Global Business Management Report

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While dealing with skills and talents management, specific attention should be given to such concepts as ethics, morale, and culture of employees. Indeed, social and cultural contexts play a potent impact on enhancement of skills, experiences, and abilities of workers, as well as on their readiness to learn and adjust to changes.

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Such an assumption is especially characteristics of the global business environment in which all management levels are involved. In particular, global managers should approach individuals with references to their cultural contexts. The globalization process implies increase in the exploration of new techniques beyond the traditional boundaries1.

Due to the fact that globalization process enhances the competition, the integration of new talents and skill is indispensible to sustain successful organizational development. Moreover, global managers should acquire a specific set of skills needed to operate efficiently at the international level.

In particular, awareness of equal opportunities, understanding the importance of cultural contexts, and great communication skills stand at the core of successful global management. Such aspects as gender, race, and ethnicity should influence global manager’s choice.

The global business undermines sophisticated issues relating management and leadership and, therefore, global managers often face a variety of challenges in front of them. This is of particular concern to improving global leadership skills, coping with economic crisis and trade problems, understand the role of human rights, enhancing negotiation skills, and focusing on differences in cultural communication.

To begin with, global managers taking leadership positions should develop efficient skills and abilities to successfully lead people with various backgrounds. Acquiring such skills implies a balance of leadership skills and cultural sensitivity2. In this respect, the main task of managers consists in defining what needs to be done to ensure favorable environment in the workplace.

To be an effective global leader, the manager should encourage workers to improve their skills and contribute to the welfare of the international organization. In addition, the success of management principles depends on the degree of their engagement in various cultures. Understanding cultural differences implies enhancing cultural sensitivity and developing a multi-cultural environment prioritizing human values and equality irrespective of national affiliation.

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Efficient decision-making is another important skill that a global manager should acquire. In fact, global leaders should be more concerned with problem solving and conflict resolution. In addition, global leaders should be aware of the basics of team building leading to proactive thinking and creativity.

However, there should be a balance between group development and individual training. Such an approach would provide a healthy competition within an organization and widen employees’ opportunities for self-promotion and growth.

In order to understand how skills management can be introduced efficiently at a global level, it is important to consider the main aspects of organizational change and development. In this respect, the main task of the manager is to persuade employees of the importance of the change through implementing new conditions under which they should act.

Working in a global environment requires leaders be more open-minded, flexible, and person-centered. Change management involves a multi-facet approach to handling business. In particular, it includes such aspects as leadership, innovation, sustaining progress, and human resource management.

All these dimensions are vital for integrating new behavioral patterns and beliefs systems within a global perspective3. To begin with, the role of a global manager consists in developing a set of rules, codes, and principles corresponding the mission and statement of an organization.

In this respect, project team leaders should realize the most employees can resist changes and, therefore, managers should be more concerned with this stage of accommodation to new directions and belief systems.

The development of new change strategies start with creating a new culture. The task of manager is to adhere to the established ethical and moral principles that are developed within the limits of organizational culture. In this respect, human resource management should be premised on facilitating of employees’ engagement into new perspectives of self-realization.

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Under these circumstances, global managers must employ new approaches and modes of communication to integrate a new set of ethics and morale4. Managing cultural diversity is the first step to enhancing the retention culture and decreasing employees’ turnover. Attracting new people from the outside is also the part of the global strategy that a manager could apply while penetrating to the international market.

Therefore, efficient human resource management should guarantee that human skills and talents are properly used to achieve organizational goals. Managing people in a global organization is associated with designing training and development programs that are necessary for enhancing HR practices and improving cross-cultural communication.

Implementation of organizational strategies contributes to its strength resulting in working out core competencies, unique capabilities that develop high corporate values and distinguish an organization from other businesses.

With regard to the above-presented aspects and challenges of globalization, there are set important skills that a global manager should possess. In particular, technical skills and efficient knowledge management are among the priorities5. Due to the fact that technological progress and innovation accompany the globalization process, the task of the global leaders is to take control of these change and apply them efficiently to compete with other international organizations.

In addition, technological progress is strongly associated with the development of e-business, which also introduces changes to employees’ behavior and perception. Apart from technical skills, managers should be able to establish fruitful cooperation and international relationships. Negotiation in various cultural contexts is a challenge for various societies. For instance, there is a rigid confrontation between Western and Eastern culture.

Adjustment strategies are indispensible to fostering communication across cultures. Therefore, most of the approaches should be concerned with efficient negotiation practices that can enhance international interaction. Due to the fact that the global environment involves a number of complex issues, managers should be able to work out mechanism to cope with crisis. In fact, the global environment is less predictable than domestic market.

In conclusion, the global manager should posses a set of specific skills, experiences, and competencies. To begin with, a manager should possess efficient leadership skills for operating efficiently various cultural backgrounds of employees. Further, global leadership must reevaluate their approaches to human resource management, which should be directed at improving retention culture and decreasing the turnover rates.

Moreover, it should contribute to motivation and support of employees with regard to their needs. Next, organizational culture can be improved with introducing new change models. In particular, integrating transformation leadership can provide global managers with new flexible mechanisms for handling employees and responding the external challenges.

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Finally, technological advancement is an inherent component of globalization and, therefore, global managers should be experienced enough in handling equipment and improving knowledge management strategies.

Bibliography

Daft, Richard L. The New Era of Management. New York: Cengage Learning, 2008.

DuBrin, Andrew. Essentials of Management New York: Cengage Learning, 2008.

Hiatt, Jeffrey and Timothy, J. Creasey. Chang Management: The People Side of Change. US: Prosci, 2003.

Mathis, Robert, L. and John. H. Jackson. Human Resource Management: Essential Perspectives. New York: Cengage Learning, 2011.

Thomas, David and Kerr Inkson. Cultural Intelligence: People Skills for Global Business. US: Berrett-Koehler Publishers, 2004.

Footnotes

1 David A Thomas and Kerr Inkson. Cultural Intelligence: People Skills for Global Business. (US: Berrett-Koehler Publishers, 2004).

2 Andrew J DuBrin. Essentials of Management (New York: Cengage Learning, 2008).

3 Jeffrey M. Hiatt, and Timothy. J. Creasey. Chang Management: The People Side of Change. (US: Prosci, 2003).

4 Robert.L. Mathis, and John. H. Jackson. Human Resource Management: Essential Perspectives. (New York: Cengage Learning, 2011).

5 Richard. L. Daft. The New Era of Management. (New York: Cengage Learning, 2008).

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