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Welcome to class of Global Manager by Dr. Satyendra Singh uwinnipeg/~ssingh5

Welcome to class of Global Manager by Dr. Satyendra Singh www.uwinnipeg.ca/~ssingh5. Objective. To develop Global Manager Understand culture Function in new environment Create structure Implement strategy … No premature return from long-term assignment from abroad

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Welcome to class of Global Manager by Dr. Satyendra Singh uwinnipeg/~ssingh5

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  1. Welcome to class ofGlobal ManagerbyDr. Satyendra Singhwww.uwinnipeg.ca/~ssingh5

  2. Objective • To develop Global Manager • Understand culture • Function in new environment • Create structure • Implement strategy • … • No premature return from long-term assignment from abroad • Costs of failure can be very high • Diversified MNCs have special issues

  3. Diversified MNC Managers Face Substantive Issues • Integrate large intl. acquisitions • Build worldwide logistic capability - 5Cs • Character, cost, coverage, control, continuity • Develop country-specific strategies • political and economic environment • Form beneficial collaborative arrangements worldwide • Balance pressures for global integration and local demands •  Need certain set of traits and skills

  4. Global Manager Traits: Now vs. Future

  5. Skills of Global Manager • Global mindset • Beyond learning culture and language • Ability to • 1 develop and use global strategic skills • 2 manage change and transition • 3 manage cultural diversity • 4 design and function in flexible orgn structure • 5 work with others and in team • 6 communicate • 7 learn and transfer knowledge in an orgn.

  6. 1 Global Strategic Skills • No parochial views • Flexible – required in different culture • Good knowledge of • International relations, Foreign affairs • Global financial markets • Exchange rate movements (interest, inflation…) • Standardization vs. customization • Local yet should fit global strategy • Detergent: liquid vs. solid (Europe) • Retailing: family/value pack vs. sachets (EM) • McDonald (beer), KFC (rice)

  7. 2 Change and Transition • Change • Unstable environment – ongoing challenge • Switch b/w standardization «» customization • Needs reorganization of resources • Human, technology, marketing, distribution… • Managers must agree with the strategy • Otherwise poorly implemented • Country Mgr feel lost control  Resignations • Moved from customizationstandardization (HO) • Transition through Alliances or IJV • Alliances/IJV more difficult to change than wholly-owned subsidiary • Requires multiple trusting relationship

  8. 3 Cultural Diversity - EPRG • SRC: Self Reliance Criteria • one’s own cultural values, experiences, and knowledge as a basis for decisions • EU ↑ multicultural than US Canada • ↓ multicultural may be ↑ conflicts • HO culture sh’d not dominate entire orgn culture • Ethnocentric: HCN, reward, HO superiority, ↑ control, ↓ risky venture – export, sales affiliates • Polycentric: Recognize diff, have confidence, local • Regiocentric: Recognize regional differences • Goecentric: Optimize resources, best practices, superiority is not based on nationality. • Performance: Geo>Regio/Poly>Ethnocentric

  9. 4 Flexible Orgn: Design and Function • Learn, responsive and efficient • Help people do more effectively • Develop strategic thinking and action • Open communication of plans • Alignment bw HO and BO re. decision-making • High tolerance for ambiguity • Coordinate within and bw LOB • Financial, HR, marketing, manufacturing… • Identify SCA and prioritize across different locations • Accommodate the new structure and process

  10. 5 Working with People, Team • Due to specialization of people, complexity • What is team • IJV partners, suppliers, customers… • Becomes clear county requirement • Accounting • Economic reality vs. just standard accounting • Accounting vs. legal requirements are met • So, team develops intl. auditing standards • Operations  relationship oriented… • Participation in global team  global outlook  global manager • Ex- International Journal production

  11. 6 Communications… • Diverse Group • Multilingual • Cross-cultural awareness • Particularly important in advertisements • Lawsuit launched against global media by local media • Global media wish to retain advertising revenue • Local media wish to control advertising content • Sensitivity to colleagues, customers… • It leads to forming trust • Becomes corporate Culture • Shared Global value system • Global communications – effectiveness? • Ex. Kellogg Cereals, perfumes…

  12. 6 Communications…

  13. 6 Communications

  14. 7 Knowledge Transfer • Globally competent  highly curious • Experiment, take risks – calculated vs blind • MNCs use the knowledge gained by Mgrs and transfer effectively in another country • Corporate management responsibility • Not all MNCs do that • Particularly, if mgr re-enter home country Ex: a visitor may learn > local, then wrote a book!

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