INTERNATIONAL BUSINESS MANAGEMENT

International Business Management

Name of the Institution]

Table of Contents

Section A3

Introduction3

Global Mangers Perspective of managing business3

Rationale behind4

Reflective Statement7

Section B8

HR role as strategic business partner10

Reflective Statement12

References14

International Business Management

Section A

Introduction

Today's global organizations require international managers that understand and can respond to customers, governments and competitors alike. Large multinational enterprises (MNEs) are developing knowledge networks comprised of workers from around the globe who collaborate on product/service innovations, growth and structural cost reduction. Increasingly, this requires a different form of human resource management and candidate selection. The market is now the world and managers within firms must have the competency to grapple with complex issues and possess the confidence to carry out global initiatives. (Baruch, 2002, pp45-61)

Formal international placement programs are growing within the human resource function at small, medium and large firms. Many corporations are taking steps to identify the number of expatriates, host and third party managers that they will need in an effort to increase market share through subsidiary and/or sales presence. In addition, focused effort is being put in place to select the appropriate candidates and to provide training and incentives to support those efforts (Black et al., 1998:pp 65).

Some of the reasons that have been cited include poor selection criteria (Harvey, 1996: pp144), lack of clear expectations and training (Black and Gregersen, 1999: pp125) and difficulty with repatriation (Whitman, 1999, pp:144). Other issues include high costs, family adjustment issues and lack of human resource capability to manage such comprehensive programs.

Global Mangers Perspective of managing business

Taylor (1991) interviewed Percy Barnevik, former CEO of Asea Brown Boveri, and asked the question “Is there such a thing as a global manager?” Barnevik responded with yes, but we don't have many. He defined them as managers that have exceptionally open minds. They respect how things are different and can imagine why these things are different. Global managers are “incisive” as well as generous and patient (Bartlett and Ghoshal, 1995). Other research efforts have defined global managers as “global brains”. In effect, global managers have the capacity to comprehend world trends as they affect business, governments, and standards of competition. They have an understanding of their own roots, are sensitive to global issues/cultures and are adaptable to new things (Brake et al., 1995, pp:188).

Black and Gregersen (1999) suggest that in seeking out global managers five characteristics must be present: drive to communicate (extroverted); broad-based sociability; cultural flexibility; cosmopolitan orientation; and collaborative negotiation style. It is important to note that these defining attributes are neither technical nor specialized (engineer, lawyer, financier, etc). These characteristics are considered soft-skills and are becoming increasingly recognized as foundation characteristics for overseas selection. If a manager lacks them, the goal might not be achieved regardless of the credentials.

Competent leaders need to excel in the area of communication and most do. This is far more difficult in a multicultural environment where decision styles and values are not obvious and/or easy to determine.

Broad-based sociability, cultural flexibility and cosmopolitan orientation are more associated with level of interest and curiosity associated with different cultural ...