Global Management Competencies Essay Example | Topics and Well Written Essays - 5000 words

ball-shaped Management Competencies - Essay exerciseBeyond such person-to-person sciences, global organization development and consulting skill areas such as multicultural team building, technology transfer, innovation, and change commission are also covered in this paper. Generic skill areas are applied and adapted to the specific subscriber line practices of different localities. Geographical examples are drawn from Asia, Europe, Latin America, Russia, and the Middle East.The business music director of today must have diversity principles at the forefront of his thinking. The coeval catch phrase think globally, act locally comes to mind as a recommendation to what the business managers and executives should have for an attitude. The Internet, rapid travel capability, satellite-based communications, and corporate expansion into the level of the transnational have all contributed to devising our local realms more globally connected, shrinking our world and folding us all close r unitedly with other people of sometimes very different culture and perspective.It is widely agreed that the captious cypher for companies to succeed in global competition is effective development of global managers and executives (Pucik, 2000 Bartlett & Ghoshal, 2000 Evans, 2000 Tichy & Sherman, 2003 Gates, 2001). However, in management development literature, there seems to be a great deal of confusion about the meaning of discordant experimental conditions defining expatriate/international/global managers. In an effort to clarify the differences between the expatriate and the global manager, this article explores the definitions of the two concepts, and explains the differences in behaviors, competencies, and characteristics of the two types of managers. The article also identifies and compares the human resource practices needed for an effective development of the expatriate and global managers. Building and sustaining organizational capabilities for global operations is a critical challenge for most globalizing firms (Nohria & Ghoshal, 2001). Meeting this challenge requires changes in cognitive processes through which managers frame business problems (Murtha, Lenway & Bagozzi, 2000). Global thinking places high value on sharing information, knowledge, and experience across national, functional, and business boundaries and on equilibrise competing country, business, and functional priorities that emerge in the globalization process. This set of attitudes is often described as global mindset. The strain on the mindset helps to differentiate between expatriate (international) and global managers. The definition of an expatriate/international manager is linked to the location of the assignment whereas the global manager is defined by his or her frame of mind. The term expatriate (or international) manager defines an executive who is able to assume a Management position fulfilling