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Global Manager’s Role in Global Organisations

Owing to the present global advancements in the market setting (that is to say advances in Information technology and globalization), Dalton et al. (2002, 447) posit that strategic management has taken a considerable dimension in the global platform. This according to Harvey et al. (2009, 357) has challenged global organisations to rethink their structure, strategies, and most particularly, the essential competencies of global managers for improved performance. Thus, global managers must be furnished with broad scope of supple multinational as well as professional skills to become accustomed and exploit novel opportunities brought about by that globalization. Still, scores of global organisations, particularly those in the developing economies, lack such experienced global managers making the economy of such countries not to be completely engulfed and integrated in the present globalization. Griffith and Hoppner (2013, 27) study established that global Senior Managers are cognizant and understand almost all aspects of how efficiently to handle the strong global competition. Yet, they are not contented with regard to the form of training they get as it fails to sufficiently furnish them to compete successfully on the global platform.

According to Harvey et al. (2003, 569), managing workers efficiently in organisations that carry out business internationally needs cultural cognizance and the capability to react swiftly in dynamic settings. Managing employees in global environments needs workers to be inspired and motivated to work mutually, even if they do not live in the same country. One role of global manager is to provide Training, andaccording to Harvey and Novicevic (2006, 212), global managers can maintain an industrious setting by making sure that workers have the knowledge and skills to accomplish work tasks. Dustin (2006, 297) posits that global managers create for training courses that allow workers to get the appropriate documentations for carrying out their work. This as well guarantees that global orgnaisation abide by every government regulation. For instance, every global organisation should be certain that workers follow the values that guarantee a secure and healthy workplace environment. In Europe, as per Dalton et al. (2002, 447), work councils collected of both employees and employers could authorize training not covered by other agreements of trade union.

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Table 1: Roles of Global Managers

Another role is fostering global partnership: Harvey et al. (2003, 597) posit as organisation turn out to be more global, global managers should grow to be more generalist. Basically, global leaders tend to comprehend less with regard to everyday, internal processes as well as concentrating more on making sure employees work efficiently collectively as teams. Global leaders care much about profitability, competitive advantage, as well as economic survival during hard-hitting fiscal periods. Even though some global managers such as HRM mangers were limited to hiring and firing employees, dealing with disciplinary action, and managing benefits formerly, they presently handle regulation of health care costs, decreasing worker slow destruction as well as taking part in the community service. Another role of manager as highlighted by Griffith and Hoppner (2013, 32) is working with other organisation managers bearing in mind thatin the past global managers in conventional business environments concentrated on carrying out administrative duties, like hiring as well as recruiting staff, often devoid of effort from unit managers. Therefore, in global organisations, global managers double as business associates, and since a multifaceted business processes usually need dedicated workers, global managers have to work together with departmental managers with regard to production lines.

A final critical role is Building Teams since global managers who brace global business undertakings usually have to make sure that diverse teams productively team up. By promoting cultural diversity acceptance, carrying out workshops for team-building, as well as motivating workers to realize strategic objectives, Harvey and Novicevic (2006, 212) posit that they assist their organisation develop well-built teams. By understanding that in a number of countries entity acknowledgment plays an enormous part as compared to others, global managers can develop awareness with regard to how teams can work successfully across borders to uphold organization productivity. Dalton et al. (2002, 449) study concludes that successful establishment of global managers in global organizations is most probable to be realized if every management development as well as resourcing activity is an essential element of strategic management along with its connection to accomplish demanding organisational goals.

Important Skill-sets that Global Managers Must Possess

Basically, managers’ knowledge skills are based on realistic information with regard to an apparent and profound comprehension of industry, business, and technology needed to finish tasks productively. Barhem, Younies and Smith (2011, 232) posit that knowledge competencies are the fundamental elements for global managers’ expedition towards an international approach. The skills pertinent for global mangers consist of cultural and cross-cultural awareness, global knowledge, technology know-how, industry and business know-how, international risk management, as well as standards for best practice. With regard to Technology know-how
Kacperczyk and Seru (2007, 492) posit that the speedy globalization onslaught has been mainly because of technological developments connecting organizations across the globe. Dustin (2006, 301) view technology know-how as a fundamental skill of global managers as it considerably influences the main business of the company. According to Kohnen (2006, 55), technology is not just essential for successful information and communication, management, but as well enormously influences the production processes of the company. Essentially, with rapid advancement of technology certain services, processes and products can be obsolete extremely rapidly. Thus, Fisher (2011, 996) emphasize the necessity for global managers to not just be in a position to make effective use of technological systems, but as well comprehend its effect by examining and assessing the influence it has on the international company operations.

Skill in Global knowledge indicates a comprehension of the diverse economic as well as socio-political policies presiding over all countries. According to Dustin (2006, 304), a global company operates wide-reaching adhering to the laws that run that certain country. Hence it is important for global managers to clearly comprehend the systems structures, their processes of making decisions, as well as how they influence the company operations as well as those in their circles. Issues like comparative labor relations and international law must be recognizable to the global manager. Understanding in this domain not just helps in entering distribution networks of foreign markets as well as the business smooth operation; thus, leading to competitive advantage. Industry and Business know-how is a comprehensive knowledge of the business as well as its industry, which according to Barhem, Younies and Smith (2011, 234) is vital for realizing organisational objectives. Global managers should thoroughly understand not just the organisation’s business resources, products, as well as strategies, but also the formation of its worldwide processes, global market chances along with competitive state of affairs role will be needed here to accomplish this know-how.

International risk management skill is crucial, and possible risks include potential worrying and destabilising aspects or performances created by, a range of players on diverse structural levels, as well as having spill over effects for other global community members. Globalisation offers scores of possible methods to permit global managers to enhance the company’s outcome, from the output benefits of carrying out business in countries with lower cost to the capacity to balance global position. Basically, it is not adequate for global managers to just have knowledge skills but as is imperative for them to have the suitable skills to use this knowledge practically. Interpersonal skills according to Dustin (2006, 305) are those skills that associate with the social connection or administration of others. Skill in this domain will bring about productive outcomes when handling others people. Such skills include diversity management, acculturation, motivating as well as leading diverse labour force, skills for cultural networking, formation and transmission of an apparent vision, and ability for managing ambiguity along with disagreement in the global setting.

According to Kacperczyk and Seru (2007, 509), leadership skills are vital to every manager, but the capability to motivate and lead a diverse labour force in global organisation is definite to global managers owing to the composition as well as nature of the labour force. A key feature of an efficient global manager is to enable integration, and leading in a way that is in harmony with the employee’s cultural beliefs whilst concurrently assisting the members create a set of values that permit for distinctions in social-connection preferences. Global managers who have and display sincerity and honesty show esteem for their peers, acknowledge and value others employees for whom they are. Such managers according to Barhem, Younies and Smith (2011, 241) are devoted to develop and uphold trust since they place the interest of the company and its employees above their individual interest. Besides that, global managers with sincerity and honesty will make sure that standards for best practice are enforced and preserved. Workers who work with such managers are always empowered, and this attribute will help the managers to motivate as well as lead their team. Confidence according to Kohnen (2006, 57) is a state of mind that considers the optimistic side of a given state of affairs. Confident managers are self-assured intellectuals, who will most probable keep trying, learning from their shortcomings, and heartening and inspiring others to accomplish something.


Barhem, Belal, Hassan Younies, and Pamela C Smith. 2011. «Ranking the future global manager characteristics and knowledge requirements according to UAE business managers’ opinions.» Education, Business and Society: Contemporary Middle Eastern Issues 4(3): 229-247.

Dalton, Maxine, Chris Ernst, Jean Leslie, Jennifer Deal, and Walter Ritter. 2002. «Effective global management: Established constructs and novel contexts.» European Journal of Work and Organizational Psychology 11(4): 443-468.

Dustin, Donna. 2006. «Skills and knowledge needed to practise as a care manager: continuity and change.» Journal of social work 6(3): 293-313.

Fisher, Eddie. 2011 «What practitioners consider to be the skills and behaviours of an effective people project manager.» International Journal of Project Management 29(8): 994–1002.

Griffith, David A., and Jessica J Hoppner. 2013 «Global marketing managers: Improving global marketing strategy through soft skill development.» International Marketing Review 30(1): 21-41.

Harvey, Michael G, Milorad M Novicevic, Thomas Hench, and Matthew Myers. 2003. «Global account management: A supply-side managerial view.» Industrial Marketing Management 32(7): 563-571.

Harvey, Michael G., and Milorad M Novicevic. 2006. «The World is Flat: A Perfect Storm for Global Business?» Organizational Dynamics 35(3): 207-219.

Harvey, Michael, Ron Fisher, Ruth McPhail, and Miriam Moeller. 2009. «Globalization and its impact on global managers’ decision processes.» Human Resource Development International 12(4): 353-370.

Kacperczyk, Marcin, and Amit Seru. 2007. «Fund Manager Use of Public Information: New Evidence on Managerial Skills.» The Journal of Finance 62(2): 485–528.

Kohnen, James B. 2006. «The Emotionally Intelligent Manager: How To Develop and Use the Four Key Emotional Skills of Leadership.» The Quality Management Journal 13(2): 54-102.