Chapter 13 Lecture 2 Managing People

8/10/2019 Chapter 13 Lecture 2 Managing People

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MANAGING PEOPLE

Leaders

Managers

Careers

Global Human Resource Systems (theprocess by which people are managed)


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Leadership Theories

Traits Those that dont change readily, e.g., height, gender

Those that change with difficulty, values

Those that can be developed Leadership Styles

Orientation to people

Task orientation

Contingencyleaders style needs to adapt to the context New leadership such as transformational or connectiveleaders


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Steven Rhinesmith (2000)

1. Managing competitiveness by looking at the

"big picture" 2. Managing complexity

3. Managing alignment

4. Managing change

5. Managing teams

6. Managing learning by being open and learningglobally


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Black, Morrison, and Gregersen

(1999) 1. Inquisitiveness

2. An ability to embrace duality

3. Character to develop trust and goodwillamong people from different culturalbackgrounds

4. Savvy" that allows a leader to see whatneeds to be done and marshall resources foraccomplishment


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Rosen, Digh, Singer and Phillips

(2000) 1. Personal literacy including understanding self

and one's own limitations and abilities

2. Social literacy to assemble strong teams andunleash collective strength

3. Business literacy including understanding theorganization and its environment

4. Cultural literacy includes knowing about andleveraging culture differences


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McCall and Hollenbeck (2002)

1. Open-minded and flexible in thinking andtactics pursued

2. Cultural interest and sensitivity 3. Ability to deal with complexity

4. Resilience, resourcefulness, optimism, andenergy

5. Honesty and integrity 6. A stable personal life

7. Technical or business skills


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Global Leadership

Attributes and Theories A global mindseta way of thinking that looks beyond self and immediate

circumstancestrait; new leader

Know the business and its environmentknow the environment, savvy, big picturethinking, alignmentcontingency

Create and convey a clear vision with integrityclear sense of purpose; convey toothers;character; honesty; integritytrait, leadership style

Develop self-awareness and understandingpersonal literacy; self-knowledge;reflectiontrait; new leader

Manage diversity

diverse groups and structures; people from manybackgroundsleadership style, trait

Continuously learninquisitiveness; being open to others and to new information;leader and learnernew leader


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Women in Global Leadership

relatively few female CEOs in global firms.6 Fortune500 firms were headed by women (2003), and another393 Fortune 500 firms counted no women among their

top five executives (Jones, 2003). Often when women are in charge of companies in other

nations, it is because they are members of thecompany's controlling family.

According to the Women's Research and EducationInstitute, at current rates it would take 75

100 years

for women to achieve economic integration at everyorganizational level.


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Women and Leadership

Some believe that women's management styles,interests, and business approaches differ from menthroughout the world (Gibson, 1995; Helgeson, 1990;Rosener, 1990). Helen Fisher (1999) believes that gender differences such as

female ability to see the big picture and a willingness toconsider multiple points of view equip women to becomeleaders in a more complex global world.

Observations of few or no gender differences among

managers (Powell and Graves, 2003) lead others toargue that while there are distinctions between leaders,few of them are due to gender alone (Due Billing, andAlvesson, 2000).


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Leading and Managing

Leaders envision;managers get the job

done. This mightmean different

functions such as:

Leader Manager

Manage

symbols

Manage

results

Provide

direction

Follow

directions

Seepossibilities

Seeproblems


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Middle Management

Pressures from the top andorganizational downsizing have increased

the size, scope, and importance of themiddle managers' role


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Attributes of the Global

Manager, according to: Moran and Riesenberger (1994)

Adler and Bartholomew (1992)

Ohmae (1990)


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Moran and Riesenberger

(1994):1. A global mindset

2. An ability to work as an equal with persons of diverse backgrounds

3. A long-term orientation

4. The ability to facilitate organizational learning

5. The ability to create learning systems6. The ability to motivate employees to excellence

7. Skill in negotiation and an ability to approach conflict in acollaborative mode8. Skillful choices and assignments for managers worldwide

9. The ability to lead and participate effectively in multicultural teams

10. An understanding of one's own cultural values and assumptions11. An ability to profile the organizational and national culture of others withaccuracy

12. Avoidance of cultural mistakes and ability to behave in an appropriatemanner in all countries (p. 191)


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Adler and Bartholomew (1992)

Global perspective

Local responsiveness

Synergistic learning that makes it possibleto work with and learn from people from

many cultures

An ability to collaborate with others on anequal basis


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Ohmae (1990)

Can be from any country

Typically speaks more than one language fluently Has lived and worked in more than one country

Often has a passport from more than one country

Frequently the child of parents who are fromdifferent nations


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Managerial Attributes in

EuropeThe European style of management differs from U.S. and Japanese

management styles on the basis of four characteristics:

1. A greater orientation toward people as individuals

2. A higher level of internal negotiations between superordinates and

subordinates3. Greater skills at managing international diversity and

4. An enhanced ability to manage between extremes like short-runversus long-run goals

Roland Calori and Bruno Dufour (1995)

In Europe, the most admired senior managers are humane,professional, determined, close to employees, and communicatewell (Brown, 1994)


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Managerial Attributes in Asia

In a study of perceptions of good leadership in

Asian organizations (Selvarajah, Duignan,

Suppiah, Lane, and Nuttman, 1995), toppriority was on honesty, followed by

strategic vision, and recognizing good work

in others.


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Career Development

1. Knowledge-based technical specialty

2. Multicultural and international experience; cross-functionalexpertise that allows them to be both managers and technical experts

3. Future managers will be collaborative leaders in both temporaryand permanent groups

4. Use own skills to balance time at work; work/life integration

5. Flexibility will be the most important individual trait for successfulmanagers, but integrity and trustworthiness are part of this equation aswell


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William Van Dusen Wishard

(1995)1. There is a need to discern what is permanent and immutable

2. We must learn to make interconnections between people, events,and different categories of life because interdependence is an emergingcondition of life

3. We must learn to know ourselves4. We each need some understanding of how change and technologyare affecting people and institutions

5. We need to be open to dimensions of existence that are difficult tounderstand, value or control; within ourselves we need to valueintuition

6. There is a need to interact with people in a manner that will bridgeracial and cultural differences

7. There is a need to have a personal sense of creating something newfor the future


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HR Systems Go Global

Human Resources is the process through whichorganizations recruit, select, compensate, train andevaluate people

The integrative approach to human resourcemanagement found in global firms is increasinglycalled Strategic International Human ResourceManagement (SIHRM)

These systems require strategically oriented HRmanagers able to integrate human resource activities ona global scale


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Five Top Reasons for SIHRM

to facilitate: 1. Global competitiveness

2. Efficiency

3. Local responsiveness

4. Organizational flexibility

5. Organizational learning and knowledge

transfer


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Approaches to Management

An ethnocentric approach consolidates control at headquarters.Important decisions are made in the home country, and expatriatesfrom the home country staff key posts abroad.

A polycentric approach staffs abroad with host country nationals who

have some decision autonomy, but few of these managers arepromoted to jobs at headquarters.

A regiocentric approach employs a wider pool of managers within ageographic region like Asia or Latin America, employing host-countryand/or third-country nationals. Although these managers have somedegree of decision-making autonomy within their regions, they areseldom brought into jobs at headquarters.

A geocentric approach to staffing identifies and selects the best personfor the job regardless of nationality, and decision-making often isdecentralized.

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Chapter 13 Lecture 2 Managing People