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Mrs CleverWorkarounds – Skills and

Competencies of Global Managers

By admin | May 31, 2008 | Finance, Global Managers, Globalisation, Governance, Risk ,Strategy

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Hi everyone. Some light reading for the weekend

This post is not authored by me (Paul). Instead, my oneandonly darling wife. !part from

being an allround hottie, she has been studying a postgraduate business "ourse at

#niversity. The "ontent of this post is one of her papers that when I read it, found it to be a

really e$"ellent pie"e of work. Her le"turer agreed too % and awarded it a high distin"tion.

&ow the reason that I am posting this to the 'leverorkarounds blog is she really did some

serious resear"h, and I ended up reading a lot of the material too. In fa"t, I used a lot of her

referen"e material when I was writing the global strategy and te"hnology , and pro*e"t

fail+ series of posts. If you liked that stuff, you may find some stuff here you like also.

So without further adieu, I present to you her paper, e$amining what skills and "ompeten"ies

that global managers reuire to operate in an in"reasingly "omple$ and dynami" globalenvironment. Please let me know what you think of it.

Introduction

!raditional b"siness met#ods are being made red"ndant by t#e s"rge o$ globali%ation&Managers '#o contin"e to (ractice t#eir traditional managerial skills long gained in b"sinesssc#ools are $inding t#emselves ine$$ective in t#e global environment& Globalisation is a)conce(t"al sit"ation '#ere (olitical borders become increasingly irrelevant, economicinterde(endencies are #eig#tened, and national di$$erences d"e to dissimilarities in societalc"lt"res are central iss"es o$ b"siness& !#e 'orld, 'it# its com(le* and dynamic $orces,

becomes a global market(lace $or global managers+ edia and M"k#er-i 1.../& n s"c# a'orld only t#e ones '#o "nderstand t#e im(act globalisation 'reaks and t#"s ada(taccordingly 'ill s"rvive& !#"s to be com(etitive in t#e global market(lace t#e traditionalmanagers m"st transcend and become global managers&

literat"re revie' #as been "ndertaken to identi$y t#e global mindset, and t#e skills andcom(etencies essential to t#e global managers& From t#e n"mero"s $rame'orks, t#is (a(er

(ro(oses a ne' $rame'ork design consisting o$ 1/ kno'ledge com(etencies 2/inter(ersonal com(etencies and 3/ (ersonal com(etencies& Skills and com(etencies 'it#int#ese gro"(s are interde(endent o$ eac# ot#er s"ggesting t#at t#e develo(ment o$ one gro"(

cannot e*ist 'it#o"t t#e ot#er&

http://www.cleverworkarounds.com/author/admin/http://www.cleverworkarounds.com/2008/05/31/mrs-cleverworkarounds-skills-and-competencies-of-global-managers/http://www.cleverworkarounds.com/2008/05/31/mrs-cleverworkarounds-skills-and-competencies-of-global-managers/http://www.cleverworkarounds.com/2008/05/31/mrs-cleverworkarounds-skills-and-competencies-of-global-managers/http://www.cleverworkarounds.com/category/finance/http://www.cleverworkarounds.com/category/global-managers/http://www.cleverworkarounds.com/category/globalisation/http://www.cleverworkarounds.com/category/sharepoint/governance/http://www.cleverworkarounds.com/category/sharepoint/governance/http://www.cleverworkarounds.com/category/sharepoint/governance/risk/http://www.cleverworkarounds.com/category/sharepoint/governance/risk/http://www.cleverworkarounds.com/category/strategy/http://www.cleverworkarounds.com/2008/05/03/globalisation-strategy-technology-and-organisational-maturity/http://www.cleverworkarounds.com/2008/05/03/globalisation-strategy-technology-and-organisational-maturity/http://www.cleverworkarounds.com/2008/05/27/why-do-sharepoint-projects-fail-part-7/http://www.cleverworkarounds.com/2008/05/27/why-do-sharepoint-projects-fail-part-7/http://www.cleverworkarounds.com/2008/05/31/mrs-cleverworkarounds-skills-and-competencies-of-global-managers/http://www.cleverworkarounds.com/category/finance/http://www.cleverworkarounds.com/category/global-managers/http://www.cleverworkarounds.com/category/globalisation/http://www.cleverworkarounds.com/category/sharepoint/governance/http://www.cleverworkarounds.com/category/sharepoint/governance/risk/http://www.cleverworkarounds.com/category/strategy/http://www.cleverworkarounds.com/2008/05/03/globalisation-strategy-technology-and-organisational-maturity/http://www.cleverworkarounds.com/2008/05/27/why-do-sharepoint-projects-fail-part-7/http://www.cleverworkarounds.com/2008/05/27/why-do-sharepoint-projects-fail-part-7/http://www.cleverworkarounds.com/author/admin/


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basic ;"alities essential to s"ccess$"l managers 'ill enable t#em to manage s"ccess$"llyabroad& !#is distinction contradicts t#eir arg"ment o$ non7e*istence o$ t#e global manager&ccording to


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!#e table @eaders#i( om(etencies o$ Global eadersA arker 200=, 38=/&

Knowledge competencies

no'ledge com(etencies are concerned 'it# $act"al in$ormation (ertaining to a clear anddee( "nderstanding o$ tec#nology, b"siness, and ind"stry re;"ired to com(lete taskss"ccess$"lly& !#ey are t#e basic b"ilding blocks $or global managersA -o"rney to'ards aglobal (ers(ective


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Tecnolog! savv!

!#e ra(id onsla"g#t o$ globalisation #as been largely d"e to advances in tec#nologyinterconnecting com(anies across t#e 'orld& Goldsmit#, >alt, and Do"cet 1.../ seetec#nology savvy as a key com(etency $or global managers as it signi$icantly im(acts t#e

organisationAs core b"siness& !ec#nology is not only vital $or comm"nication, and e$$ectivein$ormation management, b"t also greatly im(acts t#e organisationAs (rod"ction (rocesses& nt#e $ast (ace 'orld o$ tec#nology certain (rod"cts, (rocesses and services can be o"tdatedvery ;"ickly& t is t#ere$ore necessary $or global managers to not only be able to "setec#nology, in$ormation systems and telecomm"nications e$$ectively b"t also "nderstand itsim(act by assessing and analysing t#e a$$ect it #as on t#e global o(erations o$ t#e $irm ediaand M"k#er-i 1.../& !ec#nology sol"tions t#at may be (ertinent to t#e global managersincl"de B"siness ntelligence tools s"c# as t#e SE Server s"ite nalysis Services,Re(orting Services/ and racle and collaborative tools s"c# as Microso$t $$ice S#areointServer, Sky(e, Microso$t Groove 2006, Google ((s, and instant messaging tools s"c# asMS Messenger & "lmsee, (ersonal comm"nication& May 3, 2008/& Sol"tions s"c# ast#ose listed above may not be re;"ired by all managers as it de(ends on t#e ty(e o$ ind"stryt#ey are in, and t#e organisation itsel$&

International knowledge

om(etency in t#is $ield means an "nderstanding o$ t#e di$$erent socio7(olitical andeconomic (olicies governing eac# co"ntry& global organisation o(erates 'orld7'ide abiding

by t#e r"les and reg"lations t#at govern t#at (artic"lar nation& !#ere$ore it is essential toclearly "nderstand t#e str"ct"re o$ t#ese systems, t#eir decision7making (rocesses, and #o't#ey im(act b"siness o(erations and t#ose aro"nd t#em >#it$ield 2003/& S"b-ect matter s"c#

as international $inance, international la', and com(arative labo"r relations s#o"ld be$amiliar to t#e global manager aligi"ri 2009/& no'ledge in t#is $ield not only assists in (enetrating $oreign markets distrib"tion net'orks !an, Crramilli, and iang 2001/ and t#esmoot# r"nning o$ t#e b"siness b"t it can be a com(etitive advantage&

!ake rocter H Gamble $or e*am(le& n t#e early 1.80As, in t#eir $ig#t $or #ig#er margins$rom t#e (#armace"tical ind"stry, ndian (#armacists nation'ide targeted t#e com(any by

boycotting ?icks (rod"cts& G"rc#aran Das, C o$ rocter H GambleAs ndian s"bsidiaryrealised t#at t#e ?icks (rod"cts contained all nat"ral #erbal ingredients, $o"nd in t#e age7oldSanskrit te*ts& rod"cts com(liant "nder t#is y"rvedic system o$ medicine in ndia co"ld besold in $ood s#o(s, general stores, and street kiosks& Das (roved t#is com(liance to t#e Del#i

government and t#e local FD and #ad t#e registration c#anged $rom >estern medicine tondian medicine& >it# t#e ne' registration, t#e com(any 'as able to e*(and its distrib"tionc#annel beyond (#armacies and b"ild a ne' (lant $or ?icks, en-oying t#e ta*7advantages andlo'er labo"r costs Das 1..5, 1.67210/&

Cultural and cross"cultural awareness

!#is (ertains to t#e "nderstanding and a((reciation o$ t#e co"ntry and its societyAs norms, belie$s, rites, rit"als, symbols, be#avio"rs, motivations and stories& C$$ective global managersval"e and manage c"lt"ral diversity and consider t#is diversity an asset not a #indrancealigi"ri 2009/& ardon and Steers 2008/ state t#at many inter7c"lt"re assignments occ"r ons#ort notice t#ereby giving managers limited time to learn abo"t t#at (artic"lar c"lt"re, andintimate "nderstanding o$ t#e c"lt"ral diversity may be di$$ic"lt d"e to geogra(#y& n t#ese


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circ"mstances c"lt"ral and cross7c"lt"ral a'areness is learnt )on t#e $ly+& Des(ite t#eobstacles, "nderstanding t#is diversity 'ill be o$ great bene$it to t#e global managers&

rocter H Gamble 'ill be mentioned again to ill"strate t#is iss"e in relation to b"siness& Das1..5, 1.67210/ noticed t#at t#e com(any #ad tro"ble selling ?icks ?a(or"b to ort#ern

ndia, '#ereas sales in t#e So"t# 'ere #ig#& 4e decided to ca(italise on t#e #ig# market salesin t#e So"t# instead o$ attem(ting to correct t#e market in t#e ort#& !#e com(any (ro$ited&Das later discovered t#at t#e reason $or t#e (oor sales in t#e ort# 'as d"e to t#e $act t#at

(eo(le in t#is region did not like to r"b t#ings on t#eir body& 4ad Das ignored t#e markettrend and decided to e*(end reso"rces attem(ting to im(ose t#e (rod"ct on t#e ort#, (oorsales $ig"res 'o"ld likely #ave contin"ed as (rod"cts 'o"ld remain on t#e s#elves&

#usiness and Industr! Savv!

o"(led 'it# tec#nology savvy, b"siness ac"men, a t#oro"g# "nderstanding o$ t#e b"sinessand its ind"stry is critical $or ac#ieving organisational goals and ob-ectives arker 200=/&Global managers m"st intimately com(re#end not only t#e com(anyAs b"siness strategies,

(rod"cts, and reso"rces, b"t also t#e str"ct"re o$ its global o(erations, 'orld'ide marketo((ort"nities ycan 2001, 11.713= sland 2001, 13671=9/ and com(etitive conditionssland 2001, 13671=9/& Bartlett and G#os#alAs 1..5, 667.1/ role o$ t#e scanner 'ill bere;"ired #ere to ac#ieve t#is savvy& !#ey 'ill need to $ilter, analyse and inter(ret t#e scannedkno'ledge& !#is kno'ledge can t#en be comm"nicated across t#e organisation and actioned&!#is breadt# o$ "nderstanding 'ill assist t#e global manager to recogni%e as 'ell as antici(atec#ange arker 200=/, stay on strategy, and $ind and overcome t#reats edia and M"k#er-i1.../&

Global risk management

arker 200=, 598/ ;"otes Mi#aly SimaiAs de$inition o$ international risk as )im(ortant, (otential dist"rbing and destabilising $actors or acts originating 'it#, or generated by, vario"sactors on di$$erent str"ct"ral levels, and #aving s(illover conse;"ences $or ot#er members o$t#e international comm"nity+& Some o$ t#ese risks incl"de (olitical, c"rrency7e*c#ange, andcorr"(tion& Globalisation (rovides many (otential tec#ni;"es to allo' global managers toim(rove t#e organisationAs bottom line, $rom t#e (rod"ctivity gains o$ o(erating in lo'er costco"ntries to t#e ability to leverage global (osition in (ricing negotiation 'it# s"((liers& D"eto t#e nat"re o$ t#eir role, t#e global manager 'o"ld need to #ave a #ig#er risk tolerance levelto deal 'it# "ncertainty in t#e global market& 4o'ever, t#ere #ave been cases '#ere

a((ro(riate sa$eg"ards #ave not been taken to assess and minimise risk& n e*cellent e*am(leo$ t#e di$$erences in risk management mat"rity occ"rred in early 2000 SM n&d/&

n lb";"er;"e, e' Me*ico, a t#"nderstorm set $ire to a $actory at a (lant (rod"cing mobile (#one semicond"ctors res"lted in contamination t#at destroyed millions o$ mobile (#ones'ort# o$ c#i(s& !#is (lant 'as o'ned by #illi(s ?, a ma-or s"((lier to okia& n Finland,

okiaAs com("ter system indicated delay in t#e arrival o$ s#i(ments o$ (#one c#i(s $rom#illi(s& !#ree days a$ter t#e $ire, #illi(s noti$ied okia abo"t t#e sit"ation and advisedt#em o$ t#e one 'eek delay in t#e s#i(ment& !#e $ire im(acted t#e (rod"ction o$ some 5million #andsets& okia re;"ired t#e c#i(s $or t#eir ne' generation o$ (#ones& !#is delay'o"ld mean t#at more t#an =I o$ t#e com(anyAs ann"al (rod"ction mig#t be disr"(ted

d"ring a time o$ booming (#one sales& Strategies 'ere $orm"lated and acted "(on& #illi(sand okia agreed to -oin $orces tem(orarily to overcome t#e crisis& okia 'as able to la"nc#


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t#eir ne' (#ones to very satis$ied c"stomers on sc#ed"le& Criccson, on t#e ot#er #and,received t#e call $rom #illi(s b"t did not act& !#ey ass"med t#at t#e one 'eek delay 'o"ldnot a$$ect t#eir b"siness& >#en t#ey reali%ed t#e $"ll e*tent o$ t#e (roblem t#ree 'eeks a$tert#e $ire/ it 'as too late& !#ey co"ld not $ind s"((liers 'it# t#e available c#i(s $or t#eir ne'generation (#ones& t t#e end o$ 2000, Cricsson re(orted a loss o$ JSK1&98 billion in t#e

com(anyAs mobile (#one division&

#est $ractice standards

n a #ig#ly com(etitive global market it is advantageo"s $or t#e global managers, and t#"s t#eorganisation, to "nderstand and com(ly 'it#Lim(lement best (ractice standards as t#oseinvolved in b"siness #ave #ig#er e*(ectations and standards& !#ese standards e*ist to (rovideinde(endently veri$iable ass"rance to a variety o$ stake#olders, ass"ring t#ese stake#olderst#at t#e organisation is (er$orming in accordance 'it# t#e re;"irements o$ t#ese standards&C*am(les o$ t#ese are legislative $rame'orks: S and 4 4ealt#care/ in t#e JS, andBSC $inancial risk management/ in t#e C"ro(ean Jnion om(liance $rame'orks s"c#as G cco"nting/, Bi!, S control $rame'orks/, S.001 E"ality/Frame'orks to im(rove (rocessLvisibility s"c# as Si* Sigma, C, and ai%enFrame'orks to im(rove s(eci$ic disci(lines s"c# as MB and, rince ro-ectManagement/ & "lmsee, (ersonal comm"nication& May 5, 2008/&

Managers m"st also incor(orate et#ics and cor(orate social res(onsibility into t#eir b"sinessas (art o$ best (ractice& !#is vol"ntary benc#marking can b"ild tr"st, demonstrate t#at t#ey

(ossess integrity and #onesty, and can be a com(etitive advantage as it 'ill en#ancere("tation& Cnvironmental and social et#ics and b"siness 'ere once seen as o((osite ends o$t#e b"siness s(ectr"m #o'ever, 'it# increasing social a'areness and em(o'erment, society

and Gs are leading t#e 'ay to ens"re t#at ind"stries are res(ect$"l o$ comm"nity and t#eenvironment& s b"sinesses increasingly come "nder $ire $or t#eir lack o$ environmental andsocial et#ics, it is sa$e to concl"de t#at embracing et#ics and RS is good b"siness (ractice&

Interpersonal competencies

t is not s"$$icient $or global managers to only gain kno'ledge b"t also critical $or t#em to (ossess t#e a((ro(riate skills to trans$er t#is kno'ledge into action e$$ectively& nter(ersonalcom(etencies are t#ose t#at relate to t#e socialLrelations#i( interaction or management o$ot#ers& om(etency in t#is area 'ill lead to $r"it$"l res"lts '#en dealing 'it# ot#ers& !#esecom(etencies, acc"lt"ration, diversity management, leading and motivating a diverse'ork$orce, c"lt"ral net'orking skills, creation and conveyance o$ a clear vision, and ca(acity$or managing "ncertainty and con$lict in t#e global environment, are described belo'&

%cculturation

)cc"lt"ration is t#e (rocess '#ereby t#e attit"des andLor be#avio"rs o$ (eo(le $rom onec"lt"re are modi$ied as a res"lt o$ contact 'it# a di$$erent c"lt"re+ Ma*'ell n&d&/& 'arenesso$ cross7c"lt"ral di$$erences is vital b"t not eno"g#& !#e c#allenge $or t#e global managers,

a$ter gaining cross7c"lt"ral kno'ledge, is t#e 'illingness and ability to embrace and integratem"lti(le (ers(ectives ycan 2001, 11.713=/ and "se it to t#eir advantage& !o ac#ieve t#is


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t#ey m"st learn to let go o$ t#eir o'n c"lt"ral certainty, "n;"estioned acce(tance o$ basicass"m(tions, (ersonal $rames o$ re$erences, "ne*amined li$e, acc"stomed role or stat"s,social rein$orcement kno'ledge, acc"stomed #abits and activities, and kno'n ro"tinessland 2001, 13671=9/, acce(t t#at di$$erences do matter b"t not in$erior/, be o(en andrece(tive to ne' ideas, ready to acce(t anot#er (ers(ective Ri$kin 2009/ and be able to

master bot# non7verbal and verbal comm"nications it# globalisation comes c"lt"rediversity& !o be s"ccess$"l, it is cr"cial $or global managers to be com(etent in t#is skill&

'eading and motivating a diverse workforce

eaders#i( skills are essential to all managers #o'ever t#e ability to lead and motivate a

diverse 'ork$orce in t#e organisationAs global environment is s(eci$ic to global managers d"eto t#e nat"re and com(osition o$ t#e 'ork$orce& ns(ire edia and M"k#er-i 2001/& !#is can

be made more di$$ic"lt task '#en t#e )teamA members are located in di$$erent (arts o$ t#eglobe& critical as(ect o$ an e$$ective global leader is to $acilitate integration, lead in amanner consistent 'it# t#e $ollo'erAs c"lt"ral e*(ectations '#ile sim"ltaneo"sly #el(ing t#emembers develo( a set o$ norms t#at allo' $or di$$erences in social7interaction (re$erencesSta#l 2001, 1.67210/& !o be e$$ect t#ey m"st ins(ire ot#ers, go against o"tdated orine$$ective (ractices, b"ild tr"st amongst t#e team, delegate, be a mentor, and demonstratesensitivity and em(at#y to t#ose t#ey lead !"bbs and S#"lt% 2009/&

Cultural networking skills


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!#ese are @relations#i( managementA skills


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Self"awareness(Emotional Intelligence

!o be sel$7a'are, t#e global managers 'o"ld #ave an ast"te insig#t o$ #o' t#ey are (erceived by ot#ers, clear insig#t o$ t#emselves, and a clear insig#t o$ t#eir o'n roles 'it# res(ect toot#ers in t#e gro"( Ma%nevski and Nander 2001/& Sel$7a'arenesss 'ill assist to'ards t#e

develo(ment o$ emotional intelligence, '#ic# is )t#e s"bset o$ social intelligence t#atinvolves t#e ability to monitor oneAs o'n and ot#ersA $eelings and emotions, to discriminateamong t#em and to "se t#is in$ormation to g"ide oneAs t#inking and actions+ Salovey andMayer, 1..0/& t is t#is dee( "nderstanding and int"itiveness o$ sel$ and ot#ers t#at 'ill assistt#e manager to trans$orm and develo(&

In)uisitiveness

!#e in;"isitive mind is one t#at #as an insatiable demand $or kno'ledge& t 'ill assist globalmanagers in seeking in$ormation and strive $or contin"o"s learning arker 200=/& !#ein;"isitive mind 'ill ;"estion and (robe "ntil t#e best co"rse o$ actions and res"lts areobtained& Global managers 'it# in;"isitive minds are advent"ro"s and 'ill al'ays #ave "(7to7date kno'ledge and skills to ac#ieve t#eir goals&

*onest! and integrit!

Global managers '#o (ossess and e*#ibit #onesty and integrity demonstrate res(ect $or t#eir (eers, val"e and acce(t ot#ers $or '#o t#ey are& !#ese managers are keen to b"ild andmaintain tr"st& !#ey (lace t#e organisation and ot#ersA interest above t#eir o'n& !#ey are -"stand $air and 'ill do '#at is best $or ot#ers& Global managers 'it# #onesty and integrity 'illens"re t#at best (ractice standards are im(lemented and maintained& Cm(loyees 'orking $or

t#em 'ill be em(o'ered arker 200=/& !#is trait 'ill assist t#e global managers to lead andmotivate t#eir team& !#e case belo', taken $rom arkerAs 200=, 386/ book, demonstrates t#e"ltimate act o$ integrity t#ro"g# leading by e*am(le and tr"st b"ilding, e*em(li$ied by t#eactions o$ orbert Rein#art&

)Oo"r s#i$t is over+ taken $rom Barbara arkerAs 200=/ book ntrod"ction to GlobalisationH B"siness, (age 386/&

+pen"mindedness

Global managers 'it# o(en minds are less likely to be -"dgemental and vie' diversity asin$erior& !#ey 'ill be more rece(tive to ne' e*(eriences and ideas, and be able to see and

acce(t c#ange more readily aligi"ri 2009/&


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%daptable(fle,ible

!#is is t#e ca(acity to ad-"st or vary oneAs t#o"g#ts and t#"s be#avio"r according to t#eimmediate re;"irements o$ t#e condition or sit"ation& n ada(table or $le*ible mind 'illassess and analyse t#e $oreign c"lt"re, com(romise, and t#en $ind innovative and creative

'ays to arrive at a sol"tion Sta#l 2001, 1.67210/&

+ptimism

(timism is a mindset t#at looks on t#e (ositive side o$ a given sit"ation& (timisticmanagers are $or'ard t#inkers, 'ill most likely (ersevere, learn $rom t#eir mistakes, andenco"rage and motivate ot#ers to s"cceed& !#ey t#emselves 'ill be more motivated and (ro7active& !#is (ositive o"tlook 'ill also assist t#e global managers to co(e in "n$amiliar and"ncertain sit"ations and (eo(le


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Conclusion

Des(ite t#e ab"ndance o$ literat"re on t#e global manager t#ere is still a lack o$ "nity inde$ining t#e global manager& D"e to t#is de$iciency $or a clear and (recise de$inition, t#ee*act roles o$ t#e global manager #ave also not been de$ined& !#is #as res"lted in t#ee*istence o$ vario"s $rame'orks o$ t#e com(etencies o$ t#e global manager& Some o$ t#ese$rame'orks, $or e*am(le !"bbs and S#"lt%A 2009/ ta*onomy o$ com(etencies in globalleaders#i(, incl"de skills and com(etencies t#at are too broad, and not s(eci$ic and (ertinentonly to t#e global manager&

t is recognised t#at t#e standard managerial skills and com(etencies are also re;"ired by t#eglobal manager& 4o'ever t#ere are certain com(etencies t#at only t#e global manager 'o"ldre;"ire to be e$$ective& !#is (ro(osed $rame'ork, t#e essential com(etencies o$ a global

manager, o"tlined in !able 3 belo', contains com(etencies t#at are "ni;"e to t#e globalmanager& !#ey are cr"cial to t#e $"nction o$ t#e global manager in t#e global environment&!#e design o$ t#e $rame'ork is im(ortant& t im(lies t#at all t#e com(etencies o"tlined areinterde(endent o$ eac# ot#er& ne set o$ com(etencies cannot be ac#ieved 'it#o"t (ossessingt#e ot#ers and no one com(etency #as greater 'eig#t t#an t#e ot#er&

!able 3: Frame'ork o$ t#e essential com(etencies o$ t#e global manager


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By "nderstanding t#e global (ers(ective re;"ired o$ global managers to $"nction s"ccess$"llyin t#e global market, t#e 4"man Reso"rce De(artment can 'ork to'ards t#e develo(ment o$t#is (ers(ective in t#eir managers& rograms s"c# as DiversityLcross7c"lt"ral a'arenesstraining, diversity management, emotional intelligence training, and "nderstanding t#e globalmarket can assist t#e domestic managers to "nderstand di$$erent (ers(ectives& 4R (lays a

very im(ortant role in t#e develo(ment o$ skills and com(etencies necessary $or globalmanagers&

-eferences

dac#i, O& 1..6& B"siness negotiations bet'een t#e mericans and t#e


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edia, B&&, and & M"k#er-i&1...& Global managers: develo(ing a mindset $or globalcom(etitiveness& 4ournal of orld /usiness 353/: 23072=1& B"siness So"rce remier&#tt(:LL'eb&ebsco#ost&com&dbg'&lis&c"rtin&ed"&a" accessed Marc# 18, 2008/&

#an, & 2006& Global management skills& #tt(:LL'''&americanc#ronicle&comLarticlesL336=0

accessed (ril 5, 2008/&

Ma*'ell, & n&d& cc"lt"ration& #tt(:LL'''&enotes&comL("blic7#ealt#7encyclo(ediaLacc"lt"ration accessed (ril 18, 2008/&

Ma%nevski, M&&, and & Nander& 2001& eading global teams: vercoming t#e c#allenge o$t#e (o'er (arado*& n -eveloping lobal /usiness 0eaders1 Poli"ies, Pro"esses, and

Innovations, eds M& Menden#all, !&M&"#lmann and G&& Sta#l, 1=67165& ondon:Green'ood "blis#ing Gro"(&

ardon, &, and R&M&Steers& 2008/& !#e ne' global manager: learning c"lt"re on t#e $ly&

rgani%ational Dynamics 361/: 567=.& ScienceDirect


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>#it$ield, D& 2003& Global leaders#i(& '''&gon%aga&ed"LQLSc#ool7o$7ro$essional7St"diesL#&D&eaders#i(7St"diesLGlobaleaders#i(&doc accessed (ril 25, 2008/&

>#en Do"g Baillie $irst 'alked into #is M"mbai o$$ice as t#e c#ie$ e*ec"tive o$ 4ind"staneverin 2009, #e kne' #e 'o"ld be closely 'atc#ed& s t#e $irst non7ndian to lead ndiaAs

largest cons"mer goods conglomerate in almost =0 years, #e $aced a lot o$ internal and

e*ternal sce(ticism& )eo(le 'ondered #o' a So"t# $rican 'as going to deal 'it# t#e im7

mense com(le*ity t#e com(any $aced, '#en even ndians #ad 'restled 'it# t#at c#allenge,+

#e recalls& 4e noticed #is em(loyees and clients #ad )a lot o$ ;"estions+&

Mr Baillie, no' c#ie$ #"man reso"rces o$$icer at Jnilever, t#e (arent com(any, res(onded by

'orking incredibly #ard& 4e 'o"ld visit every $loor o$ t#e #ead;"arters at least once a 'eek,

and get to kno' everyone t#ere& B"t '#at really earned #im t#e res(ect o$ #is colleag"es, #is

ndian #ead o$ 4R later told #im, 'as a 'illingness to learn $rom t#e co"ntryAs #istory as 'ellas t#e com(anyAs, and #is (revio"s e*(erience in a co"ntry 'it# similar c#allenges& )!#e

(eo(le sa' t#at coming $rom anot#er emerging market, kne' a lot abo"t t#e c#allenges t#e

co"ntry $aced,+ says Mr Baillie, '#o #ad b"ilt a s"ccess$"l career at Jnilever in So"t# $rica&

)!#ey $elt 'as gen"ine, as came $rom a co"ntry like t#eirs&+

Mr Baillie is one o$ a gro'ing n"mber o$ managers to make t#e lea( $rom one emerging

market to anot#er, as t#e most s"ccess$"l b"sinesses o$ t#ese $ast7gro'ing economies look

beyond t#eir national borders& Some 'estern com(anies are also res(onding to t#e rise o$

emerging markets by #iring local managers in t#ese regions& t#ers are ada(ting t#eir

cor(orate c"lt"re, making c"lt"ral a'areness and intelligence key management 'ords $or t#e

21st cent"ry&

)tAs sim(le,+ says evin elly o$ 4eidrick H Str"ggles, t#e e*ec"tive searc# $irm& )Oo" "sed

to #ave com(anies going 'est to east, and 'it# t#em came t#e 'estern e*(ats& o'adays, 'e

see t#e reverse: R"ssian, #inese and ndian com(anies look $or e*(ansion in t#e JS and

C"ro(e, b"t also ot#er emerging markets&+

>#ile emerging market e*(atriate e*ec"tives are keen to s#o' t#ey are better t#an t#eir

'estern co"nter(arts at #andling c"lt"ral c#allenges, t#ey sometimes make t#e same

mistakes& )om(anies $rom emerging markets tend to t#ink t#at '#at got t#em t#ere 'ill also

get t#em $"rt#er,+ says Fernando an%er, a Bra%ilian national and cross7c"lt"ral management

coac# '#o #as 'orked $or banks s"c# as B mro and Banco S"lbrasileiro& )!#ey o$ten

donAt ada(t to t#eir #ost co"ntry& B"t t#is is a mistake& >#en 'orking in a di$$erent c"lt"re,

@co(y7(asteA seldom 'orks&+

Mr an%er (oints to (roblems $aced by ?ale, t#e Bra%ilian mining com(any, '#en it bo"g#t

anadaAs nco& !#e anadian 'orkers 'ent on strike in 200. a$ter disagreements 'it# t#e

management style o$ t#e Bra%ilians&

Cultural quotient becomes key for recruiters

http://www.gonzaga.edu/.../School-of-Professional-Studies/Ph.D.---Leadership-Studies/GlobalLeadershipILA.dochttp://www.gonzaga.edu/.../School-of-Professional-Studies/Ph.D.---Leadership-Studies/GlobalLeadershipILA.dochttp://www.gonzaga.edu/.../School-of-Professional-Studies/Ph.D.---Leadership-Studies/GlobalLeadershipILA.dochttp://www.gonzaga.edu/.../School-of-Professional-Studies/Ph.D.---Leadership-Studies/GlobalLeadershipILA.dochttp://blogs.ft.com/beyond-brics/2013/01/23/hindustan-lever-results-the-markets-darling-disappoints/http://blogs.ft.com/beyond-brics/2013/01/23/hindustan-lever-results-the-markets-darling-disappoints/http://blogs.ft.com/beyond-brics/http://blogs.ft.com/beyond-brics/http://blogs.ft.com/beyond-brics/http://blogs.ft.com/beyond-brics/http://www.ft.com/cms/s/0/6de1ac42-2c69-11df-be45-00144feabdc0.htmlhttp://www.gonzaga.edu/.../School-of-Professional-Studies/Ph.D.---Leadership-Studies/GlobalLeadershipILA.dochttp://www.gonzaga.edu/.../School-of-Professional-Studies/Ph.D.---Leadership-Studies/GlobalLeadershipILA.dochttp://blogs.ft.com/beyond-brics/2013/01/23/hindustan-lever-results-the-markets-darling-disappoints/http://blogs.ft.com/beyond-brics/2013/01/23/hindustan-lever-results-the-markets-darling-disappoints/http://blogs.ft.com/beyond-brics/http://blogs.ft.com/beyond-brics/http://www.ft.com/cms/s/0/6de1ac42-2c69-11df-be45-00144feabdc0.html


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!#e term )c"lt"ral ;"otient+ can be most broadly "nderstood as t#e ability to manage

e$$ectively across c"lt"res& C*ec"tives demonstrate c"lt"ral intelligence '#en t#ey o(erate in

and ada(t to t#e local c"lt"re t#ey are 'orking in&

)>e #ad E, and 'e #ad CE, b"t no' itAs abo"t t#e E,+ says evin elly, c#ie$ e*ec"tive

o$ 4eidrick H Str"ggles, t#e e*ec"tive searc# $irm& 4e says t#at E #as ra(idly gone $rom a

)nice7to7#ave+ to a )m"st7#ave+ ;"ality bot# $or e*(atriate and local e*ec"tives& )For some,

it #as even become n"mber one&+

sign o$ its im(ortance to 4eidrick H Str"ggles is t#at it recently bo"g#t Senn Delaney, an

organisational7c"lt"re cons"lting $irm, $or K=3&=m&

#inese com(anies going abroad $ace similarly severe c#allenges, according to #en t#ere is a good $it, #o'ever, managers $rom emerging markets can o$ten be more

s"ccess$"l t#an t#eir 'estern co"nter(arts& armen am, a $ormer marketing manager at a

S#angri7la #otel in ndonesia, $o"nd #er e*(at -ob en-oyable beca"se #er ndonesian

colleag"esA a((roac# to doing b"siness 'as similar to t#e one s#e 'as "sed to in 4ong ong&

)Many emerging markets #ave c"lt"res '#ic# are more similar t#an di$$erent in terms o$

management (ractices,+ says Mr an%er& )n broad terms, Bra%il, R"ssia, ndia and #ina are

all #ierarc#ical and collectivistic c"lt"res& eo(le are managed rat#er similarly in s"c#c"lt"res, di$$erently $rom #o' it #a((ens in t#e nglo7merican, Germanic and

Scandinavian c"lt"res&+

adir aran-ia, an ndian ! entre(rene"r7t"rned7c"lt"ral cons"ltant, ec#oes t#is vie'& )Since

t#e emerging co"ntries #ave similar social drivers, managers $rom ot#er emerging co"ntries

'ill $ind it easier to "nderstand t#e needs and e*(ectations o$ t#e emerging7market target,+ #e

says&

!#is may #el( e*(lain t#e mi*ed (er$ormance o$ many emerging markets com(anies moving

into develo(ed markets& Bra%ilian constr"ction com(any debrec#t, $or e*am(le, #as beens"ccess$"l in m"c# o$ atin merica b"t a(art $rom ort"gal, it #as str"ggled in C"ro(e&

Several C"ro(ean and JS com(anies are ada(ting t#eir recr"itment models to ta( into t#e

emerging markets trend& Man(o'er, t#e #"man reso"rces gro"(, #as introd"ced '#at it calls

t#e )reverse e*(at model+ in many o$ its emerging markets& Jnder t#e (rogramme, it #ires

many o$ its o'n emerging market managers locally and sends t#em immediately on s#ort

assignments abroad to learn t#e c"lt"re o$ t#e global com(any be$ore ret"rning to take "(

res(onsibilities in t#eir #ome co"ntry&

)Being local is somet#ing yo" canAt teac#& Oo" #ave to #ave t#at kno'ledge "($ront,+ saysMara S'an, global talent o$$icer& )B"t learning t#e global com(any c"lt"re and #o' to co7

http://blogs.ft.com/beyond-brics/2013/01/21/does-2013-mark-the-end-of-the-expat-model-no-it-marks-the-start-of-the-cultural-quotient-model/http://blogs.ft.com/beyond-brics/2013/01/21/does-2013-mark-the-end-of-the-expat-model-no-it-marks-the-start-of-the-cultural-quotient-model/http://blogs.ft.com/beyond-brics/2013/01/21/does-2013-mark-the-end-of-the-expat-model-no-it-marks-the-start-of-the-cultural-quotient-model/http://blogs.ft.com/beyond-brics/2013/01/21/does-2013-mark-the-end-of-the-expat-model-no-it-marks-the-start-of-the-cultural-quotient-model/


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o(erate internationally is somet#ing yo" can learn& !#atAs '#y 'e started t#e reverse e*(at

model& !#ey can relate t#eir e*(erience in ot#er emerging markets better to '#at t#ey

enco"nter at #ome& "r ?ietnam #ead, $or e*am(le, sa' similar c#ances and o((ort"nities

'#en s#e got sent to Me*ico&+

Mr Baillie identi$ies anot#er reason to #ire e*(ats 'it# access to and kno'ledge o$ t#e local

market and its (eo(le& s emerging markets gro', so does t#eir national (ride& )Cmerging

markets are becoming very (ro"d o$ '#o t#ey are,+ #e says& )ook at ndians Q !#ey $eel

t#ey can com(ete in any 'ay& !#ey donAt look to t#e 'est any more& s a conse;"ence, yo"

need to be more c"lt"rally a'are& s a $oreigner, it is even more im(ortant to connect 'it#

t#em and ada(t&+

evin li, (resident o$ emerging markets at Merck, t#e (#armace"tical com(any, says t#at

'it# increasing economic gro't# coming $rom emerging markets, c#oosing t#e rig#t (erson

to #ead divisions in t#ese regions #as become more critical t#an ever& )Oo" co"ld lose

investments i$ yo" assign t#e 'rong (erson $or t#e -ob,+ #e says& !#e rig#t (eo(le, on t#eot#er #and )end "( being a very big asset+&

B"t t#ere is no s"c# t#ing as a magic $orm"la to $inding a (erson '#o can as Mr Baillie did

strike t#e rig#t c"lt"ral balance, #e says& )tAs more o$ an art t#an a science&+

This is the first of a twopart series. 8n Thursday, !ndrew Hill e$amines the role of being

multilingual in making you a better manager.

Speciali.ed Skills Ever! International #usiness Manager /eeds

!#e ;"alities t#at may 'ork 'ell '#en managing domestic b"siness co"ld (ossibly lead to$ail"re '#en a((lied across c"lt"res& !odayAs international b"siness manager 'ill "tili%e askill set t#at dra's "(on #is or #er gras( o$ ind"stry and standard best (ractices, o"tstandingc"lt"ral a'areness and di(lomacy, and s#ar( comm"nication and negotiation skills&

Cven b"siness managers based in t#eir #ome co"ntries 'ill sometimes need to manage teams, (artners or s"((liers and ot#ers& earning t#e skills t#at m"ltic"lt"ral b"siness leaders need isa val"able asset $or any manager 'orking $or an international concern& !#ese skills can beobtained or #oned by (artici(ating in (ro$essional b"siness co"rses& mong t#em are:

• Cultural sensitivit!0 nternational b"siness managers kno' t#at ada(ting to di$$erent

c"lt"res en#ances (ersonal and b"siness gro't#& tAs im(ortant to a((reciate andres(ect ot#er c"lt"res, and to "nderstand #o' c"lt"re im(acts b"siness relations#i(s&earning #o' ot#ers inter(ret c"es like tone o$ voice and body lang"age, as 'ell as#o' to a((ro(riately "se oneAs negotiation skills, is vital to moving and dealings"ccess$"lly 'it#in a c"lt"re&

• Multilingual0 S"ccess$"l international b"siness managers are able to converse in

more t#an one lang"age, es(ecially t#at o$ t#eir $irmAs largest client or trading (artner&tAs also im(ortant '#en comm"nicating in Cnglis# to s(eak so t#at non7native

s(eakers can "nderstand and com(re#end clearly& voiding "n$amiliar 'ords and (#rases, "sing s#orter sentences and e*(laining conce(ts more t#oro"g#ly 'ill #el(

http://www.notredameonline.com/resources/negotiations/negotiation-skills-training/http://www.notredameonline.com/resources/negotiations/negotiation-skills-training/http://www.notredameonline.com/resources/negotiations/negotiation-skills-training/


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individ"als o$ di$$erent c"lt"res more ;"ickly gras( t#e conte*t o$ yo"rcomm"nication&

• Global management pilosop!0 S"ccess$"l international b"siness managers #ave

t#e ability to $orm"late strategies and management systems to take advantage o$

international o((ort"nities, as 'ell as to res(ond to c#anges in a sometimes7volatileinternational market(lace

skills required mba

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