BHO0217 Global Management in Context- The International Business funct

Global management is the conceptual form of managing the international business functionalities that include recruitment, marketing, and capital resourcing.  The technological advancements have been connecting the people worldwide. The organizations are taking advantage of the opportunity for conducting the business in the international countries. According to Li, Mobley & Kelly (2013), global management is associated with the knowledge regarding culture, business, social practices that would help in identifying the niches in the community of international business. The study would establish the ideas about the conceptual analysis about the global managers by using the theoretical framework. The study would highlight the complexity surrounding and the nature of changes in the global business context. The recommendations would be provided for achieving the short-term objectives.

1. Conceptual Analysis of Global Managers

In this era of globalization, the globalization process is increasing drastically. Similarly, the operational procedures are becoming dependent on the leaders to implement and deploy. The global leaders are becoming much responsible as the companies are growing from the domestic to international. The global leaders are thus considered as the essential components for carrying out the corporate global strategies in a successful ways. However, Agrawal & Rook (2014) argued that the increasing needs of the global leaders are causing the significant shortage of efficient leaders. Therefore, the human resource department has been facing the considerable challenges.

The evaluation of ‘grounded theory’ determines the collection of the outside information. This information develops the enriched ideas about the global perspectives (Erez et al., 2013). The grounded theory focuses on the development strategies of global leaders from the perspectives of the people from different developing countries. It is stated that the global leaders create the phenomenon to develop the communicational skills and the interpersonal attitude that create the coordination among the global employees (Coccia, 2015). The implementation of the innovative global strategies can be beneficial in gaining profitability for the future prospects.

The global leaders think beyond the common strategies and develop the innovative aspects to gain the competitive advantage in the global scenario. It becomes much important to develop the communicational process to develop the long-term and short-term goals. There are three types of assessment required in the formative assessment ‘manifesto’ framework, such as character, competency, and commitment (Yeung & Coe, 2015). A global leader usually possesses some specific characteristics, such as efficient traits, values, and virtues.  A good leader strives to become a better leader in a global perspective due to the broader field of global business scenario.  It is important to recognize the commitment level of the global leaders to accomplish the goals (Trudgen & Freeman, 2014). It is expected that the global leaders need to work harder for managing the global employees and different organizational scenario.

The competencies of the global leaders are the necessary criteria for developing effective leadership in the upcoming future. The global leaders perceive the strategic views for next 10-15 years. However, due to the frequent changes in the global business scenario, it can be predicted that there will be drastic changes in upcoming future (Collings, 2014). However, the global leaders require concentrating on few key concerns that would help in next 10-15 years. These concerns are as follows:

• The global leaders need to gain the clearer view of the future prospect. The strategic view would enable the better anticipating market and economic trends (Lisak et al., 2016). This long term view would be beneficial enough in gaining profits in the competitive scenario.
• The global leaders always need to be understanding and customer focus. Understanding the concerns of the customers would ensure the larger customer base in next few years as well.
• The efficient global leaders have the ability to spot the trends and connect the dots. Most of the global leaders are generally opportunity seekers that help in bringing more innovations in the business process (Magnusson, Schuster & Taras, 2014). The frequent advancement in the business world would welcome this business innovation in a significant manner.

2.  Probable complexities surrounding the global managers

The global managers often face the considerable challenges while operating business in the global business scenario. First, the lack of clarity is one of the most significant challenges for the global leaders. The team members who have the different language may face the trouble in understanding the visions presented by the leaders. Second, the global leaders face the challenges in slow decision making (Engle & Crowne, 2014). In order to manage the entire global scenario, the managers might take a week to schedule the meeting. Hence, the decision-making process becomes much slower. The conflicting corporate culture is also one of the major complexities that the global managers have to face. The diverse corporate culture and the lesser interaction may create the conflicts between the people from different countries.

3. Impact of Nature of Change

 During the change management scenario, the global leaders need to modify some of the organizational functionalities due to which the employees face some of the hazardous situations. In most of the change management scenario, it has been observed that while expanding business globally, the cultural concerns become the most concerned areas for the leaders. People from different cultural background collaborate together in the global business scenario to perform business functions (Osland, 2013). In such situation, it has been observed that during the global expansion or change management scenario, the existing employees started lacking the adequate motivation. In many of the cases, they become much insecure about their job stability.

This trauma reflects on the performance process (Geldmann et al., 2015). During such time, it is the responsibility of the efficient leader to drive them towards the right direction and motivate them in an appropriate way. However, the emergence of the cultural conflicts sometimes affects the leaders in a significant way. The nature of change thus has the significant impact on the global managers. It is necessary for the leaders to use the strategic ways for developing a collaborative scenario and establishing cohesiveness among the global employees. Moreover, during the change management, it is noticed that the lack of resources could be one of the most troublesome obligations for the global leaders (Thamhain, 2013). The advancements in the business procedure demand for the adequate resources and commendable skills of the associates. The global leaders require managing these aspects at the international level. Hence, the lack of such resources would affect the business procedures due to which the leaders may face the considerable challenges as well.

4. Recommendations

The above discussion presented the highlights of the specific challenges that the global leaders usually face. The maintenance of the systematic operational process would be helpful for every leader in the global context. In this section of the study, some of the recommendation would be presented for eliminating these challenges faced by the global leaders.

• The global leaders often face the difficulties in clarifying the vision or corporate objectives due to the language barriers in the global scenario. In order to overcome this challenge, the leaders can follow up the conference calls with written communication of the meeting outcomes. It would ensure that everyone would determine the similar key takeaways after a meeting.
• Another challenge is the slow decision making process, which create the greater impact on the organizational operational activities. In most of the cases, the global leaders face trouble in scheduling the meeting time with the associated employees. Therefore, they can develop the communication strategy in a systematic way. Video conferencing is one of the most helpful tools to make the associates present at the meeting. The participants would be able to observe the body language of others and can observe their perceptions as well. This face-to-face meeting is one of the most helpful means of communicating with the business leaders and develop the decision making process much quicker.
• The global leaders often face the challenges due to the emergence of the conflicts. It becomes much difficult to resolve the conflicts through emails. It is important to mention that body language plays one of the most significant roles in communication. Therefore, it is necessary for the leaders to avoid the “tough messages” while communicating through emails. The written messages are often misunderstood. Undertaking the one-on-one conversation with each of the members would be helpful enough to avoid misunderstanding and gathering ideas about their concerns.
• The continuous conflict over the corporate culture is another major concern for the global leaders. An effective corporate culture builds up on constant interactive session with the employees. The global teams often face difficulties in defining, implementing, and achieving the purpose of the business due to the differences in the corporate cultures. During such time, the leaders need to undertake the cultural training session to make the employees aware of the norms and regulations. Discussion of the corporate values in this session would be more effective process of eliminating the conflicts. Accordingly, the global leaders would be able to establish a global team by maintaining the appropriate cohesiveness.

These remedies are quite helpful for the global leaders in resolving the emerging conflicts in the global context. The global managers can even use these actions for short, medium, and long-term purposes as well.

5. The complexity and paradox about the future context of global management

The global organizations continuously thrive in the continuous changing and increasingly interconnected world by exploring and exploiting the opportunities. Moreover, it is also essential to improve the financial and social performance to meet the local and global needs (Gagnon & Collinson, 2014). The global leaders often identify the insights to develop the competitive future of the global organizations. As stated by Nielsen (2014), paradox is considered as the contradictory yet interrelated elements that are perceived as illogical but become irrational while appear simultaneously. There are three levels of paradoxes that the global leaders usually face. These three levels are organizational level, leadership role, and individual level.

The organizational level defines the nature of the organizational life while facing the competition with the advanced organizational process and designs. The leadership roles face the paradox level when the leaders need to fulfill the behavior or demands of the managers for establishing the effective business operations (Stahl, Pless & Maak, 2013). On the other hand, the individual paradox is the personal pressure that the individual face in determining the values and identity. It is necessary for the leaders to maintain the adequate flexibility in the internal organizational scenario. Moreover, it is even important to maintain the stability and persistency. Accordingly, the global leaders would be able to develop the profitable organizational scenario in the global context.

Conclusion

The human resource department has been facing the considerable challenges. The evaluation of ‘grounded theory’ determines the collection of the outside information. This information develops the enriched ideas about the global perspectives. The grounded theory focuses on the development strategies of global leaders from the perspectives of the people from different developing countries. It is stated that the global leaders create the phenomenon to develop the communicational skills and the interpersonal attitude that create the coordination among the global employees. The implementation of the innovative global strategies can be beneficial in gaining profitability for the future prospects. , it is the responsibility of the efficient leader to drive them towards the right direction and motivate them in an appropriate way.

However, the emergence of the cultural conflicts sometimes affects the leaders in a significant way. The nature of change thus has the significant impact on the global managers. It is necessary for the leaders to use the strategic ways for developing a collaborative scenario and establishing cohesiveness among the global employees. Moreover, during the change management, it is noticed that the lack of resources could be one of the most troublesome obligations for the global leaders. The recommendations are provided to mitigate the considerable challenges that have the most impact on the leadership behavior of the global leaders.

References

Agrawal, A., & Rook, C. (2014). Global Leaders in East and West: Do all Global Leaders Lead in the Same Way?. In Advances in global leadership (pp. 155-179). Emerald Group Publishing Limited.

Coccia, M. (2015). General sources of general purpose technologies in complex societies: Theory of global leadership-driven innovation, warfare and human development. Technology in Society, 42, 199-226.

Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), 253-261.

Engle, R. L., & Crowne, K. A. (2014). The impact of international experience on cultural intelligence: an application of contact theory in a structured short-term programme. Human Resource Development International, 17(1), 30-46.

Erez, M., Lisak, A., Harush, R., Glikson, E., Nouri, R., & Shokef, E. (2013). Going global: Developing management students' cultural intelligence and global identity in culturally diverse virtual teams. Academy of Management Learning & Education, 12(3), 330-355.

Gagnon, S., & Collinson, D. (2014). Rethinking global leadership development programmes: The interrelated significance of power, context and identity. Organization Studies, 35(5), 645-670.

Geldmann, J., Coad, L., Barnes, M., Craigie, I. D., Hockings, M., Knights, K., ... & Burgess, N. D. (2015). Changes in protected area management effectiveness over time: a global analysis. Biological Conservation, 191, 692-699.

Li, M., Mobley, W. H., & Kelly, A. (2013). When do global leaders learn best to develop cultural intelligence? An investigation of the moderating role of experiential learning style. Academy of Management Learning & Education, 12(1), 32-50.

Lisak, A., Erez, M., Sui, Y., & Lee, C. (2016). The positive role of global leaders in enhancing multicultural team innovation. Journal of International Business Studies, 47(6), 655-673.

Magnusson, P., Schuster, A., & Taras, V. (2014). A process-based explanation of the psychic distance paradox: Evidence from global virtual teams. Management international review, 54(3), 283-306.

Nielsen, R. K. (2014). Global Mindset as Managerial Meta-competence and Organizational Capability: Boundary-crossing Leadership Cooperation in the MNC The Case of ‘Group Mindset’in Solar A. S.

Osland, J. S. (2013). The multidisciplinary roots of global leadership. Global leadership: Research, practice, and development, 21-39.

Stahl, G. K., Pless, N. M., & Maak, T. H. O. M. A. S. (2013). Responsible global leadership. Global leadership: Research, practice, and development, 240-259.

Thamhain, H. (2013). Managing risks in complex projects. Project Management Journal, 44(2), 20-35.

Trudgen, R., & Freeman, S. (2014). Measuring the performance of born-global firms throughout their development process: The roles of initial market selection and internationalisation speed. Management International Review, 54(4), 551-579.

Yeung, H. W. C., & Coe, N. (2015). Toward a dynamic theory of global production networks. Economic Geography, 91(1), 29-58.