LESSON 1
Managing in a
Global World
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Current Scenario: The Global Context
GDP weighted
average
There is ambiguity and paradox everywhere.
Ahir, H, N Bloom, and D Furceri (2022), “World Uncertainty Index”, NBER Working Paper.
For people who like the linear route
forward, life is getting harder and
harder, in any field.
Jostein Solheim
former CEO of Ben and Jerry’s (Unilever)
DO NOT WAIT UNTIL
IT IS TOO LATE…
Requires more COLLABORATION
than ever…internally and
externally
Forethought
[Author, Journalist, Education - McKinsey Foundation Book Award]
Be so FLAT-OUT FANTASTIC
in everything you do…
that your talent cannot be DISMISSED!
I…
Let’s do a short
SELF-CHECK
Please tick
where appropriate
Calculate how many ticks
for YES
1
embrace the future and new possibilities
2
am willing to take calculated risks
3
am creative and innovative
4
do not accept the status quo
5
am willing to adapt and change
6
understand delayed gratification
7
am a problem solver not a complainer
8
always try to understand the emerging
trends
9
am proactive rather than reactive
10
am always eager to learn new things
YES NO
8
If you were offered USD1,000,000 to jump out of a
plane without a parachute, WOULD YOU DO IT?
IN REALITY….
Fact is, we don’t have enough
information to make an educated
decision.
We often make decision of draw
conclusions without all the necessary
details.
We are often biased in our perception
based on what is convenient to us.
Oh nooo … you just missed USD1,00,0000 !!!
The plane is actually on the ground.
MORAL OF THE STORY…
Get as much facts as possible before you
made decision… Be careful of premature
judgment…
Inquiry mindset is crucial to make
informed decision.
Many of us are naturally wired to make
quick decisions and that can
sometimes come in the very handy.
But the lack of patience – less
questioning and more doing - might
have cost us a bundle.
THE CASE OF APPLE TOUCH SCREEN
Tech Executive Predicts the iPhone Won’t Get
Significant Market Share…
“Apple’s iPhone is the most expensive phone in
the world, and it doesn’t appeal to business
customers because it doesn’t have a keyboard,
which makes it not a very good email machine…”
Even in the early days of Apple's touch screen,
experts weren’t convinced. But the team pushed
on.
The former CEO of Microsoft uttered this famous
quote in 2007, and in a separate interview, he
stated, “There’s no chance that the iPhone is
going to get any significant market share. No
chance.”
However, Apple has consistently been one of the
top smartphone vendors in the world, shipping
over 100 million iPhones a year since 2012.
Management
Management
The process of working
with people and
resources to accomplish
organizational goals.
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• Efficiently.
• Effectively.
THE POLC FRAMEWORK OF MANAGEMENT
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15
MARKETING
Managing
in a INFOGRAPHIC
GLOBAL WORLD
WRITE YOUR SUBTITLE HERE
READY
WILLING
ABLE
“I understand
what the change
is and why it is
important”
“I understand
my role in this
change”
“I have the
training and
tools to do my
job in the future
state”
“I understand
what is in it for
me”
“I am excited for
what the change
will bring”
“I understand
how success is
measured”
Exhibit 1.1 Examples of Planning Activities
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Four Different Levels of Managers (1 of 2)
Top-level managers
Senior executives
responsible for the
overall management and
effectiveness of the
organization.
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Middle-level managers
Managers located in the
middle layers of the
organizational hierarchy,
reporting to top-level
executives.
Four Different Levels of Managers (2 of 2)
Frontline managers
Lower-level managers
who execute the
operational activities of
the organization.
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Team leader
Employees who are
responsible for
facilitating successful
team performance.
Exhibit 1.3 Transformation of Management Roles
and Activities
Roles and Activities
Team Leaders
Frontline Managers
Middle-Level
Managers
Top-Level Managers
Changing Roles.
From operational
implementer to
facilitator of team
effectiveness.
From operational
implementers to
aggressive
entrepreneurs.
From administrative
controllers to
supportive
controllers.
From resource
allocators to
institutional leaders.
Key Activities.
Structuring teams
and defining their
purpose.
Attracting and
developing
resources.
Linking dispersed
knowledge and skills
across units.
Establishing high
performance
standards.
Finding resources and
removing obstacles so
teams can accomplish
their goals.
Creating and pursuing
new growth
opportunities for the
business .
Managing the tension
between short-term
purpose and long-term
ambition.
Institutionalizing a set
of norms to support
cooperation and trust.
Developing team
members’ skills so
teams can be selfmanaging.
Managing continuous
improvement within
the unit.
Developing individuals
and supporting their
activities.
Creating an overarching
corporate purpose and
ambition.
Source: F. P. Morgeson, D.S. DeRue, and E.P. Karam, “Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes,”
Journal of Management 36, no. 1 (January 2010), pp. 5-39, J.R. Hackman and R. Wageman, “A Theory of Team Coaching,” Academy of Management Review 30,
no. 2 (April 2005), pp. 269-87; and C. Bartlett and S. Goshal, “The Myth of the Generic Manager: New Personal Competencies for New Management Roles,”
California Management Review, 40, no. 1 (Fall 1997), pp. 92-116.
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Managers Need Three Broad Skills
Technical skills.
• Ability to perform a specialized task involving a particular method
or process.
• For example, web design.
Conceptual and decision skills.
• Ability to identify and resolve problems for the benefit of the
organization and its members.
• For example, picking a location for a new office.
Interpersonal and communication skills.
•
Ability to lead, motivate, and communicate effectively with
others.
•
People skills.
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Success is not a
comfortable
procedure…
We got to be
comfortable
being
uncomfortable
Managers require both
Sharp and Smart Skills
R
A
M
S
ND
A
P
R
IN
SHA
S
L
L
I
SK
NT
E
M
E
G
MANA
T
PROF SANJAY SHARMA, MIT Sloan
President of Asia School of Business
SHARP AND SMART
SKILLS
Sharp skills are
required to work with
machines.
Smart skills are
the skills required to
work with people.
Why managers need
analytics skills
Impact of Poor Analytics Skill
“It is
important
to have a
meaningful
dashboard
to help in
decision
making”
What do you think?
NOW…
LET ME TELL
YOU A STORY
ONCE UPON … a SOM
TIME
Top Management … during
our KPI presentation in 2019
Literally us… after the 2nd
slides of our presentation
WHYYYYY…
“I would be happy if you can increase at least 0.5
marks for your MyRA. I don’t think you can score
higher than that with the current performance”
(Top Management, 2019)
“Before you even think of global prominence and
internationalization agenda, you go back to your
Kampung… look at your people…they are not working”
(KPI Panel, 2019)
So… I go back
and look at my
kampung…
MY KAMPUNG…
o Income generation? – more than 50% deficit (WE WERE IN RED)
o Academic Programs? – rely on Bachelor program - highly
subsidized (90% by govt)
o Postgraduate Students? – generate income but intake was low
o Research output? – below average
o Team Climate? – cohesiveness and teamwork spirit can be
improved
o Talent Visibility? - questionable
o Facilities? – requires upgrading
In short, there were many areas that NEED DRASTIC
IMPROVEMENT. We need to grow the school with the same
resources, SO WHAT DO WE DO?
HOW
TALENT
MAPPING
HOW
OUR PERFECT INDEX – Performance Management
Not counted in
Promotion
Index
For career
development
Engagement Kenaikan Pangkat
Index
but helps to grow
school
MANAGING STAFF
WORKLOAD
§ Leverage on the Students Society (PGSS,
Accounting and Management Societies)
§ Empower Students to initiate Programs
(community programs / social activities)
§ Form a platform for lecturers to organize
research seminars for the students (part
of the lecturers’ Engagement Index)
§ Keep the students busy with research
and other social activities
DATA IS KING...
§
Data is king nowadays.
§
§
Data means progress.
Data has incredibly valuable potential.
§
Today, the ability to understand data
and identify opportunities equals
long-term success.
§
So, it’s necessary for organisation to
establish a data-driven culture in their
company where employees will be
empowered with skills and productivity
tools that allow for data analysis.
§
The outcomes and insights gleaned
can help to optimize the decisionmaking process.
The 5 core competencies of a data-driven culture.
Creating a data-driven culture requires an
organization to align 5 core competencies:
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What say you of this data visualization?
Using too many
colors, incorrect
charts, and
presenting too
much information
through one
graph are some of
the mistakes that
data analysts
often make.
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TELL A STORY THAT CAN BE EASILY UNDERSTOOD AND HELP
LEADERS MAKE INFORMED DECISIONS
71% (826 of 1163)
26 COUNTRIES
Arab Saudi
Indonesia
Nigeria
Egypt
Jordan
China
Pakista
n
7
72
72
54
72
3
34
15
6
35
2
46
Bringing the WORLD
to SOM & USM
> 500 International Exchange
Students (2019-2023)
71
FE
FINANCIAL
- TREND EXCELLENCE
ANALYSIS (2018-2022)
Income Generation Trend Analysis (2018-2022)
Income Generation Trend Analysis (2018 – 2022)
440 %
growth
20 milm
17.6
20 m
22mil
2022
2023 (forecast)
10.7 m
6.9 m
3.7 m
2018
4.5 m
2019
2020
2021
AE - TREND ANALYSIS (2018-2022)
Total Postgraduates Intake
2018 - 2022
Intake – International PG (20182022)
880 %
Growth
545
62
103
182
2018
2019
2020
1544 %
Growth
607
377
27
2021
2022
2018
67
104
2019
2020
2021
444
2022
(January 2023)
SOM STRATEGIES
o
o
o
o
Competitive Programs – contemporary
Industry-infused content
Co-create with industry partners
Endorsement by High-Profile Companies
o
o
o
o
Intensive Promotions
Leverage on Alumni Network
Collaborate with International Partners
Identify potential market segments
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Emotional Intelligence
Successful managers often demonstrate high
emotional intelligence (EQ).
• Understand yourself.
• Manage yourself.
• Deal effectively with others.
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• \
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• \
Exhibit 1.4: Importance of Skills at Different
Managerial Levels
Title
Technical Skills
Conceptual/
Decision Skills
Interpersonal/
Communication Skills
Top manager.
Low.
High.
High.
Middle
manager.
Medium.
High.
High.
Frontline
manager.
High.
Medium.
High.
Team leader.
High.
Medium.
High.
Source: Adapted from R. Katz, “Skills of an Effective Administrator,” Harvard Business Review 52, no. 5 (September–October 1974), pp. 90–102.
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Major Challenges Facing Managers
1. Globalization.
2. Technological change.
3. The importance of knowledge and ideas.
4. Collaboration across organizational boundaries.
5. Increasingly diverse labor force.
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Behavioral Event
Questions
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Today’s Realities
• Business operates on a global scale.
• Technology is continuously advancing.
• Knowledge needs to be managed.
• Collaboration boosts performance.
• Diversity needs to be leveraged.
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Sources of Competitive Advantage (1 of 5)
Innovation
Quality
Service
Speed
Cost competitiveness
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Sources of Competitive Advantage (2 of 5)
Innovation
• Innovation is the
introduction of new
goods and services.
Quality
• Quality is the
excellence of your
product (goods or
services).
• Often the most
• Historically, quality
important innovation is
referred to
not the product itself,
attractiveness, lack of
but how it is delivered.
defects, reliability, and
long-term
dependability.
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Sources of Competitive Advantage (3 of 5)
Service
Speed
The speed and
Fast and timely
dependability with which execution, response,
an organization delivers and delivery of results.
what customers want.
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Sources of Competitive Advantage (4 of 5)
Cost competitiveness
Keeping costs low to
achieve profits and be
able to offer prices that are
attractive to consumers.
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Sources of Competitive Advantage (5 of 5)
Don’t assume that you can settle for
delivering just one source of competitive
advantage.
• The best managers and companies deliver
them all.
• Trade-offs may occur among the five sources
of competitive advantage, but this doesn’t
need to be a zero-sum game.
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Chapter Review
Four functions of management.
• Planning, organizing, leading, controlling.
Four different levels of managers.
• Top, middle, frontline, team leader.
Three broad skills that managers need.
• Interpersonal, informational, decisional.
Major challenges facing managers.
Sources of competitive advantage.
• Innovation, Quality, Service, Speed, Cost
Competitiveness.
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