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What is management? Some definitions

Coordination and control of people, material, andprocesses to achieve organizational objectives as

efficiently and effectively as possible.Getting things done through coordinated efforts.Planning, organizing, leading and controlling.Coordinating and overseeing the work activities of others so that their activities are completedefficiently and effectively.

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( . 6- 8)

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C onsider

: Is management universal?

1. Are these definitions of management universalor can they vary across different geographicregions?

2. If these definitions are universal, how might their implementation vary across national andregional boundaries?

3. What are the implications of such possible

variations for global management development?

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Typ es of Global Managers

Ex p atriates Frequent fl yers Virtual managers

Management Focus Long-termFace to faceLive in foreigncountr y

S hort termFace to faceFrequent visits

RemoteWork throughtechnolog y

Mode of communication

Mostl y face to face Mixed face-to-faceand virtual

Mostl y virtual

Ke y success factors Dee p knowledge of local cultureLocal languageLocal businessenvironmentGlobal businessissues

Understanding of cultural issuesMultilingual skillsim p ortantDee p understandingof global issues

S ome understandingof culturaldifferences andvariation in businessp racticesMultilingual skillsuseful

Cultural challenge Regional m yo p ia:overem p hasis of localversus global

Global m yo p ia:overem p hasis of global versus local

Technological m yo p ia:ignore im p act of culture on uses anda pp lications of technolog y

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C onsider : 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 their decision?3. What are the advantages and disadvantages for

the expatriates of taking such overseasassignments?

4. What can both LG and the expats themselvesdo to enhance the likelihood of success in suchventures?

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( . 30)

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C onsider

: Adhira Inengar, frequent flyer

1. What are the key managerial challenges faced byfrequent flyers like Inengar in running her business on-the-go?

2. In her hectic life, how can she insure thatimportant details do not fall through the cracks?

3. What personal characteristics might serve toenhance the chances of success for frequentflyer entrepreneurs like Inengar?

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( . 3 )

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B uilding Global Management S kills

MulticulturalMulticulturalCom p etenciesCom p etenciesUnderstanding andworking effectivelyacross cultures

ManagerialManagerialCom p etenciesCom p etenciesPlanning, coordination,and control within aculture

GlobalGlobalManagementManagement

S killsS killsIntegration of

management andcross-cultural

skills

( . 37)

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Ke y multicultural com p etencies

A cosmopolitan outlookIntercultural communication skills

Cultural sensitivityRapid acculturation skillsFlexible management style

Cultural synergy

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( . 38)

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C onsider : Multicultural competencies

1. Are these the right multicultural skills for globalmanagers to have? Why or why not?

2. Are there other important skills?

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MANAGERS NOTEBOOK:Develo p ing Global Management

S kills

What many people fail to understand about beinga global manager is that the view from 10,000meters up is often very different than the view fromground level, where the managerial challenges areimmediate and very real.

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MANAGERS NOTEBOOK:B ecoming a global manager

1. While the basic definition of management may befairly constant across cultures, its implementation canvary widely.

2. Global managers come in a variety of shapes andsizes (e.g., expats, frequent flyers), and eachrequires its own qualifications and skills.

3. Global management skills typically consist of acombination of managerial and multiculturalcompetencies.

4. Successful global managers are always learning.

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MANAGERS NOTEBOOK:The ex p eriential learning c ycle

LearningLearningEnvironmentEnvironment

( . 0)

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( . )

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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 andenvironments around the globe?

3. Are multicultural competencies largely developed or inherited?

4. What can companies do to enhance the likelihood of managers success here?

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A pplication:Building a skills development program

1. Several multicultural skills have been discussed here andelsewhere. As a group, identify what you consider to be

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

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

and largely inexperienced managers.3. How will you know if your program has been successful?

What criteria will you use?

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Th ink about it : Developing your global management skills

1. What type of global assignment do you believe you arebest suited for? Why?

2. What multicultural competences do you currentlypossess?

3. Based on what has been discussed, outline a learningstrategy to further develop your own particular

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

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