Ppt global Positioning System Ppt
INTERNATIONAL BUSINESS
GLOBAL MANAGEMENT SKILLS
M.B.A. and Master in Energy Management
B. Sc. Chemical Engineering
Juan Carlos Romaní Bravo
Copyright © Universidad San Ignacio de Loyola. Todos los derechos reservados.
Introductions:
1.
2.
3.
4.
5.
Who am I?
Who are you?
Why are you here?
Where do you want to be in five years?
How are you going to get there?
Introduction
2
Course Objectives
To expose the students to the multicultural challenges of
global leadership according to the demands of the current
international markets.
To provide the students understanding of theory and
concepts on these subjects and improve their ability to
perform successfully across cultures while developing
global management skills.
To contribute in the development and education of global
managers who will lead their organizations adapting to
the future and constant changes with high tolerance to
unfamiliar situations and respect to diverse cultures.
Introduction
3
Course learning outcomes:
General Learning Outcomes
N° Specific Learning Outcomes
1.1 Identify the differences between a local
.
and a global manager.
1. Identify and analyze the challenges
for global managers in modern markets. 1.2 Recognize the characteristics of the new
global manager in order to succeed
.
internationally.
Identify and differenciate culture and
2.1
subcultures as well as culture
.
complexities.
2. Develop global understanding and
analyze different environments.
Define global strategy. Identify cultural,
2.2
organizational and situational
.
environments.
3.1 Improve communication and negotiation
.
skills.
3. Identify and implement global
management skills.
3.2 Analyze leadership in global
.
organizations.
Introduction
4
Course grades:
Type Evaluation
Evaluación Permanente
Promedio 1
Actividad 01
Actividad 02
Promedio de Prácticas
Práctica 1
Práctica 2
Práctica 3
Práctica 4
Trabajo
Examen Parcial
Examen Final
%Weight
Observation
65%
35%
60%
40%
30%
25%
25%
25%
25%
35%
20%
15%
Week
Assess Rezag.
ment
13va
13va
No
No
3ra
6ta
10ma
13va
Si
Si
Si
Si
No
(*) Dates for each evaluation are available on INFOSIL, menu Información Académica,
option Evaluaciones.
Midterm and final exam cannot be made-up.
Introduction
5
Course requirements:
Total Percentage of Absences Permitted: 30%
The students who reach or exceed the total percentage of absences
permitted for the course, defined by the total of effective hours, will not be
able to take the final exam or the equivalent evaluation defined by the
course coordination and therefore will get zero (00) as the score.
Read textbook and additional material before class
Active participation
Introduction
6
Course textbook:
7
Textbook structure:
The authors view management in the global arena as consisting of three
interrelated components: understanding global challenges; understanding
global environments; and developing global management skills.
8
The new global realities
The management challenge:
“Understanding and managing the new global
realities”
No one said being a manager is easy. With increasing
globalization comes increased pressure for both change
and competitiveness.
Understanding this changing environment is our first
challenge.
The second is building mutually beneficial interpersonal
and multicultural relationships with people in different
parts of the globe in order to overcome these challenges
and take advantages of the opportunities presented by
the turbulent global environment.
10
Topics for today
1.
2.
3.
Globalization, change, and
competitiveness
The emerging global landscape
Management and multicultural
competence
11
The new global manager
• Managers are responsible for utilizing human,
financial, informational, and physical resources in
ways that facilitate their organization’s overall
objectives in turbulent and sometimes hostile
environments about which they often understand
very little.
• These challenges can be particularly problematic
when operations cross national boundaries.
13
Ask the experts:
A competitive world offers two possibilities.
You can lose. Or, if you want to win, you can change.
-- Lester Thurow
Sloan School of Management, MIT
USA
14
Ask the experts:
In the future, the ability to learn faster than your
competitors may be the only sustainable competitive
advantage.
-- Arie de Gues
Corporate Planning Director
Royal Dutch Shell
Netherlands
15
Topics for today
1.
2.
3.
Globalization, change, and
competitiveness
The emerging global landscape
Management and multicultural competence
16
What is globalization?
Globalization is the inexorable integration of
markets, capital, nation-states, and technologies in
ways that allow individuals, groups, corporations,
and countries to reach around the world farther,
faster, deeper, and cheaper than ever before.
Chapter 1 -- Global realities, p. 13
17
Application 1.1:
Canada Post
What is your opinion?
1.Canada Post is not the only national postal service
having serious troubles in today’s new electronic
marketplace. What is the future of such national postal
services?
2.Is there a similar problem in your own home country?
3.What, if anything, can postal services do to regain
markets and their competitive edge?
4.In what other ways is the global economy changing in
directions that threaten other businesses?
Chapter 1 -- Global realities, p. 15
18
Globalization drivers
Chapter 1 -- Global realities, p. 16
19
Increased customer demands & access
to competing products & services
• Customers around the world are increasingly demanding
more for less.
• They are putting increased pressure on prices and quality.
• Customers increasingly prefer global brands over local
products.
• Customers increasingly have greater access to products and
services that go beyong local distributors.
Technological innovation and
application
• Improved ICTs facilitate increased access to global networks,
markets, partners and customers.
• Basic applied research is generating new products and
services, thereby creating new markets.
Increased power an influence of
emerging markets and economies
• Differences between haves and have-nots have tended to
become accentuated.
• Emerging markets present traditional corporations with a
particular challenge
• Emerging economies are demanding greater respect and
access to global markets.
• Meanwhile some economies and societies fall further into
poverty and despair.
Shared research and development
(R&D) and global sourcing
• Many companies are going
global in order to spread
their research and product
development costs across
multiple regional markets.
• Outsourcing is now the
rule, not the exception
• Global supply chains are
becoming increasingly
efficient.
• Transportation and
logistical costs are often
declining
Increased interdependence of
financial markets
• Global economies and financial markets have become more
and more interdependent.
• Access to capital markets is becoming increasingly
globalized.
• This trend has proven catastrophic in some cases when this
intertwined markets have collapsed simultaneously.
Evolving government trade policies
• Governments are increasingly supporting local economic
development initiatives to atract new and often foreign
investments and create local employment.
• They are also increasingly supporting aggressive trade
initiatives to support the global expansion of local
companies.
• Trade barriers are being systematically reduced across much
of the world through multilateral, regional and bilateral trade
agreements.
Consider: What are the
consequences of globalization?
1.
2.
3.
In general, what are some of the positive
consequences of globalization?
What are some of the negative consequences?
How can managers and their companies work to
build on these positive consequences and/or mitigate
these negative consequences?
Chapter 1 -- Global realities, p. 17
26
Positive Consequences of
Globalization
1. Higher growth rates in poor countries
2. Developing world population living on less tan $1.50
per day is half what it was in 1981.
3. In 2009, 29% of Global Foreign Direct Investment
(FDI) was absorbed by developing countries.
4. Trade expansion. Ex. China
5. Bigger markets
6. Diversificated products
7. Competitive prices
8. Access to product and services that otherwise will
be imposible or expensive.
“Globalization and Development” by Pierre Beaudet
Negative Consequences of
Globalization
1.
2.
3.
4.
5.
6.
Threatens national sovereignty: excessive
dependance on large countries.
Increased economic growth not
necessarily lead to major social
improvements
Increased negative environmental
impact: e.g. air and water polution and
deforestation
Non sustainability of the process,
unrestricted exploitaition of the planet´s
resources. For ex. Climate change.
Growing inequality in the distribution of
money there are winners and losers in
the transfer of resources and production
from one country to another
The growth of exports not necessarily
lead to poverty reduction
“Globalization and Development” by Pierre Beaudet
Topics for today
1.
2.
3.
Globalization, change, and competitiveness
The emerging global landscape
Management and multicultural competence
Chapter 1 – Global realities, p. 19
30
Consider: International joint
ventures
Over 50% of international joint ventures fail within the first
five years of operation. The principal reason cited for these
failures is cultural differences and conflicts between
partners.
1. Is the problem here that managers don’t understand the
cultures of their partners or that they choose not to
understand them? Why?
2. Knowing this failure rate, why haven’t more companies
initiated steps to reduce it? Explain.
Chapter 1 -- Global realities, p. 19
31
The emerging global landscape
Although it is not easy to get a handle on all the changes occurring in the
global environment, three prominent changes stand out:
From isolation to
interconnectedness
From biculturalism to
multiculturalism
Chapter 1 -- Global realities, p. 19
32
Application 1.3:
Apple iPhone
What is your opinion?
1.How is it possible for two companies to work closely together in a global strategic
alliance when they are not only direct competitors in the marketplace, but also suing
one another in court?
2.What does this global alliance tell you about the future of global strategies and
competitiveness in highly dynamic industries?
3.What are the management challenges for Apple and Samsung in making this
long-term relationship work?
4.Are there lessons from this strategic alliance for other global companies?
5.Is it easier or more difficult for companies to work with firms from other cultures
(e.g., US and Korea)? Why? What are the management implications of such
differences?
Chapter 1 -- Global realities, p. 19
33
From intermittent to continual
change
1.
2.
3.
4.
Change is everywhere.
Companies, product, and managers come and go.
Details have become more important.
Personal relationships remain on of the last safe havens in
an otherwise unpredictable world.
5. Application of new technology:
• Principal driver of globalization
• Key to national economic development and competitiveness
• “Global business as we know it today would not be posible
without technology”
4. Increase in the transfer and diffusion of technological
innovation across borders.
From isolation to
interconnectedness
1. Globalization has always been a major part of commerce
2. What is new: the magnitude of globalization today and its
impact on standards of living, international trade, social
welfare, and environmental sustainability.
3. Global FDI:
1975 US$ 23 billion
1998 US$ 644 billion
2008 US$ 1.5 trillion
2020 more than US$ 3 trillion
4. Despite economic recessions and setbacks, global FDI
continues to grow at a seemingly uncontrollable rate.
From biculturalism to
multiculturalism
1. Today’s global business environment requires managers
who can be able to succeed simultaneously in multiple
cultures, not just one.
2. The timeline for developing business relationships has
decline from years to months and sometimes weeks.
3. New challenges in adapting to realities on the ground:
• It is sometimes unclear to which culture we should adapt.
• Many multicultural encounters happen on short notice, leaving little time to
learn about the other culture.
• Multicultural meetings increasingly occur virtually by way of computers or
video conferencing instead of through more traditional face-to-face
interactions.
The changing global economy
Chapter 1 -- Global realities, p. 21
37
Topics for today
1.
2.
3.
Globalization, change, and competitiveness
The emerging global landscape
Management and multicultural
competence
Chapter 1 – Global realities, p. 25
39
So, what do managers need to
know to work successfully
across cultures?
Chapter 1 -- Global realities, p. 25
40
Multicultural competence
An increasing group of management experts are
directing their attention to the need for managers to
develop perspectives that stretch beyond domestic
borders.
This concept is identified in many ways (e.g., ‘global
mindset,’ ‘cultural intelligence,’ ‘global leadership’),
but we refer to it simply as multicultural
competence.
Whatever it is called, its characteristics and skills are
in increasing demand as large and small, established
and entrepreneurial firms strive for global
competitiveness.
Chapter 1 -- Global realities, p. 25
41
Application 1.5:
Launching a new venture in India
What is your opinion?
1.Many countries have strong and complex government bureaucracies that often
serve to inhibit new investment—especially by foreigners. As an entrepreneur
interested in foreign investment, how might you prepare yourself for dealing with
such bureaucracies?
2.It is said that all countries have corruption; it is just the magnitude or nature that
is different. Do you believe this is correct? If so, how would you determine what
level of corruption is ‘acceptable’ for you to continue pursuing business affairs in
that country?
3.How might an understanding of multicultural competence better prepare both
entrepreneurs and global managers for the ‘realities on the ground’ in international
ventures?
4.As an entrepreneur looking to invest in developing economies, what steps might
you take to protect yourself and your firm against the consequences of local
corruption?
Chapter 1 -- Global realities, p. 25
42
Challenges facing global
managers/1
1. Develop a learning strategy to guide both short and
long-term professional development as a global
manager.
2. Develop a basic knowledge of how different cultures
work, what makes them unique, and how managers
can work successfully across such environments.
3. Develop effective strategies for working with
managers from other cultures who may process
information differently and view their roles and
responsibilities in unfamiliar ways.
Chapter 1 -- Global realities
43
Challenges facing global
managers/2
4. Develop an understanding of the competing interests
and demands of various stakeholders in an
organization, as well as the organizational processes
necessary for achieving targeted outcomes.
5. Develop an understanding of how business enterprise
can be organized differently across cultures, as well
as the implications of these differences for
management, cooperation, and competition.
Chapter 1 -- Global realities
44
Challenges facing global
managers/3
6. Develop effective cross-cultural communication skills.
7. Develop an understanding of leadership processes
across cultures, and how managers can work with
others to achieve synergistic outcomes.
8. Develop a knowledge of how cultural differences can
influence the nature and scope of employee motivation,
as well as what global managers might do to enhance
on-the-job participation and performance.
Chapter 1 -- Global realities
45
Challenges facing global
managers/4
9. Develop effective negotiating skills and an ability to
use these skills to build and sustain global partnerships.
10. Develop an understanding of how ethical and legal
conflicts relate to managerial and organizational
effectiveness, as well as how managers can work and
manage in an ethical, fair, and socially responsible
manner.
Chapter 1 -- Global realities
46
Global management dilemma 1
Singapore Investment Bank
Assignment:
1.Managerial qualities: In your view (and for this company), what are
the five most important managerial qualities or characteristics of a
successful junior global manager?
2.Training goals: What are your training objectives? Why?
3.Participant selection: What criteria would you use to select
employees into (or out of) your development program?
4.Training mechanisms: Roughly, what kinds of training activities
would you concentrate on (e.g., lectures, team exercises, site visits,
language training, etc.)? Why are these the best training techniques
for your objectives? Can this be done within SIB’s training budget?
5.Evaluation criteria: How will you know if you are successful?
Chapter 1 -- Global realities
47
Next class:
The new global managers . . .
Chapter 1 -- Global realities
48
INTERNATIONAL BUSINESS
GLOBAL MANAGEMENT SKILLS
Thank you
M.B.A. and Master in Energy Management
B.Sc. Chemical Enginnering
Juan Carlos Romaní Bravo
Copyright © Universidad San Ignacio de Loyola. Todos los derechos reservados.
GLOBAL MANAGEMENT SKILLS
M.B.A. and Master in Energy Management
B. Sc. Chemical Engineering
Juan Carlos Romaní Bravo
Copyright © Universidad San Ignacio de Loyola. Todos los derechos reservados.
Introductions:
1.
2.
3.
4.
5.
Who am I?
Who are you?
Why are you here?
Where do you want to be in five years?
How are you going to get there?
Introduction
2
Course Objectives
To expose the students to the multicultural challenges of
global leadership according to the demands of the current
international markets.
To provide the students understanding of theory and
concepts on these subjects and improve their ability to
perform successfully across cultures while developing
global management skills.
To contribute in the development and education of global
managers who will lead their organizations adapting to
the future and constant changes with high tolerance to
unfamiliar situations and respect to diverse cultures.
Introduction
3
Course learning outcomes:
General Learning Outcomes
N° Specific Learning Outcomes
1.1 Identify the differences between a local
.
and a global manager.
1. Identify and analyze the challenges
for global managers in modern markets. 1.2 Recognize the characteristics of the new
global manager in order to succeed
.
internationally.
Identify and differenciate culture and
2.1
subcultures as well as culture
.
complexities.
2. Develop global understanding and
analyze different environments.
Define global strategy. Identify cultural,
2.2
organizational and situational
.
environments.
3.1 Improve communication and negotiation
.
skills.
3. Identify and implement global
management skills.
3.2 Analyze leadership in global
.
organizations.
Introduction
4
Course grades:
Type Evaluation
Evaluación Permanente
Promedio 1
Actividad 01
Actividad 02
Promedio de Prácticas
Práctica 1
Práctica 2
Práctica 3
Práctica 4
Trabajo
Examen Parcial
Examen Final
%Weight
Observation
65%
35%
60%
40%
30%
25%
25%
25%
25%
35%
20%
15%
Week
Assess Rezag.
ment
13va
13va
No
No
3ra
6ta
10ma
13va
Si
Si
Si
Si
No
(*) Dates for each evaluation are available on INFOSIL, menu Información Académica,
option Evaluaciones.
Midterm and final exam cannot be made-up.
Introduction
5
Course requirements:
Total Percentage of Absences Permitted: 30%
The students who reach or exceed the total percentage of absences
permitted for the course, defined by the total of effective hours, will not be
able to take the final exam or the equivalent evaluation defined by the
course coordination and therefore will get zero (00) as the score.
Read textbook and additional material before class
Active participation
Introduction
6
Course textbook:
7
Textbook structure:
The authors view management in the global arena as consisting of three
interrelated components: understanding global challenges; understanding
global environments; and developing global management skills.
8
The new global realities
The management challenge:
“Understanding and managing the new global
realities”
No one said being a manager is easy. With increasing
globalization comes increased pressure for both change
and competitiveness.
Understanding this changing environment is our first
challenge.
The second is building mutually beneficial interpersonal
and multicultural relationships with people in different
parts of the globe in order to overcome these challenges
and take advantages of the opportunities presented by
the turbulent global environment.
10
Topics for today
1.
2.
3.
Globalization, change, and
competitiveness
The emerging global landscape
Management and multicultural
competence
11
The new global manager
• Managers are responsible for utilizing human,
financial, informational, and physical resources in
ways that facilitate their organization’s overall
objectives in turbulent and sometimes hostile
environments about which they often understand
very little.
• These challenges can be particularly problematic
when operations cross national boundaries.
13
Ask the experts:
A competitive world offers two possibilities.
You can lose. Or, if you want to win, you can change.
-- Lester Thurow
Sloan School of Management, MIT
USA
14
Ask the experts:
In the future, the ability to learn faster than your
competitors may be the only sustainable competitive
advantage.
-- Arie de Gues
Corporate Planning Director
Royal Dutch Shell
Netherlands
15
Topics for today
1.
2.
3.
Globalization, change, and
competitiveness
The emerging global landscape
Management and multicultural competence
16
What is globalization?
Globalization is the inexorable integration of
markets, capital, nation-states, and technologies in
ways that allow individuals, groups, corporations,
and countries to reach around the world farther,
faster, deeper, and cheaper than ever before.
Chapter 1 -- Global realities, p. 13
17
Application 1.1:
Canada Post
What is your opinion?
1.Canada Post is not the only national postal service
having serious troubles in today’s new electronic
marketplace. What is the future of such national postal
services?
2.Is there a similar problem in your own home country?
3.What, if anything, can postal services do to regain
markets and their competitive edge?
4.In what other ways is the global economy changing in
directions that threaten other businesses?
Chapter 1 -- Global realities, p. 15
18
Globalization drivers
Chapter 1 -- Global realities, p. 16
19
Increased customer demands & access
to competing products & services
• Customers around the world are increasingly demanding
more for less.
• They are putting increased pressure on prices and quality.
• Customers increasingly prefer global brands over local
products.
• Customers increasingly have greater access to products and
services that go beyong local distributors.
Technological innovation and
application
• Improved ICTs facilitate increased access to global networks,
markets, partners and customers.
• Basic applied research is generating new products and
services, thereby creating new markets.
Increased power an influence of
emerging markets and economies
• Differences between haves and have-nots have tended to
become accentuated.
• Emerging markets present traditional corporations with a
particular challenge
• Emerging economies are demanding greater respect and
access to global markets.
• Meanwhile some economies and societies fall further into
poverty and despair.
Shared research and development
(R&D) and global sourcing
• Many companies are going
global in order to spread
their research and product
development costs across
multiple regional markets.
• Outsourcing is now the
rule, not the exception
• Global supply chains are
becoming increasingly
efficient.
• Transportation and
logistical costs are often
declining
Increased interdependence of
financial markets
• Global economies and financial markets have become more
and more interdependent.
• Access to capital markets is becoming increasingly
globalized.
• This trend has proven catastrophic in some cases when this
intertwined markets have collapsed simultaneously.
Evolving government trade policies
• Governments are increasingly supporting local economic
development initiatives to atract new and often foreign
investments and create local employment.
• They are also increasingly supporting aggressive trade
initiatives to support the global expansion of local
companies.
• Trade barriers are being systematically reduced across much
of the world through multilateral, regional and bilateral trade
agreements.
Consider: What are the
consequences of globalization?
1.
2.
3.
In general, what are some of the positive
consequences of globalization?
What are some of the negative consequences?
How can managers and their companies work to
build on these positive consequences and/or mitigate
these negative consequences?
Chapter 1 -- Global realities, p. 17
26
Positive Consequences of
Globalization
1. Higher growth rates in poor countries
2. Developing world population living on less tan $1.50
per day is half what it was in 1981.
3. In 2009, 29% of Global Foreign Direct Investment
(FDI) was absorbed by developing countries.
4. Trade expansion. Ex. China
5. Bigger markets
6. Diversificated products
7. Competitive prices
8. Access to product and services that otherwise will
be imposible or expensive.
“Globalization and Development” by Pierre Beaudet
Negative Consequences of
Globalization
1.
2.
3.
4.
5.
6.
Threatens national sovereignty: excessive
dependance on large countries.
Increased economic growth not
necessarily lead to major social
improvements
Increased negative environmental
impact: e.g. air and water polution and
deforestation
Non sustainability of the process,
unrestricted exploitaition of the planet´s
resources. For ex. Climate change.
Growing inequality in the distribution of
money there are winners and losers in
the transfer of resources and production
from one country to another
The growth of exports not necessarily
lead to poverty reduction
“Globalization and Development” by Pierre Beaudet
Topics for today
1.
2.
3.
Globalization, change, and competitiveness
The emerging global landscape
Management and multicultural competence
Chapter 1 – Global realities, p. 19
30
Consider: International joint
ventures
Over 50% of international joint ventures fail within the first
five years of operation. The principal reason cited for these
failures is cultural differences and conflicts between
partners.
1. Is the problem here that managers don’t understand the
cultures of their partners or that they choose not to
understand them? Why?
2. Knowing this failure rate, why haven’t more companies
initiated steps to reduce it? Explain.
Chapter 1 -- Global realities, p. 19
31
The emerging global landscape
Although it is not easy to get a handle on all the changes occurring in the
global environment, three prominent changes stand out:
From isolation to
interconnectedness
From biculturalism to
multiculturalism
Chapter 1 -- Global realities, p. 19
32
Application 1.3:
Apple iPhone
What is your opinion?
1.How is it possible for two companies to work closely together in a global strategic
alliance when they are not only direct competitors in the marketplace, but also suing
one another in court?
2.What does this global alliance tell you about the future of global strategies and
competitiveness in highly dynamic industries?
3.What are the management challenges for Apple and Samsung in making this
long-term relationship work?
4.Are there lessons from this strategic alliance for other global companies?
5.Is it easier or more difficult for companies to work with firms from other cultures
(e.g., US and Korea)? Why? What are the management implications of such
differences?
Chapter 1 -- Global realities, p. 19
33
From intermittent to continual
change
1.
2.
3.
4.
Change is everywhere.
Companies, product, and managers come and go.
Details have become more important.
Personal relationships remain on of the last safe havens in
an otherwise unpredictable world.
5. Application of new technology:
• Principal driver of globalization
• Key to national economic development and competitiveness
• “Global business as we know it today would not be posible
without technology”
4. Increase in the transfer and diffusion of technological
innovation across borders.
From isolation to
interconnectedness
1. Globalization has always been a major part of commerce
2. What is new: the magnitude of globalization today and its
impact on standards of living, international trade, social
welfare, and environmental sustainability.
3. Global FDI:
1975 US$ 23 billion
1998 US$ 644 billion
2008 US$ 1.5 trillion
2020 more than US$ 3 trillion
4. Despite economic recessions and setbacks, global FDI
continues to grow at a seemingly uncontrollable rate.
From biculturalism to
multiculturalism
1. Today’s global business environment requires managers
who can be able to succeed simultaneously in multiple
cultures, not just one.
2. The timeline for developing business relationships has
decline from years to months and sometimes weeks.
3. New challenges in adapting to realities on the ground:
• It is sometimes unclear to which culture we should adapt.
• Many multicultural encounters happen on short notice, leaving little time to
learn about the other culture.
• Multicultural meetings increasingly occur virtually by way of computers or
video conferencing instead of through more traditional face-to-face
interactions.
The changing global economy
Chapter 1 -- Global realities, p. 21
37
Topics for today
1.
2.
3.
Globalization, change, and competitiveness
The emerging global landscape
Management and multicultural
competence
Chapter 1 – Global realities, p. 25
39
So, what do managers need to
know to work successfully
across cultures?
Chapter 1 -- Global realities, p. 25
40
Multicultural competence
An increasing group of management experts are
directing their attention to the need for managers to
develop perspectives that stretch beyond domestic
borders.
This concept is identified in many ways (e.g., ‘global
mindset,’ ‘cultural intelligence,’ ‘global leadership’),
but we refer to it simply as multicultural
competence.
Whatever it is called, its characteristics and skills are
in increasing demand as large and small, established
and entrepreneurial firms strive for global
competitiveness.
Chapter 1 -- Global realities, p. 25
41
Application 1.5:
Launching a new venture in India
What is your opinion?
1.Many countries have strong and complex government bureaucracies that often
serve to inhibit new investment—especially by foreigners. As an entrepreneur
interested in foreign investment, how might you prepare yourself for dealing with
such bureaucracies?
2.It is said that all countries have corruption; it is just the magnitude or nature that
is different. Do you believe this is correct? If so, how would you determine what
level of corruption is ‘acceptable’ for you to continue pursuing business affairs in
that country?
3.How might an understanding of multicultural competence better prepare both
entrepreneurs and global managers for the ‘realities on the ground’ in international
ventures?
4.As an entrepreneur looking to invest in developing economies, what steps might
you take to protect yourself and your firm against the consequences of local
corruption?
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1. Develop a learning strategy to guide both short and
long-term professional development as a global
manager.
2. Develop a basic knowledge of how different cultures
work, what makes them unique, and how managers
can work successfully across such environments.
3. Develop effective strategies for working with
managers from other cultures who may process
information differently and view their roles and
responsibilities in unfamiliar ways.
Chapter 1 -- Global realities
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Challenges facing global
managers/2
4. Develop an understanding of the competing interests
and demands of various stakeholders in an
organization, as well as the organizational processes
necessary for achieving targeted outcomes.
5. Develop an understanding of how business enterprise
can be organized differently across cultures, as well
as the implications of these differences for
management, cooperation, and competition.
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Challenges facing global
managers/3
6. Develop effective cross-cultural communication skills.
7. Develop an understanding of leadership processes
across cultures, and how managers can work with
others to achieve synergistic outcomes.
8. Develop a knowledge of how cultural differences can
influence the nature and scope of employee motivation,
as well as what global managers might do to enhance
on-the-job participation and performance.
Chapter 1 -- Global realities
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Challenges facing global
managers/4
9. Develop effective negotiating skills and an ability to
use these skills to build and sustain global partnerships.
10. Develop an understanding of how ethical and legal
conflicts relate to managerial and organizational
effectiveness, as well as how managers can work and
manage in an ethical, fair, and socially responsible
manner.
Chapter 1 -- Global realities
46
Global management dilemma 1
Singapore Investment Bank
Assignment:
1.Managerial qualities: In your view (and for this company), what are
the five most important managerial qualities or characteristics of a
successful junior global manager?
2.Training goals: What are your training objectives? Why?
3.Participant selection: What criteria would you use to select
employees into (or out of) your development program?
4.Training mechanisms: Roughly, what kinds of training activities
would you concentrate on (e.g., lectures, team exercises, site visits,
language training, etc.)? Why are these the best training techniques
for your objectives? Can this be done within SIB’s training budget?
5.Evaluation criteria: How will you know if you are successful?
Chapter 1 -- Global realities
47
Next class:
The new global managers . . .
Chapter 1 -- Global realities
48
INTERNATIONAL BUSINESS
GLOBAL MANAGEMENT SKILLS
Thank you
M.B.A. and Master in Energy Management
B.Sc. Chemical Enginnering
Juan Carlos Romaní Bravo
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