Global Manager
Introduction
There is no such thing as a universal global manager, according to Christopher Bartlett and
Sumantra Ghoshal. Their essay outlines a model for a management structure that balances the
needs of businesses on a local, regional, and international level. They claim that multinational
corporations instead need three different types of expertise. Nowadays, it might be difficult to
use the phrase "globalisation" without a certain amount of sarcasm. Rather, business
managers, country managers, functional managers, and a group of senior executives are
needed by multinational corporations to support the experts and coordinate their work. A global
manager oversees staff members and company activities across several time zones and
cultural differences. For the firm to operate effectively, a new set of competences and skills are
needed. A global manager is typically judged more on the work produced than on their
statements. A global manager oversees a team of employees and companies from many
cultural backgrounds. A person becomes a global manager by consistently performing work in a
corporation whose presence and activities are acknowledged on a worldwide scale. This duty
calls for higher intelligence, more advanced talents, and remarkable expertise. As a global
manager, you face some problems that are designed only for you; therefore, you will need some
special qualities to overcome them. In this study, we analyse the essential characteristics of a
global manager and the value of modifying management techniques in the dynamic global
surroundings of today. Consider your grasp of intercultural competence's real-world
applications. For managers desiring to pursue global strategies, analyse the intricacies of global
organizations as well as cultural, ethical, and value-based factors. Conduct a self-audit to
determine your abilities and competencies, and then create a growth plan based on the results.
Literature review
International Culture
Managers must adapt to a wide range of environmental and cultural changes while running a
firm in another nation. Because of this, managers working internationally must constantly keep
an eye on the political, legal, social, economic, and technical surroundings. International
managers must be trained and have a grasp of the local context since they must constantly deal
with difficult difficulties. Culture is said to be "the sum total of the beliefs, rules, techniques,
institutions, and arguably artefacts that characterize human populations" or "the collective
programming of the mind" Sociologists frequently discuss the socialization process when
referring to how one's culture is formed via the impact of one's parents, friends, education, and
interactions with other members of a given community. All persons have learnt patterns of
conduct because of these influences. Culture that transcends national boundaries is referred to
as international culture. It is not exclusive to any one nation, ethnic group, or even continent.
Given this description, it is not unexpected that universal culture is sometimes used to describe
global culture.
Many businesses have expanded recently, entered the worldwide market, and created
multicultural staff (Luthans & Doh 2018). Business culture is a standard practise that is
professionally acceptable in one area but varies in other locations. Culture refers to an
individual's or a society's beliefs, social interactions, and traditions. International culture has an
impact on firms and may aid global managers in making the greatest first impressions on
markets. For their businesses to succeed internationally, multinational corporations must
comprehend the cultures of other countries.
An organization that wants to compete in the global market must give top importance to
studying the cultural norms and taboos of the target nation. It is crucial to understand cultural
differences, which can be quite subtle. In China, a peaceful workplace is more significant than
regular output. If women are employed at all, they are not frequently seen in managerial roles in
Pakistan. A business may have severe misunderstandings and a total lack of trust if it does not
comprehend cultural business practices.
The significance of labour in people's life differs from nation to nation and from culture to
culture, as does how people react to incentives and penalties. Americans frequently prioritise
personal development, success, and "getting what you deserve" for work well done as the most
significant motivators. Asian cultures may place greater value on preserving group
cohesiveness and advancing collective goals than on recognising individual success. Similar to
how it might affect what motivates workers, culture can also affect how people react to
incentives and consequences. For instance, the Japanese believe that labour is an essential
component of their life. The Japanese propensity to put up with things that employees in other
nations would find unacceptable may be explained by their strong sense of community and their
conviction in the value of labour.
Many multinational corporations have experienced language barriers, with outcomes ranging
from minor humiliation to complete failure. Translations into other languages may cause even
seemingly innocent company names and advertising words to acquire hidden or unexpected
implications. In translations, advertising concepts frequently gain or lose something. Managers
should be aware that several other, subtler errors might affect product performance in less
visible ways while going unnoticed.
Ethics
Ethics are moral rules that people must follow when engaging in a certain activity or action.
Leaders who want their companies to succeed in the global marketplace need to be aware of
concerns like human rights, child labour, religion, politics, workplace diversity, working
conditions, and standards, as well as issues like trust and integrity, bribery, and corruption (Lu &
Lin 2014). Global managers must make difficult choices in order to succeed while trying to
navigate these moral dilemmas.
In international business, acting ethically has several advantages. The pursuit of sustainable
development requires expertise and professionalism (Feng, Wang, Lawton, & Luo 2019). This
relates to building a strong relationship between leaders, workers, and consumers via honesty
and trust. For instance, employing staff through bribery and corruption tars a company's
reputation. When a firm is recognized for upholding high ethical standards in all areas, it attracts
investors, maintains its share price, and is therefore protected against takeover. Things that
were formerly considered ethical have changed to become immoral in the present society. For
instance, while sexism and racism may have been tolerated, the majority of people today rarely
identifies with them.
The manager needs a variety of specialized talents due to the evolving and coming up of new
demands in the globe. Political, technical, cultural, economic, and market influences are just a
few of the main obstacles that global managers who are operating businesses abroad are most
likely to face. The struggle between nations, the variety of human rights, and severe human
rights violations are a few ethical problems a global manager could encounter. There is a higher
chance of running across more major ethical problems in company environments that are more
sophisticated. For example, businesses in the US are barred from discriminating against locals,
breaking local laws, and facing harsh penalties if they disregard the environment and its
property.
Normative theories suggest that good management entails abiding by the law, even when it
causes pain. The ethics will be able to be developed and put into practice by a global manager.
By acting responsibly as a manager and ensuring that they are aware of your ethical behaviour,
you may encourage your supervisors and employees to follow suit. Another approach is to list
some of the penalties for ethical transgressions. A healthy and supportive culture will exist when
the management puts ethics first.
Values-based Considerations
The management guides the business in determining what they believe the deal to be, and then
they focus heavily on increasing that value. This style of leadership also demonstrates and
communicates the worth of both the leader and all of the employees. By putting their principles
into practise in daily tasks, people will be more driven. Employees at a firm with the same
philosophy will cooperate, resulting in high output. The value leadership hypothesis provides an
explanation for value-based consideration. When developing the company's value statement, a
global manager is supposed to take all cultural views from every variety into account. This
quality is ideal for a worldwide manager who has long-term goals, such as one who works for an
organisation that prioritises shareholder value over immediate profits.
A global manager who practises value-based leadership will raise productivity inside the
organisation. This is accomplished by creating a value statement that will serve as a guide for
all employees inside the company, regardless of the job held. More stakeholders and investors
are drawn to a firm when everyone works harmoniously and cooperatively. The boss and the
staff will foster a culture of cooperation. As a result, the firm will become more valuable to its
stakeholders and customers of its products and services.
Some traits shared by these leaders are necessary for a global manager who embraces the
value-based attribute. These people are leaders with assurance. These leaders have
demonstrated that they can retain a high level of assurance. They are completely aware that
certain leaders are superior to them, nevertheless. These leaders are aware of their advantages
and disadvantages, balancing the two to prevent weaknesses from outweighing strengths.
Additionally modest, these executives have a beneficial impact on the company. Value-based
leadership is advantageous to the organisation since it will ultimately lead to improved employee
relations, higher productivity levels, and the accomplishment of organisational objectives.
A global manager can increase value and earnings by forming a joint venture in a foreign
market. Making cross-cultural teams is also beneficial since it brings individuals with various
viewpoints together, fosters innovation, and results in the production of high-quality goods.
Physical interaction between global management and employees will boost the worth of the
produced goods. Along with gaining access to new markets and distribution channels, new
expertise, and more resources, sharing the risks and expenses also lowers initial capital
requirements (Nippa & Reuer 2019). Interactions among professionals improve positivity,
morale, and job satisfaction, which enhances value generation even while they are only
sometimes successful (Oberer & Erkollar 2018).
Case Study
McDonald's serves more than 69 million people per day over 38,695 locations in 120 countries.
With 1.9 million employees, it the largest restaurant chain in the world by sales. McDonald's
sells chicken products, breakfast meals, soft drinks, milkshakes, wraps, and desserts in addition
to its well-known hamburgers, cheeseburgers, and french fries. The income is derived from
sales in company-owned restaurants as well as rent, royalties, and other fees paid by
franchisees. McDonald's Corporation generates income from real estate investments,
franchisee fees, and sales at restaurants under its own management. As a worldwide company,
McDonald's restaurant celebrates cultural diversity and modifies its foreign menu to better cater
to local clients.
International Culture
In terms of business expansion and revenue, McDonald's is still seeing growth. The company's
operations have grown more rapidly because of the globalisation of those operations, and this
success in the fast food services sector is attributable to the company's ability to expand its
operations. McDonald's globalisation approach is built on an appreciation of cultural variances.
McDonald's adheres to the basic menu across cultures but modifies it to suit regional
preferences. McDonald's "Think Global, Act Local" business philosophy has proven effective in
many regions of the world. The development of new menu items demonstrates respect for
cultural diversity and adherence to national policies. In order to evaluate its products, the
corporation adds or removes food items based on consumer demand and local fashion trends.
Innovation and adaptation are the two main ingredients for the success of McDonald's fast food
outlets around the globe. The business develops a wide range of products and services to meet
the demands of a market that is made up of a wide range of consumers, basing their selections
on consumer demographics, regional, and economic variables. The McDonald's in the U. S. is
very unlike from those in China, Japan, and India. The business has made a commitment to
learning about the favoured cuisines in many cultures. It has modified the menu to incorporate
dishes that are well-liked in particular nations. This has made it possible for McDonald's to
expand its market share internationally.
The system is valued more highly at McDonald's than individual interests. As a result, a
command and control system with centralised decision-making has been created. Instead than
being influenced by the ideas of specific employees, the company's norms are established by its
principles, policies, and practises. Denison's concept suggests that culture may be seen of as a
tool for establishing consistency. By offering quick, error-free services, the business enhances
the client experience. In the majority of nations, the business takes into account the suggestions
of its staff and clients while developing new products and procedures. For example, it
customises its cuisine and restaurant interiors to suit the preferences of each market.
Ethics
The firm's reputation is important since consumers' trust and loyalty are founded on how the
company presents itself. Global ethics are crucial since they will assist the organisation maintain
excellent relationships with the people in the area and attract additional clients. Respecting
human rights in business, the land and environment, property, and local laws and beliefs are all
important ethical considerations. The process of creating a marketing plan could persuade the
company entity to go against the established ethical standards. The main goal of ethical
standards is to make sure that the organisation achieves its main goals. Every sector has its
own set of rules that the participants are required to follow. All companies conducting business
in the contemporary global market must adhere to certain requirements. As a result, it is
necessary to look at some of the moral standards that businesses must meet.
Over the past three decades, McDonald's Corporation has expanded across the globe.
McDonald's and similar corporations have managed to frame themselves as a good
representation of Americana despite the fact that they pay their workers poor salaries and have
a detrimental influence on other cultures. Although this huge fast food firm is recognised for its
unethical behaviour, this does not appear to diminish the all-American image that the company
is trying to portray.
Even while McDonald's makes an attempt to help kids with serious diseases, the food promoted
by this company and others may also be a factor in the development of obesity, heart disease,
asthma, and perhaps mad cow disease. McDonald's has been charged with having a variety of
environmental violations. This is because they have constructed countless factories throughout
the world to manufacture their goods, which has resulted in pollution. They also continue to use
dining utensils made of paper and plastic, such as paper plates and plastic forks, which
indicates that they are still harming the environment.
Values-based Considerations
According to McDonald's, their sustained success depends on having a team of skilled workers
from a variety of backgrounds and experiences who collaborate in an atmosphere that values
respect and promotes high levels of engagement. They open doors, foster talent, create
leaders, and honour success. Customers are the cause for their business's existence, and they
show their gratitude by giving them excellent food and service. The "three-legged stool" of
owner/operators, suppliers, and workforce is the basis of McDonald's business model, and
striking a balance between the interests of the three groups is crucial. We at McDonald's uphold
the highest values of justice, honesty, and integrity in how we run our company. Individually and
collectively, McDonald's are liable. They take their leadership obligations very seriously.
McDonald's supports RMHC, assists its patrons in creating better communities, and uses its
size, breadth, and resources to improve the world. A publicly traded corporation is McDonald's.
McDonald's strives to provide stockholders consistent, profitable growth as a result. This
necessitates constant attention to both the wellbeing of their system and their clients.
McDonald's is a learning company that strives to foresee and address the demands of
customers, employees, and system via continuous evolution and innovation.
Self-audit
According to Lane and Maznevski, a global mentality should include extensive knowledge about
and awareness of culture (2014). Every global manager needs to be aware of international
culture. I have participated in a variety of leadership-related events and provided excellent
leadership. Therefore, I will give myself a seven out of the possible ten. There are people from
many cultures and ethnicities at university. The capacity to manage a worldwide corporation
with varied cultures may be shown in one's ability to lead a university and produce the best.
Learning from those who have come before you will take time if you want to develop into a
competent leader. Learning entails picking up and putting into practise some of the theoretical
features while reading, observing others, or both.
In this context, culture refers to a group of people's agreement on what acts signify the form of
life. According to Hofstede, culture is a shared mental state that distinguishes a group of people
from one another.
I am confident that I have the quality of good behaviour, and people like me because of it. I rate
my behaviour a nine out of 10, which is good. I have a basic understanding of the law, and I am
adaptable enough to get along with people wherever I go. A worldwide ethical manager
conducts themselves according to the greatest standards of self-acceptance and imposes
morally required standards on themselves (Lane & Maznevski 2014). Such a leader makes sure
that workers are valued and offers comfortable working environments. I am aware of all these
moral criteria, and in my capacity as a worldwide manager, I can make sure that every leader
and employee abides by them. To score 10 out of ten, though, I still need to improve my
expertise in this area.
Even though I am aware of how to create value, I do not know how to ensure that decisions
based on values are successful in the global marketplace. According to Kienzler (2018), certain
tactics, such as lowering pricing, produce results over time. Changing lifestyles, providing the
finest quality, enhancing convenience, and enhancing customer service are further approaches
to increase value, which I can comprehend. I just need to understand how to make my company
decisions in the most efficient way possible.
In conclusion, to effectively manage a company's operations abroad, a global manager needs a
certain set of competencies and skills. People who understand what is right and wrong in
business come from a variety of cultural backgrounds and are found in international
marketplaces. These aspects of the target market should be understood by the global manager
to be successful. Additionally, the manager must comprehend how to provide value to the
company, which may be done by altering the behaviour of the clients. The investigation has
looked at the key characteristics required in today's corporate climate for a global manager. The
study also demonstrates how connection and understanding across cultural boundaries are
crucial for corporate development. In addition, I have examined the complexity and significance
of cultural, value-based, and ethical qualities in management. I now have a better knowledge of
the crucial qualities required for the finest management thanks to this investigation.