Function of Management 4 types function of management. Planning Planning is a formal process whereby managers choose goals, identify actions to attain those goals, allocate responsibility for implementing actions to specific individuals or units, measure the success of actions by comparing actual results against the goals, and revise plans accordingly. Planning is often about formalizing a strategy that has already been selected and documenting the steps that managers must follow within the organization to put that strategy into effect. Although planning is a useful process for generating strategies, strategizing involves more than planning. Strategizing is the process of thinking through on a continual basis what strategies an organization should pursue to attain its goals. Planning Function of Management between Geely and Proton In the case study, it shows that they’re implementing the function of management which is planning whereby they stated their objectives and strategies. Proton objectives are to retain profitability and regain an international presence by strategizing on how to achieve the objectives which they come with a strategy by forming a partnership with the giant Chinese automaker Zhejiang Geely Automobile Holdings. This partnership benefits both organizations to gain profitability and at the same time, it helps proton to develop into markets outside of Southeast Asia and China that will lead proton to become the industry leader in Malaysia and a top-three brand in South East Asia as well as to increase the of Tanjong Malim manufacturing capacity. Organizing The process of deciding who within an organization will perform what tasks, where decisions will be made, who reports to whom, and how different parts of the organization will coordinate their activities to pursue a common goal. In other words, the process of determining what needs to be done how it will be done and who is to do it. The process of arranging all tasks that must be performed and the organization's members will be organized so that information flows effortlessly. During the organizational phase, managers must work with different departments of the firm to coordinate finances and staffing. Managers must properly assign individuals to suitable positions based on their talents and motivations, and ensure that employees understand the responsibilities that have been assigned to them. Managers expect employees to finish their tasks within a certain period to properly complete their work Organizing Function of management between Geely and Proton For the organizing function of management in the case study, it stated that geely started to organize on how both organizations can achieve their objectives by giving a proton exclusive right to Geely’s product and latest technology in the region and be able to access markets beyond South East Asia and China. This shows that the organizing process of how their Strategic Alliance between Geely and Proton. Not only that, globally renowned talents in car manufacturing would be brought into proton’s management team. Furthermore, Malaysia would become the right-hand-drive hub for Geely in the region which enables the modern Tanjung Malim plant to be used to its maximum capacity of one million cars annually compared to the current 150,000 annually. Leading Process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals. Leading also entails articulating a grand strategic vision for an organization and becoming a tireless advocate for that vision Leading Function of management between Geely and Proton For the leading function of management between Geely and Proton, we can relate with the case study of how Geely Li Shufu inspiring other by giving a speech about Proton as an iconic national brand that represents the spirits of Malaysia and motivating them by saying that proton will become the industry leader in Malaysia and a top-three brand in South East Asia. Moreover, this alliance between Geely and Proton create new jobs and benefit local vendor which will help geely and proton one step closer to their objectives. Lastly for the function of management between geely and proton, they have agreed that geely takes the leadership position in the management of production, manufacturing and operation including sales and marketing and the reason why they have given Geely to take over control all of these because geely is known as the giant Chinese automaker which will be more experienced in handling all of those so that they can move towards their objectives at a faster pace. Controlling It refers to the process of monitoring operations to verify that they are completed as intended. Process of monitoring performance against goals, intervening when goals are not met, and taking corrective action. Controlling is to compare performance against the plans to monitor how successful an organization is at implementing a strategy. An important aspect of controlling is creating incentives that align the interests of individual employees with those of the organization, helping to ensure that everyone is pulling in the same direction. Controlling Function of management between Geely and Proton As we can see from the case study, Geely was allowed to run the Proton firm. They are concerned with analyzing the implementation of tactical plans at the departmental level, as well as monitoring the accompanying periodic outcomes. They also include supervising the execution of operational strategies, reviewing day-to-day outcomes, and taking remedial action as needed. The most essential point is that Geely did not have complete control over Proton. Management Roles Interpersonal Roles - Roles that involve interacting with other people inside and outside the organization. Mintzberg identified three types of interpersonal roles: a figurehead role, a leadership role, and a liaison role. Figurehead: Managers at all levels are figureheads. They greet visitors, represent the company at community events, serve as spokespeople, and function as emissaries for the organization 1. Leadership: Managers behave as leaders to influence, motivate, and direct others within organizations and to strategize, plan, organize, control and develop. A central task of leaders is to give their organizations a sense of direction and purpose. They do this by identify and articulating strategic visions for the organizations by strategizing) and then by motivating others to work toward this vision 1. Liaison: Connect with people outside their immediate units. These may be the managers of other units within the organization or people outside the organization, such as suppliers, buyers, and strategic partners. An important purpose of such liaisons is to build a network of relationships. Managers can use their networks to help coordinate the work of their units with others, to gain access to valuable information, and more generally to get things done and further their agendas within the organization. Interpersonal roles between Geely and Proton 1. Leadership Both Proton and Geely manager have a leadership interpersonal roles which is both of the managers is trying to achieve its company objectives by defining theirs goals and then started to plan it out, strategizing on how are they going to do it, organizing whom will be involved and how it will be done, leading to motivates others employee in their organization to support their objectives and lastly by controlling the performance if it is right on track or needs to take corrective action for them to stays on the right track to achieve their company goals 1. Liaison: Proton Manager forming a strategic partnership with the giant Chinese automaker zheijang Geely Automobile holding which will help Proton to be able attaining its goals. This partnership alliance between geely and proton able to build a network of relationships not only in Malaysia but also outside of the country. Decisional Roles - The information collected through monitoring is directed toward discovering problems or opportunities, weighing options, making decisions, and ensuring that those decisions are put into action. Whereas interpersonal roles deal with people and informational roles deal with knowledge, decisional roles deal with action. Mintzberg identified four decision roles: entrepreneur, disturbance handler, resource allocator, and negotiator. 1. Entrepreneur To survive in competitive markets, firms must be entrepreneurial. They must pioneer new products and processes and quickly adopt those pioneered by others. In their role as entrepreneurs, managers must make sure that their organizations innovate and change when necessary, developing or adopting new ideas and technologies and improving their products and processes. They must make decisions that are consistent with such entrepreneurial behavior. If they do not, their organizations will be quickly outflanked by more nimble competitors 1. Resource Allocation An important class of management decisions involves resource allocation. Organizations never have enough money, time, facilities, or people to satisfy all their needs. Resources are scarce and can be used in many different ways. A crucial decision responsibility of managers is to decide how best to allocate the scarce resources under their control between competing claims to meet the organization’s goals. As a resource allocator, a manager in charge of product development, for example, may have to assign people, money, and equipment to three different product development teams. A marketing manager may apportion money between media advertising and point-of-sale promotions. A production manager may have limited funds for new equipment. In general, resource allocation decisions should be guided by the strategy of the organization. 1. Negotiating Negotiating is continual for managers. They negotiate with suppliers for better delivery, lower prices, and higher-quality inputs. They negotiate with customers over the pricing, delivery, and design of products and services. They negotiate with peers in their organization over shared resources and cooperative efforts. They negotiate with their superiors for access to scarce resources, including capital, personnel, and facilities. They even negotiate with subordinates in their work unit, trying to allocate employees between tasks to meet the goals of both the organization and individual employees. Managers who are successful when making negotiation decisions can lower input costs, strike better deals with customers, gain access to more highquality resources within the organization, and better organize their subordinates. Skilled negotiators are more likely to successfully implement strategy and raise the performance of their organizations. Decisional roles between Geely and Proton 1. Entrepreneur Proton would be given the exclusive rights to Geely’s products and latest technology in the region, and be able to access markets beyond South East Asia and China Globally renowned talents in car manufacturing would be brought into Proton’s management team Malaysia would also become the right-hand-drive hub for Geely in this region, enabling the modern Tanjung Malim plant to be used to its maximum capacity of one million cars annually compared to the current 150,000 annually 1. Resource Allocation Geely to take over managerial control in the production and manufacturing of Proton cars Geely takes the leadership position in the management of production, manufacturing and operation including sales and marketing Informational Roles - Informational roles are concerned with collecting, processing, and disseminating information. Managers collect information from various sources both inside and outside the organization, process that information, and distribute it to others who need it. 1. Spokesperson In their spokesperson role, managers deliver specific information to individuals and groups located outside their department or organization. They communicate valuable information to important constituencies, and in doing so they can help to shape their perception of the organization and the way they interact with it. 1. Monitor Management into three types: As monitors managers scan the environment both inside and outside the organization. Managers rely on both formal and informal channels to collect the information required for effective monitoring. Formal channels include the organization’s own internal accounting information systems and data provided by important external agencies. By monitoring the external competitive and internal organizational environment for information, managers try to gain knowledge about how well the organization is performing and whether any changes in strategy or operational processes are required. 1. Dissemination One thing managers do with this information is disseminate it to direct reports and others inside the organization. In their dissemination role managers regularly inform staff about the company’s direction and sometimes about specific technical issues. At the supervisory level, the disseminator role often takes the form of one-to-one informal conversations with specific employees about particular matters. Decisional roles between Geely and Proton 1. Spokesperson Proton Holdings Malaysia Berhad formed a partnership with the giant Chinese automaker Zhejiang Geely Automobile Holdings, with Geely acquiring 49.9% equity in Proton Skills of Management 1. Identify first what are the skills of management. Management skills are divided into three categories: technical skills, human skills, and conceptual abilities 1. Conceptual skills The ability to see the “big picture,” understand how the various parts of the organization affect each other, and conceptualize how those parts can be organized to improve the performance of the overall organization. In other words, conceptual skills are the foundation for strategizing and organizing. Thus, managers must be able to creatively figure out the real problem (or opportunity), the variety of options available to solve that problem. Managers at all levels require conceptual skills, but they are paramount in top management positions. They also face more novelty and uncertainty, which require plenty of creative thinking. In general, managers further down in an organization, such as frontline managers, face narrowly focused tactical issues as opposed to bigger strategic issues, and the problems they confront tend to be routine rather than exceptional. Conceptual skills between Geely and proton For example, in the case study between Geely and proton. Proton's manager took the opportunity to by allying with Geely. This shows that Proton Manager has the ability to figure out what action they make and what is the best possible solution that will help them to achieve their goals and the ability to see the bigger picture of what will benefit from forming the alliance with Geely. 1. Technical Skills Enable managers to perform specific activities involving methods, processes, or techniques. Frontline managers work directly with employees with technical expertise, so they typically require some of this expertise themselves to monitor employee performance, provide meaningful feedback, and help employees solve unusual problems. Higher-level managers usually require technical knowledge and skills across a broader spectrum of functional areas (marketing, production, accounting, and so on) than is necessary for lower-level managers operating within one functional area. Technical skills between geely and proton - Managers at Geely and Proton have done well in handling technical aspects such as granting Proton exclusive rights to Geely's newest technologies and access to markets outside of South East Asia. Because of the exclusive rights granted by Geely, the Proton Tanjung Malim facility may now operate at its full capacity of 1 million cars per year, up from the existing 150,000. Its increasing output benefits the market and raises expectations that it will return to profitability. Furthermore, enabling Geely, which owns Hong Kong-based Geely Automobile, Sweden's Volvo Car Group, and London Taxi Company, to take over management control of sales and marketing will undoubtedly broaden the market 1. Human Skills 1. The human skills that managers need include the abilities to communicate, persuade, manage conflict, motivate, coach, negotiate, and lead. Effective managers understand the needs of their subordinates and act on this knowledge to improve employee well-being while also achieving organizational objectives. Human skills include working with other units, not just with employees within the manager’s unit. In other words, successful managers use their human skills to reconcile the needs and goals of their team members with people in other work units, as well as with the needs of customers, suppliers, and others outside the organization. Human skills go beyond interacting effectively with others. They include the manager’s self-awareness and self-management. Good managers know how to manage themselves, which lets them manage others more effectively. They are mindful of their own needs, emotions, and impulses and can control or apply them at appropriate times and places. After all, managers are role models, so they must manage their emotions, words, and deeds accordingly. They must be able to lead by example. However, these skills are secondary to human skills when it comes to distinguishing between successful and mediocre managers. Human skills between geely and proton During the collaboration between Proton and Geely, certain Proton workers have been guaranteed their employment and have been given the chance to participate in human capital training at Geely's research center. This demonstrates that Proton and Geely's executives are encouraging their staff to learn more about their technologies and, as a result, boost productivity. Having Proton personnel undertake training in Geely's development centers improves communication and relationships between Proton employees and Geely professionals. Working at the same pace will make issue solving and decision-making easier for all parties Geely's performance is partly dependent on the managers' exceptional understanding. Cause and effect may be determined through the capacity to evaluate and diagnose a situation. Geely conducted extensive market research before entering the Malaysian market. This is to avoid losses in international markets. They have examined Proton's working environment and have a thorough grasp of its workers' working habits and attitudes. As a result, they can develop the best management strategy for Proton and boost the company's economics. Allow Proton to gradually make its way onto the global scene The main competencies manager should have in the globalization Essential leadership skill Global managers should understand that globalization has different effects on different countries and people. Work responsibilities of the managers are getting more complex, and a futureoriented and flexible leadership style is required. Effective leaders are effective because they have mental models that offer a valid way of viewing and handling the complex issues they face. This is about how leaders or managers think and act. In other words, effective managers should be ready and capable of acting on challenges being faced. Based on the overview of key literature on global leadership and management, eleven essential leadership skills for global managers are identified and presented as follows: 1. Develop self-awareness Know your strengths and weakness. Global managers need to understand why and how they react the way they are to ensure their decisions are made objectively. Knowing and being honest about self-limitations (strengths and weaknesses) and patterns of behavior can help managers become effective global leaders. Understand how others are different from us. Our behavior is influenced by our cultural background, values, education, and assumption. To better understand cross-cultural issues, international managers should learn the cultures of their employees and appreciate the differences that bring diversely valuable inputs into the workplace. Accordingly, no single best leadership can be applied to all cross-cultural leading situations. Developing cultural self-awareness can be a tool to gain feedback about oneself and to improve personal effectiveness in leadership and human relations. Looking for and working on the differences between oneself and others cannot always be an efficient leadership strategy to solve problems. Looking for similarities (commonalities) rather than differences is a good way to assist crosscultural managers to communicate effectively and to lead globally (Cranford & Glover, 2007). This could also help the managers to build a relation and close the cultural gap between the employees. Managers need to conduct a self-awareness test or assessment in understanding selfstrengths and -weaknesses. Being able to overcome the stereotype and capitalize one’s advantages is important to every manager in applying effective global leadership. They should benefit from self-evaluation and use the result as a valuable tool to structure a unique and personalized leadership style. 1. Increase Self-assurance Understand the competitors to win the battle. Effective leaders need to stay motivated and take risks as necessary in business by increasing self-assurance. The managers also need to extend the knowledge of international business and strengthen technical skills in management for winning the battle in the global marketplace. Studying business competitors’ culture, organizational strengths and weaknesses, and business strategy can enhance the managers’ competitiveness in the global marketplace and increase the organizational outcomes. In addition, professional experiences, managerial capabilities, and leading skills to influence individual and group behaviors to work toward organizational goals are crucial for global managers. Be initiative and always one step ahead of others. Global managers must have the ability to quickly react to changes and problems. They should initiatively involve in fostering awareness and acceptance of individual differences and helping workers to understand themselves and those who are different from them. They must increase their abilities to identify opportunities that others do not and turn challenges into opportunities to make a successful transformation. In addition, they should know current leadership issues and be capable of making proper decisions from divergent aspects. Increasing competent knowledge, skills, and abilities may not guarantee the benefit or promotion to a manager but they can certainly facilitate the retention of validity and credibility of one’s leadership. Be composed but enthusiastic to challenges and problems. Global managers need to stay poised, in control, and confident when facing adversity and to instill confidence into others. A true manager must cultivate their capability and self-assurance to assist employees in building confidence and enthusiasm. Therefore, effective leadership for the global manager is not a fad but sufficient gumption, trustworthiness, integrity, and enthusiasm of performance. Most importantly, they need to have faith and be patient in what they are doing. 1. Stop and Look at A Big Picture Global managers cannot microprint the global marketplace and satisfy what had already been done. The managers must stop and evaluate the current trends of the global market. Looking at the big picture can help them to anticipate future changes and challenges for the organization and the individuals. Strategic approaches to assist the managers in creating a big picture include understanding the competitors and oneself, being alert to the changes in business and economic environment. The managers must look at challenges as a lifelong endeavor and an opportunity for future growth. Look beyond the current situation and think outside the box. Global managers should not be limited by the written policies or traditions. From a global perspective, to evaluate and predict the future challenge, the managers must look far beyond the current situation or problem. Their positions require a lot of effort and attention to searching for opportunities and creating visions. They should consistently self-cultivate to overcome traditional thinking, using multiple senses when seeking solutions, and staying alert to opportunities. They need to be able to modify organizational political tactics under different organizational structures, resources, group characteristics, and problems. Making necessary adjustments and forming successful changes require the managers to have a variety of positive bases of power and behavior. 1. Create A Vision and Sell It A vision must be realistic, match with environmental challenges in the future, and value the organization, stakeholders, and customers as a whole. It is the image of an organization that includes hopes and goals, and it should be future orientation. To create a vision and bring the organization to the next level, global managers must have the ability to recognize and connect global trends with the organization. In other words, the managers must be able to create a vision that fits with organizational goals and the global marketplace, as well as having the ability to influence employees working toward the vision. Most importantly, they should be able to sell their big picture to the employees, meaning to communicate with employees effectively and get their buy-in. 1. Develop A Global Mindset Get ready for globalization and create a global mindset. We are in a technologically explosive era that pushes us into the global village where people work together without geographic and psychological boundaries. Developing a global mindset is in urgent need for cross-cultural managers to enhance the acceptance and willingness of working with diverse groups. The managers must have the ability to think and plan beyond the boundaries of cultures, politics, structures, and processes. An open mind to think globally and react sensitively is required for the managers who wish to remain competitive in a multicultural organization and global marketplace. A key factor of leadership in a diverse workplace is flexibility, an open mind with an expectation of unexpectedness and with a willingness to listen to others. This creates a friendly working environment in the organization. The more flexible a manager becomes, the more positive outcomes accrue in managerial leadership. 1. Build Effective Communication Skills Develop verbal communication skills. Building communication skills can enhance the effectiveness of a leader. Global managers must have the skills and abilities to ask proper questions and to exchange or pass messages in a proper way. They must be aware of diverse personal characteristics can easily cause misunderstanding and different interpretations. The managers must carefully choose the words and tone to deliver the message accurately while maintaining a good human relation. Learning local language and culture can help the managers to overcome cultural barriers and to avoid using improper communication styles. Develop nonverbal communication skills. Global managers must be sensitive to their nonverbal language and understand what behaviors are acceptable or unacceptable in what culture. Every individual has a different personal space, acceptance of touch, and way of making eye contact. An effective global manager should listen, observe, and remember to take those nonverbal behaviors into account and use these with caution. Such skills can help a global manager to communicate effectively with cross-cultural employees. However, good listening skill is also critical for the managers as to show how much they care about the employees’ opinions, ideas, and feelings. 1. Utilize Available Resources Know what resources are available and take advantage from them. The fast-growing of technology development not only helps the organization increasing its production and profit but also assist the managers in enhancing the efficiency of teamwork and activities. Global managers should obtain valuable information from the related literature and adjust their leadership style to make a better fit for the organizational needs and future challenges. Understand every tool has its advantages and drawbacks. Due to the technology advances, a growing number of people have limited physical contact with others. How to manage and monitor those off-workplace employees is a challenge to global managers. To solve technological disadvantages in leadership practices, the managers should learn both the advantages and disadvantages of technology and overcome the barriers via different leadership styles and management policies. Because of the increased numbers of multinational companies and the increased interdependences of nations, there is no generally accepted theory of cross-culture leadership. Global managers must carefully use the available theories or models in leadership practice because what is applicable and successful in one country may not necessarily have the same results in another country. Since different countries have different perceptions about leadership, one key to being successful in applying global leadership is to do the homework – study and know the employees, organization, and global marketplace. 1. Be A Socially Responsible Leader The workplace today aims at building teamwork and collaboration. Global managers have their social responsibility to create a pleasant workplace that directly affects people’s well-being.
