Introduction: This essay is a critical reflection on the abilities of me as an International Manager. To throw some light on my skills as an International Manager, an effort will be made to cover numerous traits of an International Manager, theories or notions related to an International Manager, my own experiences dealing in an international setup, strengths and weaknesses associated to this title supported by a common personality test and solutions or development required to be more competent as an International Manager.
Theories, Concepts and Models: Before going into the discussion of what makes a successful international manager, I would like to point out the situations which make the role of an International Manager so significant. It
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Their model consisted traits, attitudes and skills which they referred to as global competencies. The foundation of this model is Global Business Knowledge which gives awareness about the environment and how to create business value. It acts as a base to other steps of being an International Manager. This step is followed by the Threshold Personality Traits that include integrity, humility, resilience and curiosity. They also suggested that components of an International Manager builds on these personality traits for which they are identified cognitive complexity and external orientation which serves as a base for four domains of knowledge namely, myself, others, own organisation and other’s organisation in which a manager needs to have knowledge to be successful. The next level is identified as the interpersonal skills which include communicating, creating and building trust. Lastly, they identified system skills which are critical for International Managers working effectively across cultures, building communities through change in management and ethical decision making. Hence, this model of global leadership competencies highlights the characteristics or skills which an International Manager should own to be successful.
International Experience as an International Manager: The above theoretical models give a perception into what constitutes an International Manager and would be helpful to analyse myself as an International Manager. In order to consider myself as an International Manager, it will be useful to cite the experiences I had when I was working as an article assistant in a Chartered Accountant firm as well as my tenure with an Event’s
Constant technological and global changes create challenges that forces leaders to manage different cultures in different countries. People, goods, services, and ideas are moving today at greater speeds which mean our labor force is becoming more diverse and multicultural by the day. Effective leaders need to understand such global dynamics in order to successfully manage organizational cultures. The cultures of leaders and their core assumptions might be different from the values and assumptions of employees in a different country. Two managers working for the same global company might see things differently due to their backgrounds and cultural values. The different countries, in which the organization operates, will have different cultures depending on the social, economic, and political history of the country. Managing and understanding these differences need an effective cross-cultural thinking leader (Yukl, 2013). Some research questions that Yukl, 2013 suggests are: 1) how behavior differs across cultural values and for different countries? 2) How values and behaviors are influenced by personality across company and country? 3) What types of traits, skills, and experience are most useful to prepare a leader being assigned to a new country? 4) How does the fast-changing culture in developing countries affect and relate to
Caren, Siehl. Leading across cultures: China, 2004. Thunderbird, The Garvin School of International Management, 2004. (accessed January 14, 2014) (Caren, 2004)
Moorhouse, A. (2005, November). International Management Organizational Behavior. Retrieved October 16, 2008, from University of California Berkley: http://www.ocf.berkeley.edu/~matran/Files/proKarenLeary.doc
In the last century, globalization has become a very tangible part of how business is conducted. Technological advancement allows international trade and commerce to happen rapidly and easily while the advancement in how goods are transported and how people communicate have had a drastic effect on the globalization of business. Management practices and culture also has a bearing on how international enterprise has is conducted. Managers have to adapt to different management practices, adjust to a new culture, and sometimes face ethical issues in a foreign field. Management is an important role in finance and enterprise that has far reaching consequences on the globalization of business.
For a business person to succeed in today’s global marketplace, a strong understanding of all aspects of international business is paramount. Furthermore, with the current political uncertainty, many international businesses will need to rely on skilled and knowledgeable staff to make sound decisions to remain competitive on the international stage. Therefore, I am choosing to pursue an M.B.A. with an International Business Concentration at Point Park University. With my years of business experience and successful completion of a Bachelor’s in Accounting at Point Park University, the next logical step is to continue with a Master’s in Business Administration, as well as, sitting for my Certified Public Accounting exam.
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
Globalisation allows individuals, groups, corporations, and countries to reach around the world farther, faster, more deeply, and more cheaply than ever before. Most large local companies regard globalisation as opportunity, thereby exploring overseas markets for maximum market share and optimum business strategies. However, managers would face a series of challenges caused by leadership models, cultural backgrounds, political and economic risks, HR management, etc. To study multinational management skills is very useful for my future career. In this essay, I will set goals for this subject, identify the skills I have honed and need to improve, and explain my strategies for achieving goals.
A major challenge of doing business internationally is to adapt effectively to different culture. Such adaptation requires an understanding of cultural diversity, perceptions, stereotypes, and values (Hodgett &Luthans, 2005). Doing business overseas has its challenges as well as it rewards.
The two areas that best reflect my strong suits are respectful and inspiring. (Steadiness) Respect should not be taken lightly and people want others to show them that they are important. I am not the one to belittle, talk down to someone, embarrass the other person, or not acknowledge someone because they are not like me or do not hold a certain position. People respond in a negative manner and become very defensive when others treat them in any of the ways previously mention. I look at how I want others to consider when speaking and interacting with me. That is the way I have to try to handle myself when dealing with others. Taking calculated risks is what I do best because I cannot stand losing too much if the results do not outweigh the risks involved. I am also very critical on myself and can point out faults in a heartbeat. I have to analyze future actions before I act on anything because I do not want to go wrong or too far away from initial path. Repeating myself or actually running through multiple scenarios takes up a lot of time. Being overly critical on myself will eliminate some of that time that I cannot get back.
...Harris, Sarah V. Moran (2011). Managing Cultural Differences, Leadership Skills and Strategies for Working in a Global World. 8th ed. UK: Elsevier Inc.. 10-25.
The Hofstede model of national culture differences, based on research carried out in the early seventies, is the first major study to receive worldwide attention. This influential model of cultural traits identifies five dimensions of culture that help to explain how and why people from various cultures behave as they do. According to Hofstede (1997) culture is Ù[ collective programming of the mind? This referring to a set of assumptions, beliefs, values and practices that a group of people has condoned as a result of the history of their engagements with one another and their environment over time. In this study, culture refers to a set of core values and behavioural patterns people have due to socialisation to a certain culture. The author̼ theoretical framework will be applied to compare differing management practices in China and the West. The five measurements of culture identified by the author are:
In the past few decades, the world has experienced heightened globalisation. During this period, organisations have prioritised setting up leaders capable of dealing with the ever-increasing involvedness of running their global operations. Overseeing global talent along with career paths is consequently a decisive challenge in lots of multinational organisations. Individuals as well as organisations perceive International assignments as a constructive way of developing global occupational competencies (Brewster & Suutari, 2005).
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544
The study of international business is fine if you are going to work in a large multinational enterprise, but it h...
Hofstede, G . (1983). The cultural relativity of organizational practices & theories. Journal of International Business Studies ,14 (2), 75-89.