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Today, after decades of expanding opportunity to all citizens, institutions are applying the lessons
learned, to the task of meeting the new and growing needs of business, as well as of the larger society.
The term diversity is embracing an international as well as multicultural perspective. The positive
benefits that can be recognized from this diversity are significant to today’s executives, corporations, and
higher education. Commercial success in the future will depend, even more than it does today, on men
and women who take leadership roles in an increasingly global economy. The intensity of today’s global
economy challenges corporate executives to compete successfully with anybody, anywhere, and at any
time. Which brings about the reason for this paper, which will include some advantages and
disadvantages of global management.
Even if someone does not want to specialize in international management, there are some
important advantages to getting international experience. With more American companies looking to
overseas markets for growth, there’s a high demand for people with international expertise. Someone can
also gain a surprising amount of power, because it is almost a given fact that the person with the
international knowledge will get first selection on the most important and interesting jobs.
There are several global skills that one must know and need. The first one is educating and
influencing line managers on global human resources policies and practices. Another is when global
leadership properly manages reputational capital, exhibiting focus, time, and commitment to corporate
and industry reputation enhancement. The ability to focus attention on key aspects that affect reputation
is a remarkable characteristic. Such leaders remain interesting, committed, and memorable people,
inspiring to be around.
When looking for competent global managers, there are several qualities that are important to
have. Cultural empathy is one. A global manager must have the “ability to appreciate and respect beliefs,
values, behaviors, and business practices of individuals and groups from other cultures.” (Ashamalla 2)
Another is awareness of environmental constraints. In a foreign country, a global or “expatriate employee
is faced with unfamiliar sets of environmental forces that can be very different from those of their home
country.” (Ashamalla) Interpersonal skills are also important. It involves “effective verbal and
non-verbal communication, the capacity to build trust, and the ability to utilize referent power in
managing within a foreign environment.” (Ashamalla) “Managerial and decision making abilities are
also highly required, particularly when a manager is operating under conditions of isolation or physical
distances from the center of decision making in the home office.” (Ashamalla) Other important qualities
for success overseas include foreign language proficiency, flexibility, adaptability, entrepreneurship,
self-motivation, tolerance for ambiguity, and sensitivity to world events and their impact on the
long-range perspectives of the business.
Even though many expatriate workers like the many things that come with the international
market, such as pay, benefits, experience in general, there are some undesirable aspects and challenges of
this type of work as well. Some of them are skill deployment, information dissemination, talent
identification.
According to Roberts, Kossek, and Ozeki, the cost of deploying an expatriate has become
excessive. The expatriate model has been made obsolete because of all the headquarters now found
cross-nationally. Short-term assignments and virtual deployment are much more common now, simply
because organizations are now realizing that permanent transfers are not the only method of delivery.
The problem comes when trying to get managers to stop relying on the physical transfers and to think
globally about resources.
According to Roberts, Kossek, and Ozeki, some of a global leader’s problems come with the
dissemination of knowledge from one location to another, and spreading innovation. The main problem
comes in when dealing with the language barriers. The misuse and inadequate pronunciation of words
causes the speaker to be perceived as incompetent.
Talent identification and development can be a bit of a problem as well. One of the larger
challenges of managing the global labor force is identifying who can successfully comprehend the
complexities of the transactional operations, and who can fit in well enough in the change of environment.
Furthermore, a global leader’s style can become the source of his or her failure. Extremely
underdeveloped or overdeveloped behavioral complexity on the part of a global leader can lead to
undesirable performance and damaged reputations, even if economic gains are achieved. For example,
extreme overemphasis on profitability offend individuals and destroy cohesion. While many corporations
and industries rush to secure short-term financial gain, their impulsive actions have been linked to such
negative outcomes as social disintegration, low employee morale, predatory financial practices, and
emphasis on limitless economic growth over sustainable development.
Overall, if someone has a global state of mind, he/she will be very successful and have a
fulfilling, versatile lifestyle. He/she will be able to experience the pleasures and excitement that other
diversities and cultures can bring. Like Dutton said, ”’global thinkers’ play an important role in
developing a global mindset for their companies.” Realizing that having a global brain is understanding
how cultural differences will affect the way customers use your products, will bring anyone, who is up for
the challenge, great accomplishments and success
Bibliography
Works Cited
Dutton, Gail (1999). Building a Global Brain. Management Review, 34-38
Roberts, K. Kossek, Ellen E. & Ozeki, C. (1998). Managing the global workforce: Challenges and
strategies. Academy of Management Executive, 12(4), 93-106.
Ashamalla, Maali H. (1998). International human resource management practices: The challenge of
expatriation. Competitiveness Review, 8(2), 54-65.
The following articles were just read and used to get better understanding of topic...nothing referenced to.
Laabs, Jennifer J. (1998). Getting ahead by going abroad. Workforce, 3(1), 10-11.
Ireland, Duane R. & Hitt, Michael A. (1999). Achieving and maintaining strategic competitiveness in the
21st century: The role of strategic leadership. The Academy of Management Executive, 13(1), 43-57.
Aaker, David A. & Joachimsthaler, Erich (1999). The lure of global branding. Harvard Business Review,
77(6), 137-144.
Barton, Ron & Bishko, Michael (1998). Global mobility strategy. HR Focus, 75(3), S7-S8.
Dalton, Gregory (1998). Global challenges. Informationweek, (700), 19ER-20ER.
Word Count: 852
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