GROUP 1EMGT 370

2/28/09

Jack ChangMaria RodriguezMatthew IllowskyVijaya MadabushiFeride Akan KiracMuvjot Singh

Characteristics of a Model Global Manager

Agenda

• Type of Manager• Cultural Differences• Technical Skills of a Model Global Manager• Presentation Techiniques of a Global Manager• Motivate Global Teams

Global Manager: What Type are You?

Jack Chang

Types of ManagerAgenda

• Business Manager: Strategist + Architect + Coordinator• Country Manager: Sensor + Builder + Contributor• Functional Manager: Scanner + Cross-Pollinator + Champion• Corporate Manager: Leader + Talent Scout + Developer

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 1: Business ManagerOverview

• Objective: To further the company’s global scale efficiency and competitiveness.

• Requirements:o Perspective to recognize opportunities and risks

across national and functional boundarieso Skills to coordinate activities and link capabilities

across barrierso Ability to capture the full benefit of integrated

world operations

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 1: Business ManagerRoles: Strategist + Architect + Coordinator

• Strategist for the organization• Architect of the world wise asset and

resource configuration• Coordinator of transactions across national

borders.

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 2: Country ManagerOverview

• Objective: To achieve global-scale efficiency and competitiveness.

• Requirements:o Be sensitive and response to local market.o Meet local customer needso Satisfy host government’s requirementso Defend company’s market positions against local

and external competitors.

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 2: Country ManagerRoles: Sensor + Builder + Contributor

• Sensor and interpreter of local opportunities and threats

• Builder of local resources and capabilities• Contributor to and active participant in global

strategy

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 3: Functional ManagerOverview

• Goal: Learning to create and spread innovation

• Requirements:o Transfer specialized knowledgeo Connect scarce resources and capabilities across

national borders

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 3: Functional ManagerRoles: Scanner + Cross-Pollinator + Champion

• Scanner for specialized information worldwide• Cross-pollinator for leading-edge knowledge

and best practice• Champion of innovations that may offer global

opportunities and applications.

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 4: Corporate ManagerOverview

• Objective: Focus on intense interchanges and subtle negotiation requirements

• Requirements:o Integrate various levels of responsibilities.o Balance negotiations among the three

(business, country, functional).o Promote strong managerial specialists to

translate company strategy into effective operations around the world.

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Type 4: Corporate ManagerRoles: Leader + Talent Scout + Developer

• Leadership role for the company for corporate decisions.

• Talent scout and developer to identify and develop talented business, country, and functional managers.

• Ability to provide opportunities that allow business, country, and managerial managers to handle negotiations in a world wide context

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Types of ManagerConclusion

• Business Manager: Strategist + Architect + Coordinator• Country Manager: Sensor + Builder + Contributor• Functional Manager: Scanner + Cross-Pollinator + Champion• Corporate Manager: Leader + Talent Scout + Developer

Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

Handling Cultural differences 

Manu Singh

Implications and Advantages

• Increased ambiguity• Difficulty

communicatingo Languageo Timezones

• Expand meanings• Expand alternatives• New ideas• Broader market 

Cultural Differences

• Individualism (USA) vs. Collectivism (China)• Power Distance (USA vs. China)• Uncertainty avoidance (Singapore vs.

Argentina)• Career vs. Quality of Life (US vs. Europe)• Task vs. Relationship orientation (German vs.

China)

Steps for successful Global Mgr

• Manage negative affects and optimize for positive

• Recognize the potential for conflict.• Describe the situation. • Determine the underlying assumptions.• Assess the similarities and differences among

the stakeholders' approaches.• Create synergistic alternatives. Identify

options and make fit for all stakeholders• Pick an option, and proceed to implement it.

Technical Skillsof a

Model Global Manager

Feride Akan Kirac

Technical Skills of a Global Manager

• Employ Technological Toolso Communicationo Collaborationo Coordination

• Recognize pros and cons of those toolso Use appropriate tools

• Promoting collaborative cultureo Guiding and leading employees to adapt

Communication Tools

• Traditional: Phone, pager, emailo Low level of communication

• Instant Messagingo Fast, more personal than email, highly availableo Immediate feedback, Q&As

• Teleconferenceo Real time, better for longer discussionso Lacks visual aids

• Web conferenceo Adds low quality video and IM to teleconferenceo Provides slide sharing and real-time whiteboard control

• Video conference / Telepresenceo Increasing presence, providing gestures/mimics of employeeso High cost if high-quality low-delay video is desired

Communication Tools (Cont.)

Tele-presenceVideo conferenceWeb conferenceTeleconference

Instant MessagingEmailAvailability

PresenceCost

ComplexityLearning Curve

Communication Tools (cont.)

• Personal Digital Assistanto phone, email, calendar, web on a single deviceo be connected, be accessible

• Advanced / Unified Communicationso Integrate devices and calendarso Track availability and meeting scheduleso Voice/text messages, email and fax in one place

Collaboration Tools

• Moderating Wiki Siteo Update reports/meeting agendas and minutes

• Document Managemento Collaborative document authoringo Keeping critical documents under version control

Tracking history and employee performance• Employee Networking

o Organization chart Who reports to whom

o Quick-access contact lists

Coordination Tools

• Project Management Toolso Create, organize and track sub-components (processes) in a

large projecto Synchronize employee taskso Track work done by employeeso Identify bottlenecks, blocking tasks, and conflicts

• Information Securityo Digital signatures (authenticity)o Encryption (trade-secrets)o Authority (who accesses what information)

Presentation Techniques of a Global Manager

Matthew Illowsky

When a passenger of foot heave in sight,tootle the horn. Trumpet him melodiouslyat first, but if he still obstacles yourpassage tootle him with vigor."-From a brochure at a Tokyo car rental firm

Overview

1. Preparation2. Delivery3. Finishing Touches

1. Preparation

• Know your audienceo Countryo Languageo Age

• Practice difficult pronunciations beforehand• Don’t assume words that sound similar to

English words mean the same thing:o What does “Embarazada” mean in Spanish?

1. Preparation

• Go over presentation with someone from that cultureo Word Pronunciationso Spellingo Cultural Differences

Bowing Shaking hands Gift Kissing?

o Technical Units (i.e. Metric vs English)

2. Delivery

• Attention Stepo Quotationo Pictureo Question

• Overviewo List 3 Main Points

• Bodyo Give 3 Main Points

• Summaryo List 3 Main Points

• Questions

2. Delivery

• Speak Clearlyo Slowly and Loudly (but not patronizing)o Especially when English is not primary language

of audience• Pass Out an Outline

o Possibly include notes in their primary language• Stay within prearranged time

3. Finishing Touches

• Include Pictureso Especially for non-English speakers

• Be confident o They are there because they want to hear from

you!• Consider extra slides for possible questions

3. Finishing Touches

 Avoid This:• KFC - "finger lickin' good" in Chinese translated

to "eat your fingers off" • Scandinavian vacuum manufacturer’s English

slogan: "Nothing sucks like an Electrolux“

Summary

1. Preparation2. Delivery3. Finishing Touches

Motivate Global Teams

Maria

Importance of Motivation

• Correlation of employee motivation to corporate performance

 o productivity o retentiono customer service o loyalty

The Four C’s to motivate teams

• Connect• Challenge• Communicate• Celebrate

Connect

• Relationship: Team Member <–> Manager• One on one calls• Leaders, make yourself available develop a culture

of trust.o Emailso Phone

• Encourage your employees to talk openly o Get rid of rumorso Misunderstandings are common

-Different cultures -Means of communication

Challenge

• Provide team members with challenging or new projects

• Trust them

• Help your employees tackle new challenges

• Encourage employees to help each other

Communicate

• Ensure that the organization's vision and goals are clearly communicatedo Emphasize them during meetingso Visit corporate locations and give a presentation

• Employees need to understand how their role is linked to the organization's overall goals.

• Take the time to provide feedback.

Celebrate

• Reward and recognize your employees. o Formally and informallyo Bonus, e-mails, phone calls, good review to local

manager,…• Meet in person to celebrate success

(headquarters)• Establishing a peer-to-peer recognition

program• Leaders can share recognition at staff

meetings

Global manager &

Communication technology

Vijaya S Madabushi

Communication & Global manager

• Communication style for Global & International operations

• Same language different meaning• Invest time on building relations

through effective communication• Global manger should leverage latest

Technologies for effective communication

Telepresense Technology

• Unique, “in-person” experiences between people, places and events in their work and personal life

• A life, face-to-face meeting experience over the network

Solutions - Cisco TelePresence 3000

Communication A personal exprience video