Book analysis: International Management Behavior: Global and sustainable leadership.
Published under category: Writing Ideas | 2015-05-19 20:58:25 UTC
Context: Book review and analysis
In their book, Henry and Martha explore the roles mandated to people who act as managers and leaders in a global environment. They dwell on the typical situations that these managers experience, their predicaments, failures and successes as well as the actions and decisions they take and make respectively. The first chapter examines the aspects that set aside managers in a global environment from their counterparts in regular management. It establishes the concepts of a global mindset, model regarding global leadership competencies and leadership principles. This paper summarizes the first chapter of the book International Management Behavior as well as providing an analysis of the main points discussed in the chapter. First and foremost, international managers were regarded as those managers who travelled to foreign countries to carry out business. In some parts, they were called expatriates. These managers were vulnerable to foreign harsh conditions as well as being influenced by their desires to grow in experience and experience foreign adventure. However, things are different now from the olden days. Globalization, according to the Stanford encyclopedia, is defined as the spread of several elements all in a bid to unite the world together. These elements include emergence of free markets, westernizations of economical, political and cultural life as well as the emergence of novel technology such as the internet on a global scale. Globalization brings about economic interdependence as Henry and Martha note. There is ease with which products and capital traverse borders as a result of trade liberalization. Companies and organizations can now be able to manage operations overseas without the limitation of physical boundaries. Therefore, as a result more companies and organizations seek to globalize, as globalization enables industry consolidation and boundary erosion. However, there are pros and cons to globalization as they authors continue to point out. Positive effects such as improved living standards and declined poverty indices have been achieved. On the other hand, there are negative effects such as money laundering and drug distribution. Managers have been faced with the hardship of sustaining effective managerial skills when subjected to cross border transactions. As a result of the increased complexity, it is now vital for managers to do their best to comprehend the forces as result of globalization, in order to be better managers globally. There are several impacts of globalization. According to analysts, modern globalization results to interdependence, consequently resulting to increased connections. This has proven to render effective decision-making difficult. There are also increased varieties and options to choose from. These range from diverse workforces a manager can choose from to the availability of various products and services being offered by competitors. Globalization also presents the global manager with a problem of ambiguity. This means that it is very cumbersome as a result of the cross cultural expansion to identify cause and effect relations accurately. Finally, there is the problem of multiplier effect. This is where flux and dynamic complexity, which represent rapid erratic changes in various directions instead of predictable changes in a few dimensions, pose as problems. In order to manage this complexity, there are suggested approaches. These are the Herculean and Buddha models. In the Herculean model, it is advisable to understand the world before taking an action through analysis, comparisons, categorization and measurements of variables involved. The Buddha model calls for understanding the interrelation of all things and hence in to effectively manage complexities, a manager should understand that change s constant and natural. Global leaders are those whose roles take place in high complex contexts, require the leader to be present in different cultural contexts and include wider flow of boundaries. Some of the advantages that multiculturalism brings are more creativity into teams and provision of opportunities for individuals to expand their knowledge and experiences. An analysis of the aspects discussed above reveals that it is important for effective global managers to delve into global strategies as these provide opportunities that are not achievable on the domestic levels. Through this way, they are able to determine which techniques create the best values for their products and organizations. It is important to understand that cross-cultural leadership can be difficult than leading within boundaries. In addition effective leadership calls for owning up to responsibilities, inspiring people and setting directions. Additionally, effective management requires sound and good execution of organizational mandates. The pyramid model of global competences summarizes the global competencies for a good global leader. The fundamental level calls for global business knowledge which is the basic awareness of the business the manager is involved in and how it creates value. The manager should also be aware of his surrounding environment in terms of economic, political, social and technical aspects. The subsequent level terms threshold traits as the other thing a manager should posses. A good manager should show integrity, resilience, curiosity and humility. Next, we have the attitudes and orientations, which should guide the potential in a good manager so that he or she can identify opportunities. Interpersonal skills form the subsequent level where a good leader should posses excellent communication, build trust and promote multicultural teaming. The last level involves the system skills, which mandate a good leader to span his or her boundaries, influence stakeholders, architect and lead in change as well make ethical decisions. It is thus significant for a good leader and manager to develop a global mindset. This type of mindset enables the individual adapt to changing requirements of global business. A dynamic world such a global environment calls for a particular organized set of attitude and skills. This in turn provides the individual with the ability to analyze occurrences and come up with criteria for personal and business performances. These should be independent from the supposition of a particular context, be it culture or country. The criterion is further implemented appropriately across the cultural boundaries in the various countries. It is vital to have knowledge of one’s own capabilities, as well as others, understand the operations in one’s organization as well other organizations. It is thus evident from the facts and inferences that modern business environments are perpetually becoming more complex. Global leadership thus calls for effective leadership across nations and prompting the opportunities that foster globalization for a country. Thus, success rate is measured though the accomplished results. Global leaders require global mindsets. In addition, they also require acquiring the appropriate set of competencies, which include system and interpersonal skills. All these combined help a leader to be organized and knowledgeable, enabling him or her to be intellectually diversified both on a personal and business perspective. ORDER PLAGIARISM FREE PAPERPost a comment