1 / 14

Developing Global Managers: Cultivating Skills for Success

This session aims to develop global managers who can function effectively in new environments, understand different cultures, create structures, and implement strategies. The discussion will cover the challenges faced by diversified MNC managers, integration of international acquisitions, worldwide logistics capability, country-specific strategies, and the need for specific traits and skills in global managers.

jlanier
Download Presentation

Developing Global Managers: Cultivating Skills for Success

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Welcome to class ofGlobal ManagerDr. Satyendra SinghProfessor, Marketing and International BusinessUniversity of WinnipegCanadas.singh@uwinnipeg.cahttp://abem.uwinnipeg.cawww.abem.ca/conference

  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!

More Related