Having A Manager In A Globalised World Case Study

A managerial role is complex and demanding. A manager is no longer just responsible for drawing upon their own expertise and actions, they must now juggle diverse, often ambiguous, responsibilities which are interwoven in a fabric of relationships with people who have conflicting demands. Linda Hill (2003) describes the daily routine of management to be often pressured, hectic, and fragmented. A mangers role is to plan, organise, lead and control, however these play out differently as the culture context and distance interact.

There is no clearly clarified and agreed upon definition of what traits a manager in a globalised world should possess. Lane, DiStefano and Maznevski (as cited in Kedia and Mukherji, 1999) suggest that thinking globally means broadening from one-to-one relationships and adapting to engaging in multiple relationships in a more complex reality. Kedia and Mukherji conclude that in order to be effective managers in a global context they need to have an openness that allows a global mindset to form and develop.

Rhinesmith (1992) argues that having a global mindset is an important skill for any manager to have. A manager with a global mindset are better positioned to value and manage cultural diversity and consider this diversity an advantage not a burden. They are

International business negotiations are not only communication and cooperation of economic interests, but also a communication of cultures. Contrasting the American ‘beehive’ thinking style with the Chinese ‘loop’ style Peng Luo (2008) highlights the importance of knowledge for success. The ‘beehive’ approach sees the negotiable content divided into smaller parts. Where the ‘loop’ style of the Chinese has them focussing on the bigger picture first. Understanding how culture determines customer preferences, client-supplier or employee-employer relationships is a requirement for management