GROUP 1 EMGT 370 2/28/09 Jack Chang Maria Rodriguez Matthew Illowsky Vijaya Madabushi Feride Akan...
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Transcript of GROUP 1 EMGT 370 2/28/09 Jack Chang Maria Rodriguez Matthew Illowsky Vijaya Madabushi Feride Akan...
GROUP 1EMGT 370
2/28/09
Jack ChangMaria RodriguezMatthew IllowskyVijaya MadabushiFeride Akan KiracMuvjot Singh
Characteristics of a Model Global Manager
Agenda
• Type of Manager• Cultural Differences• Technical Skills of a Model Global Manager• Presentation Techiniques of a Global Manager• Motivate Global Teams
Types of ManagerAgenda
• Business Manager: Strategist + Architect + Coordinator• Country Manager: Sensor + Builder + Contributor• Functional Manager: Scanner + Cross-Pollinator + Champion• Corporate Manager: Leader + Talent Scout + Developer
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 1: Business ManagerOverview
• Objective: To further the company’s global scale efficiency and competitiveness.
• Requirements:o Perspective to recognize opportunities and risks
across national and functional boundarieso Skills to coordinate activities and link capabilities
across barrierso Ability to capture the full benefit of integrated
world operations
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 1: Business ManagerRoles: Strategist + Architect + Coordinator
• Strategist for the organization• Architect of the world wise asset and
resource configuration• Coordinator of transactions across national
borders.
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 2: Country ManagerOverview
• Objective: To achieve global-scale efficiency and competitiveness.
• Requirements:o Be sensitive and response to local market.o Meet local customer needso Satisfy host government’s requirementso Defend company’s market positions against local
and external competitors.
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 2: Country ManagerRoles: Sensor + Builder + Contributor
• Sensor and interpreter of local opportunities and threats
• Builder of local resources and capabilities• Contributor to and active participant in global
strategy
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 3: Functional ManagerOverview
• Goal: Learning to create and spread innovation
• Requirements:o Transfer specialized knowledgeo Connect scarce resources and capabilities across
national borders
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 3: Functional ManagerRoles: Scanner + Cross-Pollinator + Champion
• Scanner for specialized information worldwide• Cross-pollinator for leading-edge knowledge
and best practice• Champion of innovations that may offer global
opportunities and applications.
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 4: Corporate ManagerOverview
• Objective: Focus on intense interchanges and subtle negotiation requirements
• Requirements:o Integrate various levels of responsibilities.o Balance negotiations among the three
(business, country, functional).o Promote strong managerial specialists to
translate company strategy into effective operations around the world.
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Type 4: Corporate ManagerRoles: Leader + Talent Scout + Developer
• Leadership role for the company for corporate decisions.
• Talent scout and developer to identify and develop talented business, country, and functional managers.
• Ability to provide opportunities that allow business, country, and managerial managers to handle negotiations in a world wide context
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Types of ManagerConclusion
• Business Manager: Strategist + Architect + Coordinator• Country Manager: Sensor + Builder + Contributor• Functional Manager: Scanner + Cross-Pollinator + Champion• Corporate Manager: Leader + Talent Scout + Developer
Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf
Implications and Advantages
• Increased ambiguity• Difficulty
communicatingo Languageo Timezones
• Expand meanings• Expand alternatives• New ideas• Broader market
Cultural Differences
• Individualism (USA) vs. Collectivism (China)• Power Distance (USA vs. China)• Uncertainty avoidance (Singapore vs.
Argentina)• Career vs. Quality of Life (US vs. Europe)• Task vs. Relationship orientation (German vs.
China)
Steps for successful Global Mgr
• Manage negative affects and optimize for positive
• Recognize the potential for conflict.• Describe the situation. • Determine the underlying assumptions.• Assess the similarities and differences among
the stakeholders' approaches.• Create synergistic alternatives. Identify
options and make fit for all stakeholders• Pick an option, and proceed to implement it.
Technical Skills of a Global Manager
• Employ Technological Toolso Communicationo Collaborationo Coordination
• Recognize pros and cons of those toolso Use appropriate tools
• Promoting collaborative cultureo Guiding and leading employees to adapt
Communication Tools
• Traditional: Phone, pager, emailo Low level of communication
• Instant Messagingo Fast, more personal than email, highly availableo Immediate feedback, Q&As
• Teleconferenceo Real time, better for longer discussionso Lacks visual aids
• Web conferenceo Adds low quality video and IM to teleconferenceo Provides slide sharing and real-time whiteboard control
• Video conference / Telepresenceo Increasing presence, providing gestures/mimics of employeeso High cost if high-quality low-delay video is desired
Communication Tools (Cont.)
Tele-presenceVideo conferenceWeb conferenceTeleconference
Instant MessagingEmailAvailability
PresenceCost
ComplexityLearning Curve
Communication Tools (cont.)
• Personal Digital Assistanto phone, email, calendar, web on a single deviceo be connected, be accessible
• Advanced / Unified Communicationso Integrate devices and calendarso Track availability and meeting scheduleso Voice/text messages, email and fax in one place
Collaboration Tools
• Moderating Wiki Siteo Update reports/meeting agendas and minutes
• Document Managemento Collaborative document authoringo Keeping critical documents under version control
Tracking history and employee performance• Employee Networking
o Organization chart Who reports to whom
o Quick-access contact lists
Coordination Tools
• Project Management Toolso Create, organize and track sub-components (processes) in a
large projecto Synchronize employee taskso Track work done by employeeso Identify bottlenecks, blocking tasks, and conflicts
• Information Securityo Digital signatures (authenticity)o Encryption (trade-secrets)o Authority (who accesses what information)
When a passenger of foot heave in sight,tootle the horn. Trumpet him melodiouslyat first, but if he still obstacles yourpassage tootle him with vigor."-From a brochure at a Tokyo car rental firm
1. Preparation
• Know your audienceo Countryo Languageo Age
• Practice difficult pronunciations beforehand• Don’t assume words that sound similar to
English words mean the same thing:o What does “Embarazada” mean in Spanish?
1. Preparation
• Go over presentation with someone from that cultureo Word Pronunciationso Spellingo Cultural Differences
Bowing Shaking hands Gift Kissing?
o Technical Units (i.e. Metric vs English)
2. Delivery
• Attention Stepo Quotationo Pictureo Question
• Overviewo List 3 Main Points
• Bodyo Give 3 Main Points
• Summaryo List 3 Main Points
• Questions
2. Delivery
• Speak Clearlyo Slowly and Loudly (but not patronizing)o Especially when English is not primary language
of audience• Pass Out an Outline
o Possibly include notes in their primary language• Stay within prearranged time
3. Finishing Touches
• Include Pictureso Especially for non-English speakers
• Be confident o They are there because they want to hear from
you!• Consider extra slides for possible questions
3. Finishing Touches
Avoid This:• KFC - "finger lickin' good" in Chinese translated
to "eat your fingers off" • Scandinavian vacuum manufacturer’s English
slogan: "Nothing sucks like an Electrolux“
Importance of Motivation
• Correlation of employee motivation to corporate performance
o productivity o retentiono customer service o loyalty
Connect
• Relationship: Team Member <–> Manager• One on one calls• Leaders, make yourself available develop a culture
of trust.o Emailso Phone
• Encourage your employees to talk openly o Get rid of rumorso Misunderstandings are common
-Different cultures -Means of communication
Challenge
• Provide team members with challenging or new projects
• Trust them
• Help your employees tackle new challenges
• Encourage employees to help each other
Communicate
• Ensure that the organization's vision and goals are clearly communicatedo Emphasize them during meetingso Visit corporate locations and give a presentation
• Employees need to understand how their role is linked to the organization's overall goals.
• Take the time to provide feedback.
Celebrate
• Reward and recognize your employees. o Formally and informallyo Bonus, e-mails, phone calls, good review to local
manager,…• Meet in person to celebrate success
(headquarters)• Establishing a peer-to-peer recognition
program• Leaders can share recognition at staff
meetings
Communication & Global manager
• Communication style for Global & International operations
• Same language different meaning• Invest time on building relations
through effective communication• Global manger should leverage latest
Technologies for effective communication
Telepresense Technology
• Unique, “in-person” experiences between people, places and events in their work and personal life
• A life, face-to-face meeting experience over the network