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Chapter 2

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In a time of drastic change, it is the

learners who will inherit the future. The

learned usually find themselves prepared

for a world that no longer exists.

-- Eric Hoffer

Moral philosopher, USA

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Opening question:

How can we best prepare todays managers

for tomorrows globalchallenges?

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Consider:

Management development at Google

1. What is unique about Googles approach to

providing global training for younger

managers?2. What are some advantagesand

disadvantagesof this approach to training?

3. If you ran this program for Google, how would

youimprove uponit?4. Under what circumstances might this approach

to training be easily adapted to other

companies?

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Topic for today:

Developing global management skills

Traditional views ofmanagement

Global managers: Variety of the species Rethinking managerial roles

Rethinking managerial skills

Developing global management skills

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What is management? Some definitions

Coor dination andcontrol ofpeople, material, and

processes to achieve organizational objectives as

efficiently and effectively as possible. Getting things done through coordinated efforts.

Planning, organizing, leading andcontrolling.

Coor dinating and overseeing the work activities of

others so that their activities are completedefficiently and effectively.

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Consider

: Is management universal?

1. Are these definitions ofmanagement universal

orcan they vary across different geographic

regions?

2. If these definitions are universal, how might theirimplementation vary across national and

regional boundaries?

3. What are the implications ofsuch possible

variations for global management development?

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Types of Global Managers

Expatriates Frequent flyers Virtual managers

Management Focus Long-term

Face to face

Live in foreign

country

Short term

Face to face

Frequent visits

Remote

Work through

technology

Mode of

communication

Mostly face to face Mixed face-to-face

and virtual

Mostly virtual

Key success factors Deep knowledge of

local culture

Local language

Local business

environment

Global business

issues

Understanding of

cultural issues

Multilingual skills

important

Deep understanding

of global issues

Some understanding

of cultural

differences and

variation in business

practices

Multilingual skills

useful

Cultural challenge Regional myopia:

overemphasis of local

versus global

Global myopia:

overemphasis of

global versus local

Technological myopia:

ignore impact of

culture on uses and

applications of

technology

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Consider:Expats at LG

1. Why did LG seek to hire several senior

executives from abroad?

2. To date, what benefits and possible drawbacks

have emerged as a result of theirdecision?3. What are the advantages anddisadvantages for

the expatriates of taking such overseas

assignments?

4. What can both LG and the expats themselvesdo to enhance the likelihood ofsuccess in such

ventures?

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Consider

:Adhira Inengar, frequent flyer

1. What are the key managerialchallenges faced by

frequent flyers like Inengarin running her

business on-the-go?

2. In her hecticlife, how can she insure that

important details do not fall through the cracks?

3. What personalcharacteristics might serve to

enhance the chances ofsuccess forfrequent

flyer entrepreneurs like Inengar?

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Building Global Management Skills

MulticulturalMulticulturalCompetenciesCompetencies

Understanding andworking effectivelyacross cultures

ManagerialManagerialCompetenciesCompetencies

Planning, coordination,andcontrol within aculture

GlobalGlobal

ManagementManagementSkillsSkills

Integration ofmanagement and

cross-cultural

skills

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Key multicultural competencies

A cosmopolitan outlook

Interculturalcommunication skills

Cultural sensitivity

Rapid acculturation skills

Flexible management style

Cultural synergy

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Consider:Multiculturalcompetencies

1. Are these the right multicultural skills for global

managers to have? Why or why not?

2. Are there otherimportant skills?

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MANAGERS NOTEBOOK:

Developing Global Management

Skills

What many people fail to understand about being

a global manageris that the view from 10,000

meters up is often very different than the view from

groundlevel, where the managerialchallenges are

immediate and very real.

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MANAGERS NOTEBOOK:

Becoming a global manager

1. While the basicdefinition ofmanagement may be

fairly constant across cultures, its implementationcan

vary widely.

2. Global managers come in a variety ofshapes andsizes (e.g., expats, frequent flyers), and each

requires its ownqualifications and skills.

3. Global management skills typically consist ofa

combination ofmanagerial and multiculturalcompetencies.

4. Successful global managers are always learning.

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MANAGERS NOTEBOOK:

The experiential learning cycle

LearningLearning

EnvironmentEnvironment

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MANAGERS NOTEBOOK:

What are we missing?

1. What are we missing here?

2. To what extent do you think the average manager

can successfully adapt to various cultures and

environments around the globe?

3. Are multiculturalcompetencies largely developed or

inherited?

4. What cancompanies do to enhance the likelihood of

managers success here?

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Application:

Building a skills development program

1. Several multicultural skills have beendiscussed here andelsewhere. As a group, identify what youconsider to be

the three most important multicultural skills for managersto have in order to build successfulcareers in globalbusiness.

2. Next, provide the outline ofa management developmentprogram aimed at developing these three skills in young

andlargely inexperienced managers.3. How will you know ifyour program has been successful?

What criteria will youuse?

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Think about it: Developing your

global management skills

1. What type ofglobal assignment do you believe you are

best suitedfor? Why?

2. What multiculturalcompetences do youcurrentlypossess?

3. Based on what has beendiscussed, outline a learning

strategy to furtherdevelop your own particular

multiculturalcompetencies.4. What are your greatest challenges in achieving this plan?

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