for college.
May I also have your wife’s information so that I can give her credit with appropriate citations?
Sorry, please where is the detail of (Rhinesmith, 1992) referenced under global mindset in the list of references?
Great article, can you send me the information of the author so I can reference it on my paper? Could you please mail me the necessary information of the author so that I can use it for my project? Successfully identifying your strengths and your areas for improvement is only the first step in becoming an effective leader. Great teams have a shared vision of the future, a common plan on how to get there, and a great leader to guide it through the journey. Known for his insight, communication skills and ability to build result oriented teams, under his leadership K.R. We can help you project more of your talent, power and influence when you present yourself and your ideas to others. Motivated and engaged employees and managers who can change attitudes and behaviors from reluctance and indifference to meaningful productivity by engaging the hearts, minds and passions of themselves and their teams. For a dose of fresh ideas that can stimulate your professional career and business growth, please call Kathy McAfee, America's Marketing Motivator at (860) 408-0033 or send us aA  note outlining your specific needs in the REPLY box below.
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There are numerous literature and studies available on this topic and yet there appears to be no consensus towards a unified definition. Bartlett and Ghoshal instead identified three groups of specialists (the business managers, the country managers, and the functional managers) with different organisational goals and roles working together in the global market, and being lead and integrated by the corporate managers. They are expected to fulfil critical roles such as integrator, coordinator, innovator, coach, and strategist (Aycan 2001, 119-135). A literature review was undertaken to frame the key competencies deemed essential and specific to global managers. They are the basic building blocks for global managers’ journey towards a global perspective (Jokinen, 2005). Goldsmith, Walt, and Doucet (1999) see technology savvy as a key competency for global managers as it significantly impacts the organisation’s core business.
A global organisation operates world-wide abiding by the rules and regulations that govern that particular nation. In the early 1980’s, in their fight for higher margins from the pharmaceutical industry, Indian pharmacists nationwide targeted the company by boycotting Vicks products.
Effective global managers value and manage cultural diversity and consider this diversity an asset not a hindrance (Caligiuri 2006). Das (1994, 197-210) noticed that the company had trouble selling Vicks Vaporub to Northern India, whereas sales in the South were high. These standards exist to provide independently verifiable assurance to a variety of stakeholders, assuring these stakeholders that the organisation is performing in accordance with the requirements of these standards.
This voluntary benchmarking can build trust, demonstrate that they possess integrity and honesty, and can be a competitive advantage as it will enhance reputation. Managing diversity pertains to the ability to co-ordinate groups of people from differing backgrounds, characterised by culture, gender, age, religion, etc., working effectively and productively together on the same tasks. Effective communication of the vision in a global environment transcends all organisational, geographical, and cultural barriers and boundaries (Parker 2005). It will assist global managers in seeking information and strive for continuous learning (Parker 2005). They will be more receptive to new experiences and ideas, and be able to see and accept change more readily (Caligiuri 2006). An adaptable or flexible mind will assess and analyse the foreign culture, compromise, and then find innovative and creative ways to arrive at a solution (Stahl 2001, 197-210). Optimistic managers are forward thinkers, will most likely persevere, learn from their mistakes, and encourage and motivate others to succeed. Due to this deficiency for a clear and precise definition, the exact roles of the global manager have also not been defined.
However there are certain competencies that only the global manager would require to be effective. I need the author’s name to give credit to her as well as to add to my reference list. I want to cite your wife’s content to my article because I found it really helpful to me!!!!!! Am writing a paper currently can you please also help me with details of her publication (i.e name, place and year of publication) so i can give her full credit.!
I would love to use it for my MBA course work on Qualities required for successful international management. I would like the author’s name so I could give her the credit for her this amazing article. Motivational Speaker and thought-leader Kathy McAfee can help you motivate the troops so that they can contribute greater value to themselves, their organizations and the world. Success or failure may be determined simply by timing and onea€™s ability to execute with excellence.
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Apart from being an all-round hottie, she has been studying a post-graduate business course at University. Globalisation is a “conceptual situation where political borders become increasingly irrelevant, economic interdependencies are heightened, and national differences due to dissimilarities in societal cultures are central issues of business. Skills and competencies within these groups are interdependent of each other suggesting that the development of one group cannot exist without the other. To implement these roles effectively, it is critical for the global managers to possess a global perspective consisting of a global mindset which is supported by certain knowledge and skills (Kedia and Mukherji 1999). The competencies in this section include technology savvy, international knowledge, cultural and cross-cultural awareness, business and industry savvy, global risk management, and best practice standards. Technology is not only vital for communication, and effective information management, but also greatly impacts the organisation’s production processes. Therefore it is essential to clearly understand the structure of these systems, their decision-making processes, and how they impact business operations and those around them (Whitfield 2003). Nardon and Steers (2008) state that many inter-culture assignments occur on short notice thereby giving managers limited time to learn about that particular culture, and intimate understanding of the cultural diversity may be difficult due to geography. He decided to capitalise on the high market sales in the South instead of attempting to correct the market in the North. Bartlett and Ghoshal’s (1994, 77-91) role of the scanner will be required here to achieve this savvy. Globalisation provides many potential techniques to allow global managers to improve the organisation’s bottom line, from the productivity gains of operating in lower cost countries to the ability to leverage global position in pricing negotiation with suppliers.
In Finland, Nokia’s computer system indicated delay in the arrival of shipments of phone chips from Phillips. Environmental and social ethics and business were once seen as opposite ends of the business spectrum however, with increasing social awareness and empowerment, society and NGOs are leading the way to ensure that industries are respectful of community and the environment. The challenge for the global managers, after gaining cross-cultural knowledge, is the willingness and ability to embrace and integrate multiple perspectives (Aycan 2001, 119-135) and use it to their advantage. To manage diversity effectively, the organisation’s culture must value its diversity. Goldsmith, Walt and Doucet (2000) report that the ability to negotiate alliances and manage this complex network of relationships is vital to the success of a global venture. The bility to manage the change process within the organisation is of utmost importance to succeed in the envisioning of goals. This indicates an appreciation of challenge and an ability to deal with situations and crisis directly rather than displaying an avoidance attitude. It is the personal traits of the person that will drive the acquisition of the knowledge and affect how the skills are performed. It is this deep understanding and intuitiveness of self and others that will assist the manager to transform and develop.
The inquisitive mind will question and probe until the best course of actions and results are obtained.
This trait will assist the global managers in their relationship with people worldwide as their listening skills will improve, and are able to appreciate differing viewpoints.
They have the ability to effectively manage competition, complexity, adaptability, diverse teams, uncertainty, and learning. This has resulted in the existence of various frameworks of the competencies of the global manager. This proposed framework, the essential competencies of a global manager, outlined in Table 3 below, contains competencies that are unique to the global manager.
HR plays a very important role in the development of skills and competencies necessary for global managers. A managerial framework for reducing the impact of disruptions to the supply chain: How do supply chain risks occur?


So could you email to me your wife’ name and when and where was her article published?
Could you please send me the Authors data so i could cite it in my work which is due in 3 weeks, thank you.
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The world, with its complex and dynamic forces, becomes a global marketplace for global managers” (Kedia and Mukherji 1999). However, due to the divergence of the definition of the global manager, the roles and functions that set them apart from domestic managers have also not been clearly clarified and agreed upon. Baruch reports that there are no common traits or qualities that can assist in identifying the global manager. These essential skills and competencies will assist in maintaining a competitive advantage thus ensure their continual success in the complex and dynamic global market. In the fast pace world of technology certain products, processes and services can be outdated very quickly. Subject matter such as international finance, international law, and comparative labour relations should be familiar to the global manager (Caligiuri 2006). Products compliant under this Ayurvedic system of medicine in India could be sold in food shops, general stores, and street kiosks. Due to the nature of their role, the global manager would need to have a higher risk tolerance level to deal with uncertainty in the global market.
Three days after the fire, Phillips notified Nokia about the situation and advised them of the one week delay in the shipment. As businesses increasingly come under fire for their lack of environmental and social ethics, it is safe to conclude that embracing ethics and CRS is good business practice. These competencies, acculturation, diversity management, leading and motivating a diverse workforce, cultural networking skills, creation and conveyance of a clear vision, and capacity for managing uncertainty and conflict in the global environment, are described below.
To achieve this they must learn to let go of their own cultural certainty, unquestioned acceptance of basic assumptions, personal frames of references, unexamined life, accustomed role or status, social reinforcement knowledge, accustomed habits and activities, and known routines (Osland 2001, 137-156), accept that differences do matter (but not inferior), be open and receptive to new ideas, ready to accept another perspective (Rifkin 2006) and be able to master both non-verbal and verbal communications (Jokinen 2005) pertinent to the culture. For behaviour and thinking to change this value of diversity must be embedded in processes and structures (Parker 2005).
A critical aspect of an effective global leader is to facilitate integration, lead in a manner consistent with the follower’s cultural expectations while simultaneously helping the members develop a set of norms that allow for differences in social-interaction preferences (Stahl 2001, 197-210). The visions set should be clear,measureable, motivating and pertinent to the organisational goals. In order to achieve this, others skills such as sound verbal and non-verbal communication, for examples active listening, negotiation, interviewing, and non-verbal cues), ability to scan the world for information, and an understanding of diversity and its impact are a necessity. Global managers with inquisitive minds are adventurous and will always have up-to-date knowledge and skills to achieve their goals.
This positive outlook will also assist the global managers to cope in unfamiliar and uncertain situations and people (Jokinen 2005). This understanding of others will lead to cross-cultural sensitivity and expertise in global human resource management (Jokinen 2005). Some of these frameworks, for example Tubbs and Shultz’ (2006) taxonomy of competencies in global leadership, include skills and competencies that are too broad, and not specific and pertinent only to the global manager. Please send her information so I may cite properly author name and year of publishing because this paper is awesome. With the help of the Internet, we now have an accelerated word-of-mouth marketing vehicle within our grasp. Your customers care about more than just the features, benefits and price point that you offer them. In such a world only the ones who understand the impact globalisation wreaks and thus adapt accordingly will survive.
The different roles ascribed to the global managers offered by Bartlett and Ghoshal (1994, 77-91) and Caligiuri (2006) are outlined in Table 1. It is therefore necessary for global managers to not only be able to use technology, information systems and telecommunications effectively but also understand its impact by assessing and analysing the affect it has on the global operations of the firm (Kedia and Mukherji 1999).
Knowledge in this field not only assists in penetrating foreign markets distribution networks (Tan, Erramilli, and Liang 2001) and the smooth running of the business but it can be a competitive advantage.
Das proved this compliance to the Delhi government and the local FDA and had the registration changed from Western medicine to Indian medicine. Despite the obstacles, understanding this diversity will be of great benefit to the global managers. Das later discovered that the reason for the poor sales in the North was due to the fact that people in this region did not like to rub things on their body. However, there have been cases where appropriate safeguards have not been taken to assess and minimise risk.
Caligiuri (2006) recommends fluency in language to assist in effective verbal communication. To be effect they must inspire others, go against outdated or ineffective practices, build trust amongst the team, delegate, be a mentor, and demonstrate sensitivity and empathy to those they lead (Tubbs and Shultz 2006).
There must be accountability and ownership throughout the process, thus employee empowerment is critical. Global managers with honesty and integrity will ensure that best practice standards are implemented and maintained.
The influence of dissemination risks, strategic control and global management skills on firms’ modal decision in host countries. Thus to be competitive in the global marketplace the traditional managers must transcend and become global managers.
Technology solutions that may be pertinent to the global managers include Business Intelligence tools such as the SQL Server suite (Analysis Services, Reporting Services) and Oracle; and collaborative tools such as Microsoft Office SharePoint Server, Skype, Microsoft Groove 2007, Google Apps, and instant messaging tools such as MSN Messenger (P. With the new registration, the company was able to expand its distribution channel beyond pharmacies and build a new plant for Vicks, enjoying the tax-advantages and lower labour costs (Das 1994, 197-210).
Had Das ignored the market trend and decided to expend resources attempting to impose the product on the North, poor sales figures would likely have continued as products would remain on the shelves.
This breadth of understanding will assist the global manager to recognize as well as anticipate change (Parker 2005), stay on strategy, and find and overcome threats (Kedia and Mukherji 1999). An excellent example of the differences in risk management maturity occurred in early 2000 (SCM n.d). Even if they have strong views or oppose someone else’s view, they will avoid offence preferring to skate around the subject so as to maintain the relationship. Leadership skills such as building trust, inspiring and motivating others in the achievement of the goals, evaluating others and delegation of responsibilies accordingly also required for the achievement of the vision (Tubbs and Shultz 2006).
According to Jokinen (2005) these differentiations do indeed characterise the widely accepted term of the global manager.
This delay would mean that more than 5% of the company’s annual production might be disrupted during a time of booming phone sales. One set of competencies cannot be achieved without possessing the others and no one competency has greater weight than the other. If an agreement cannot be reached, they are more likely to change the subject or ignore it all together. The case below, taken from Parker’s (2005, 387) book, demonstrates the ultimate act of integrity through leading by example and trust building, exemplified by the actions of Norbert Reinhart.
The case studies in the attached white paper are PROOF thatA positive results can be achieved by employing of the principles of Grassroots Innovation. Solutions such as those listed above may not be required by all managers as it depends on the type of industry they are in, and the organisation itself.
Information gathering about the other is important and negotiations will not be commenced until they obtain what is needed. When they realized the full extent of the problem (three weeks after the fire) it was too late.




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