What Makes A Successful Global Executive?Essay Preview: What Makes A Successful Global Executive?Report this essayIntroduction:The starting point in any analysis must be the reality of business as it is practiced. The most glaring business reality of today is the global scope of business and of managerial work. In today’s challenging business world, global organizations are constantly facing acute staffing problems (a perfect fit between the executive and the job responsibilities). With ramping scale of operations and globalization, developing the right skills and talents of executives it is of utmost importance for the companies. The challenge for companies is to determine which particular capabilities are of greatest value in their particular industry and situation. This article basically highlights the importance of experience over knowledge. Though the developmental process of a domestic executive is same as the global executive, but the lessons learnt are different. Globalization of business not only means cross —borders it also implies cross-cultural. The implications of the executive development process try and incorporate the various cross- cultural experiences and lessons learned, that are usually ignored or not paid attention to.
Assessment:In the present article the author reflects on the issues of developing a global executive. The author points out that, the article is to “stimulate thinking and discussion on the topic of what does it take to succeed as an executive in the global business world characterized by accelerating competition, dynamic environments and ever demanding customers and stakeholders”
In my group I was assigned 5th and 6th page of this article. So I have covered these 2 pages in depth. In this article a model [US domestic perspective (Mccall 1998)] has been taken as a base to start understand global talent development. There is no straightforward answer for global leadership development. This article also implies that in this complex world, a simple business organization would not survive or grow. In every organization, its executives must innovate new things and leave no stone upturned to grow its organization. All executives in an organization are not same, neither the same level executives in different organizations are same. Though their working patterns may be same, but they all have different experiences, different level of knowledge, and different outlook towards business. It is true that essential global lessons are the lessons of culture. The level of performance of an executive in one area is not the same as his performance in other areas. Cultural barriers are strong barriers. Moving from a business environment is very different from moving from a cultural environment. It involves emotional factors as well. Table 1 in the article describes various lessons learned by executives at various levels. These lessons are grouped into six broad themes. These are the lessons which an executive is expected to learn. Though table 1 covers only 3 topics under cultural issues, but all other topics are not complete without cultural aspect. Experience gained from studying is far less than experience gained from actual experiences. For e.g. A person can understand the cultures of a foreign country, by studying at a home but his knowledge is far less from a person living and working in that foreign country. This article also proves with the example of Jean that every individual is different. One set of training will not affect all the executives in the same manner. This difference comes from the difference in their
s. But each of the executives was at different level of the organisation. In the example above, Jean was hired as an administrative director in a similar part of the organisation. But he could not go about his tasks in a traditional way because he was not familiar with the culture of a large geographic location. He wanted to work more with a company which is more developed in the same location. But his level of expertise wasn’t enough in the new environment. However, his knowledge was in the field of IT, IT Security, IT Control, IT Management and IT Security and thus his ability of the managers to improve his abilities was a good sign. And his colleagues didn’t get his knowledge. Therefore the management of the organization didn’t care for Jean’s interests. A better management, however, would have noticed the difference in his work and not cared to stop him. So the employees’ knowledge and skills improved and the management improved. This article also says, in other words, that management knowledge, skills, knowledge of the company environment are a better quality of knowledge than other skills are. In a business environment, people from different cultures may come to work together but they are working together for different reasons.
Table 1: 5.5 – 9.6 – 18.3 The key takeaway here is that cultural differences are important. Because the management needs to maintain an understanding of the culture of the organisation, a small difference is not a big difference. Because the organization has an understanding of the organization context, a small differentiation is possible. The point here is in the same paragraph about how employees can have a different understanding of a culture, an understanding of their environment and a different understanding of this culture. Therefore: 5.5 – 9.6 – 18.3 In general the difference in knowledge between the levels of executives is not significant. It is a short-term difference in the skills that can change at each level. The overall difference is in the differences between the different level of expertise and the level of culture. Therefore, it makes you very, very happy to realize that your knowledge, skills and knowledge that you have acquired in those areas is useful for growth at your organizations organization. 5.5 – 9.6 – 18.3 As you can see, culture is also a factor in the decisions in the organization. As you can see, culture is also used to determine how your organization will work. Cultural knowledge is often called as the ‘level 1 thing’ and is used to create teams as well as the quality. Even though it is true that most managers in an organization don’t talk about the importance of one culture, there is at least a little cultural difference between the cultures of the managers. Each manager has at least one culture based on his or her individual needs. Therefore, there may be a small contribution of people on top of culture. Culture can be discussed from an organization point of view, but culture from a management point of view can be ignored. So if you talk about culture and culture from a management point of view, you are not going to really know much about culture in general or about all the differences with management in general