(Rao, 2001 pp. 15-16) argues that, Competition between stakeholders of the global market in the recent past has led to the rise of multinational companies which have a lot of diversity when it comes to employing workforce. As a result of this, the managers of companies have to identify organizational values that promote employees from various cultures to fit in the company and work toward a common goal.
Such employees usually risk potential tension between those values that are local and the ones which are of multinational companies. This provides a challenge to the management in the multinational companies which has to design a corporate identity that is uniform to help employees from different nationalities identify with their organization. In multinational companies; managerial roles link both local and global responsibilities.
Such managers must develop strategies that are independent of growth in global markets that are not familiar. Such a linkage is above classical focus on the exchange between employees and their managers as it is witnessed in the leadership that is locally based.
Role theory state that, human beings are different in the way that they behave and can only be predicted based on the situation and their social identities; that is the category under which one thinks he or she belongs. A person is likely to evaluate a role depending on his organizational identity and his national culture. A manager’s approach differentiates a role that link the local aspect from those roles that deal with the global aspect across borders. Roles that are local linking concentrate on the relationship among leaders and followers and reflect on the perspective of social exchange to leadership. (Rao, 2001 pp17)
During the manager’s self-evaluation of local roles, it can differ from one culture to another while if he does it at a global level it becomes homogenous for all cultures. The roles of a manager can also be a reaction to the feedback from major stakeholders. These stakeholders can be from within or outside the company and can be other managers, subordinate staff, peers, or customers who might be expecting some form of gain from the success the organization makes. Such feedback from stakeholders focusing on global roles may have very little differences compared with when stakeholders give feedbacks regarding local roles which are based on their cultural values. (Marie, 2006 pp24-27)
References
Marie J. (2006): Leading economic and managerial issues involving globalization: Nova Science publishers, pp. 24-27.
Rao P. (2001): Globalization and its managerial implications: Quorum Books, pp. 15-17.