Global Business Manager

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Global Business Manager

The growth of businesses into multinationals has been attributed to the elimination of trade barriers by businesses around the world. The growth of businesses into large multinational companies can also be attributed to the growth in technology that has made it easier to coordinate functions between branches of a company spread out across the globe with relative ease. In addition, new technology has enabled rapid communication such that it becomes easy to communicate strategies that should be implemented for the overall success of the business. Multinational companies work in a way that a regional or senior employee can be moved from one location to another for management purposes of the business (Axson, 2010).

A new location or region can prove to be a challenge for the new manager because of different cultural practices and societal perceptions about issues. Such differences might hinder the implementation of strategies that were successful in other regions as impossible to use in the new location. A manager with people skills can find it easy to understand how the new region works by conversing with people in the region. Managers also face difficulty in relating with staff and company clients if there are linguistic barriers. Moreover, the presence of negative perceptions about the new employees creates a barrier of communication between the new manager and the staff and with the clients (Axson, 2010).

Traditional management skills have become obsolete in the face of globalization and a competitive job market that requires people to upgrade their management skills. A good manager should exhibit cultural compatibility and flexibility such that he or she is able to function with ease and relate with people in a new region with relative ease. In addition the new manager may be required to develop new strategies that might be applied in the new region or more so in a global perspective for the whole company with its branches around the world (Axson, 2010).

A competent global manager should be able to evaluate the new region and its market and quickly identify what strategies should be implemented to drive growth of the company. Moreover, the manager should be able to identify opportunities in a new environment requires prior sufficient knowledge about the market (Axson, 2010). This can be achieved by constant study of successful multinational companies in the region and the sort of strategies that they implemented to arrive at such success. Knowledge competency is a required skill that a global manager should have. Knowledge competency can be described as relevant knowledge of how the new market functions. Such knowledge can be acquired from educational institutions.

For the overall success by the global manager, he should be able to have cultural literacy that he is able to identify the cultural differences of the staff and find ways to neutralize such differences such that the differences in culture do not impede the conduct of business. A global manager should also be able to understand his own strengths and weaknesses such that he is able to identify his goals and objectives. With the rapid growth of information technology, which is a major component in growth of a business, a global manager should be able to use technology to the advantage of the company such that growth of the company is driven by the technology factor. A competent manager should appreciate cultural diversity such that he incorporates respects and accepts the rituals and beliefs of the location without question or prejudice against such beliefs (Axson, 2010). Global risk management is a vital skill that any global manager should have because the new market is different from the market that the manager was accustomed. Hence, the new market might be marred by pitfalls in the market that might be risky. A global manger should be able to have skills that help him to maneuver the company through risk and uncertainty. Risk management is an important skill as it enables the manager to keep the regional business afloat amid calamity and uncertainty.

Reference:

Axson, David A.J. (2010). Best Practices in Planning and Performance Management: Radically Rethinking Management for a Volatile World. John Wiley & Sons.