Developing Global Management Skills

1. Developing Global Management Skills Chapter 2

2. Good judgment comes from experience; experience comes from bad judgment. -- Mullah Nasrudin 13th Century Sufi sage, Central Asia (p. 24)

3. 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 (p. 24)

4. Opening question: How can we best prepare today’s managers for tomorrow’s global challenges?

5. Consider:Management development at Google What is unique about Google’s approach to providing global training for younger managers? What are some advantages—and disadvantages—of this approach to training? If you ran this program for Google, how would you improve upon it? Under what circumstances might this approach to training be easily adapted to other companies? (p. 24)

6. Topic for today: Developing global management skills • Traditional views of management • Global managers: Variety of the species • Rethinking managerial roles • Rethinking managerial skills • Developing global management skills

7. What is management? Some definitions • Coordination and control of people, material, and processes 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 completed efficiently and effectively. (pp. 26-28)

8. Consider: Is management universal? Are these definitions of management universal or can they vary across different geographic regions? If these definitions are universal, how might their implementation vary across national and regional boundaries? What are the implications of such possible variations for global management development?

9. Types of Global Managers (p. 29)

10. Consider: Expats at LG Why did LG seek to hire several senior executives from abroad? To date, what benefits and possible drawbacks have emerged as a result of their decision? What are the advantages and disadvantages for the expatriates of taking such overseas assignments? What can both LG and the expats themselves do to enhance the likelihood of success in such ventures? (p. 30)

11. Consider: Adhira Inengar, frequent flyer What are the key managerial challenges faced by frequent flyers like Inengar in running her business on-the-go? In her hectic life, how can she insure that important details do not fall through the cracks? What personal characteristics might serve to enhance the chances of success for frequent flyer entrepreneurs like Inengar? (p. 32)

12. Building Global Management Skills • ManagerialCompetencies • Planning, coordination, and control within a culture • Multicultural Competencies • Understanding and working effectively across cultures • GlobalManagement Skills • Integration of management and cross-cultural skills (p. 37)

13. Key multicultural competencies • A cosmopolitan outlook • Intercultural communication skills • Cultural sensitivity • Rapid acculturation skills • Flexible management style • Cultural synergy (p. 38)

14. Consider: Multicultural competencies Are these the right multicultural skills for global managers to have? Why or why not? Are there other important skills?

15. MANAGER’S NOTEBOOK:Developing Global Management Skills What many people fail to understand about being a global manager is that the view from 10,000 meters up is often very different than the view from ground level, where the managerial challenges are immediate and very real.

16. MANAGER’S NOTEBOOK:Becoming a global manager • While the basic definition of “management” may be fairly constant across cultures, its implementation can vary widely. • Global managers come in a variety of shapes and sizes (e.g., expats, frequent flyers), and each requires its own qualifications and skills. • Global management skills typically consist of a combination of managerial and multicultural competencies. • Successful global managers are always learning.

17. MANAGER’S NOTEBOOK:The experiential learning cycle Learning Environment (p. 40)

18. Manager’s Notebook: A learning strategy for global managers (p. 42)

19. MANAGER’S NOTEBOOK:What are we missing? • What are we missing here? • To what extent do you think the average manager can successfully adapt to various cultures and environments around the globe? • Are multicultural competencies largely developed or inherited? • What can companies do to enhance the likelihood of managers’ success here?

20. Application:Building a skills development program • Several multicultural skills have been discussed here and elsewhere. As a group, identify what you consider to be the three most important multicultural skills for managers to have in order to build successful careers in global business. • Next, provide the outline of a management development program aimed at developing these three skills in young and largely inexperienced managers. • How will you know if your program has been successful? What criteria will you use?

21. Think about it: Developing your global management skills • What type of global assignment do you believe you are best suited for? Why? • What multicultural competences do you currently possess? • Based on what has been discussed, outline a learning strategy to further develop your own particular multicultural competencies. • What are your greatest challenges in achieving this plan?