MANAGING PEOPLE

1
MANAGING PEOPLE

• Leaders
• Managers
• Careers
• Global Human Resource Systems (the process by
  which people are managed)

2
Leadership Theories

• Traits
• Those that dont change readily, e.g., height,
  gender
• Those that change with difficulty, values
• Those that can be developed
• Leadership Styles
• Orientation to people
• Task orientation
• Contingencyleaders style needs to adapt to the
  context
• New leadership such as transformational or
  connective leaders

3
Steven Rhinesmith (2000)

• 1. Managing competitiveness by looking at the
  "big picture"
• 2. Managing complexity
• 3. Managing alignment
• 4. Managing change
• 5. Managing teams
• 6. Managing learning by being open and learning
  globally

4
Black, Morrison, and Gregersen (1999)

• 1. Inquisitiveness
• 2. An ability to embrace duality
• 3. Character to develop trust and goodwill among
  people from different cultural backgrounds
• 4. Savvy" that allows a leader to see what needs
  to be done and marshall resources for
  accomplishment

5
Rosen, Digh, Singer and Phillips (2000)

• 1. Personal literacy including understanding self
  and one's own limitations and abilities
• 2. Social literacy to assemble strong teams and
  unleash collective strength
• 3. Business literacy including understanding
  the organization and its environment
• 4. Cultural literacy includes knowing about and
  leveraging culture differences

6
McCall and Hollenbeck (2002)

• 1. Open-minded and flexible in thinking and
  tactics pursued
• 2. Cultural interest and sensitivity
• 3. Ability to deal with complexity
• 4. Resilience, resourcefulness, optimism, and
  energy
• 5. Honesty and integrity
• 6. A stable personal life
• 7. Technical or business skills

7
Global Leadership Attributes and Theories

• A global mindseta way of thinking that looks
  beyond self and immediate circumstancestrait
  new leader
• Know the business and its environmentknow the
  environment, savvy, big picture thinking,
  alignmentcontingency
• Create and convey a clear vision with
  integrityclear sense of purpose convey to
  otherscharacter honesty integritytrait,
  leadership style
• Develop self-awareness and understandingpersonal
  literacy self-knowledge reflectiontrait new
  leader
• Manage diversitydiverse groups and structures
  people from many backgroundsleadership style,
  trait
• Continuously learninquisitiveness being open to
  others and to new information leader and
  learnernew leader

8
Women in Global Leadership

• relatively few female CEOs in global firms.6
  Fortune 500 firms were headed by women (2003),
  and another 393 Fortune 500 firms counted no
  women among their top five executives (Jones,
  2003).
• Often when women are in charge of companies in
  other nations, it is because they are members of
  the company's controlling family.
• According to the Women's Research and Education
  Institute, at current rates it would take 75100
  years for women to achieve economic integration
  at every organizational level.

9
Women and Leadership

• Some believe that women's management styles,
  interests, and business approaches differ from
  men throughout the world (Gibson, 1995 Helgeson,
  1990 Rosener, 1990).
• Helen Fisher (1999) believes that gender
  differences such as female ability to see the big
  picture and a willingness to consider multiple
  points of view equip women to become leaders in a
  more complex global world.
• Observations of few or no gender differences
  among managers (Powell and Graves, 2003) lead
  others to argue that while there are distinctions
  between leaders, few of them are due to gender
  alone (Due Billing, and Alvesson, 2000).

10
Leading and Managing

• Leaders envision managers get the job done.
  This might mean different functions such as

11
Middle Management

• Pressures from the top and organizational
  downsizing have increased the size, scope, and
  importance of the middle managers' role

12
Attributes of the Global Manager, according to

• Moran and Riesenberger (1994)
• Adler and Bartholomew (1992)
• Ohmae (1990)

13
Moran and Riesenberger (1994)

• 1. A global mindset
• 2. An ability to work as an equal with persons
  of diverse backgrounds
• 3. A long-term orientation
• 4. The ability to facilitate organizational
  learning
• 5. The ability to create learning systems
• 6. The ability to motivate employees to
  excellence
• 7. Skill in negotiation and an ability to
  approach conflict in a collaborative mode
• 8. Skillful choices and assignments for
  managers worldwide
• 9. The ability to lead and participate
  effectively in multicultural teams
• 10. An understanding of one's own cultural
  values and assumptions
• 11. An ability to profile the organizational
  and national culture of others with accuracy
• 12. Avoidance of cultural mistakes and ability
  to behave in an appropriate manner in all
  countries (p. 191)

14
Adler and Bartholomew (1992)

• Global perspective
• Local responsiveness
• Synergistic learning that makes it possible to
  work with and learn from people from many
  cultures
• An ability to collaborate with others on an equal
  basis

15
Ohmae (1990)

• Can be from any country
• Typically speaks more than one language fluently
• Has lived and worked in more than one country
• Often has a passport from more than one country
• Frequently the child of parents who are from
  different nations

16
Managerial Attributes in Europe

• The European style of management differs from
  U.S. and Japanese management styles on the basis
  of four characteristics
• 1. A greater orientation toward people as
  individuals
• 2. A higher level of internal negotiations
  between superordinates and subordinates
• 3. Greater skills at managing international
  diversity and
• 4. An enhanced ability to manage between
  extremes like short-run versus long-run goals
• Roland Calori and Bruno Dufour (1995)
• In Europe, the most admired senior managers are
  humane, professional, determined, close to
  employees, and communicate well (Brown, 1994)

17
Managerial Attributes in Asia

• In a study of perceptions of good leadership in
  Asian organizations (Selvarajah, Duignan,
  Suppiah, Lane, and Nuttman, 1995), top priority
  was on honesty, followed by strategic vision, and
  recognizing good work in others.

18
Career Development

• 1. Knowledge-based technical specialty
• 2. Multicultural and international experience
  cross-functional expertise that allows them to be
  both managers and technical experts
• 3. Future managers will be collaborative
  leaders in both temporary and permanent groups
• 4. Use own skills to balance time at work
  work/life integration
• 5. Flexibility will be the most important
  individual trait for successful managers, but
  integrity and trustworthiness are part of this
  equation as well

19
William Van Dusen Wishard (1995)

• 1. There is a need to discern what is permanent
  and immutable
• 2. We must learn to make interconnections
  between people, events, and different categories
  of life because interdependence is an emerging
  condition of life
• 3. We must learn to know ourselves
• 4. We each need some understanding of how
  change and technology are affecting people and
  institutions
• 5. We need to be open to dimensions of
  existence that are difficult to understand, value
  or control within ourselves we need to value
  intuition
• 6. There is a need to interact with people in a
  manner that will bridge racial and cultural
  differences
• 7. There is a need to have a personal sense of
  creating something new for the future

20
HR Systems Go Global

• Human Resources is the process through which
  organizations recruit, select, compensate, train
  and evaluate people
• The integrative approach to human resource
  management found in global firms is increasingly
  called Strategic International Human Resource
  Management (SIHRM)
• These systems require strategically oriented HR
  managers able to integrate human resource
  activities on a global scale

21
Five Top Reasons for SIHRM to facilitate

• 1. Global competitiveness
• 2. Efficiency
• 3. Local responsiveness
• 4. Organizational flexibility
• 5. Organizational learning and knowledge transfer

22
Approaches to Management

• An ethnocentric approach consolidates control at
  headquarters. Important decisions are made in the
  home country, and expatriates from the home
  country staff key posts abroad.
• A polycentric approach staffs abroad with host
  country nationals who have some decision
  autonomy, but few of these managers are promoted
  to jobs at headquarters.
• A regiocentric approach employs a wider pool of
  managers within a geographic region like Asia or
  Latin America, employing host-country and/or
  third-country nationals. Although these managers
  have some degree of decision-making autonomy
  within their regions, they are seldom brought
  into jobs at headquarters.
• A geocentric approach to staffing identifies and
  selects the best person for the job regardless of
  nationality, and decision-making often is
  decentralized.