welcome to class of global manager by dr satyendra singh www uwinnipeg ca ssingh5 n.
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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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objective
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
diversified mnc managers face substantive issues
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
skills of global manager
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.
1 global strategic skills
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)
2 change and transition
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
3 cultural diversity eprg
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
4 flexible orgn design and function
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
5 working with people team
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
6 communications
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…
7 knowledge transfer
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!