MANAGING PEOPLE

Leaders
Managers
Careers
Global Human Resource Systems (the
process by which people are managed)

Leadership Theories
Traits
Those that dont change readily, e.g., height, gender
Those that change with difficulty, values
Those that can be developed
Leadership Styles
Orientation to people
Task orientation
Contingencyleaders style needs to adapt to the context
New leadership such as transformational or connective
leaders
Steven Rhinesmith (2000)


1. Managing competitiveness by looking at the
"big picture"
2. Managing complexity
3. Managing alignment
4. Managing change
5. Managing teams
6. Managing learning by being open and learning
globally

Black, Morrison, and Gregersen
(1999)
1. Inquisitiveness
2. An ability to embrace duality
3. Character to develop trust and goodwill
among people from different cultural
backgrounds
4. Savvy" that allows a leader to see what
needs to be done and marshall resources for
accomplishment
Rosen, Digh, Singer and Phillips
(2000)
1. Personal literacy including understanding self
and one's own limitations and abilities
2. Social literacy to assemble strong teams and
unleash collective strength
3. Business literacy including understanding the
organization and its environment
4. Cultural literacy includes knowing about and
leveraging culture differences
McCall and Hollenbeck (2002)
1. Open-minded and flexible in thinking and
tactics pursued
2. Cultural interest and sensitivity
3. Ability to deal with complexity
4. Resilience, resourcefulness, optimism, and
energy
5. Honesty and integrity
6. A stable personal life
7. Technical or business skills
Global Leadership
Attributes and Theories
A global mindseta way of thinking that looks beyond self and immediate
circumstancestrait; new leader

Know the business and its environmentknow the environment, savvy, big picture
thinking, alignmentcontingency

Create and convey a clear vision with integrityclear sense of purpose; convey to
others;character; honesty; integritytrait, leadership style

Develop self-awareness and understandingpersonal literacy; self-knowledge;
reflectiontrait; new leader

Manage diversitydiverse groups and structures; people from many
backgroundsleadership style, trait

Continuously learninquisitiveness; being open to others and to new information;
leader and learnernew leader
Women in Global Leadership
relatively few female CEOs in global firms.6 Fortune
500 firms were headed by women (2003), and another
393 Fortune 500 firms counted no women among their
top five executives (Jones, 2003).
Often when women are in charge of companies in other
nations, it is because they are members of the
company's controlling family.
According to the Women's Research and Education
Institute, at current rates it would take 75100 years
for women to achieve economic integration at every
organizational level.
Women and Leadership
Some believe that women's management styles,
interests, and business approaches differ from men
throughout the world (Gibson, 1995; Helgeson, 1990;
Rosener, 1990).
Helen Fisher (1999) believes that gender differences such as
female ability to see the big picture and a willingness to
consider multiple points of view equip women to become
leaders in a more complex global world.
Observations of few or no gender differences among
managers (Powell and Graves, 2003) lead others to
argue that while there are distinctions between leaders,
few of them are due to gender alone (Due Billing, and
Alvesson, 2000).
Leading and Managing
Leaders envision;
managers get the job
done. This might
mean different
functions such as:

Leader Manager
Manage
symbols
Manage
results
Provide
direction
Follow
directions
See
possibilities
See
problems
Middle Management
Pressures from the top and
organizational downsizing have increased
the size, scope, and importance of the
middle managers' role
Attributes of the Global
Manager, according to:
Moran and Riesenberger (1994)
Adler and Bartholomew (1992)
Ohmae (1990)
Moran and Riesenberger
(1994):
1. A global mindset
2. An ability to work as an equal with persons of diverse backgrounds
3. A long-term orientation
4. The ability to facilitate organizational learning
5. The ability to create learning systems
6. The ability to motivate employees to excellence
7. Skill in negotiation and an ability to approach conflict in a
collaborative mode
8. Skillful choices and assignments for managers worldwide
9. The ability to lead and participate effectively in multicultural teams
10. An understanding of one's own cultural values and assumptions
11. An ability to profile the organizational and national culture of others with
accuracy
12. Avoidance of cultural mistakes and ability to behave in an appropriate
manner in all countries (p. 191)
Adler and Bartholomew (1992)
Global perspective
Local responsiveness
Synergistic learning that makes it possible
to work with and learn from people from
many cultures
An ability to collaborate with others on an
equal basis
Ohmae (1990)

Can be from any country
Typically speaks more than one language fluently
Has lived and worked in more than one country
Often has a passport from more than one country
Frequently the child of parents who are from
different nations
Managerial Attributes in
Europe
The European style of management differs from U.S. and Japanese
management styles on the basis of four characteristics:
1. A greater orientation toward people as individuals
2. A higher level of internal negotiations between superordinates and
subordinates
3. Greater skills at managing international diversity and
4. An enhanced ability to manage between extremes like short-run
versus long-run goals
Roland Calori and Bruno Dufour (1995)
In Europe, the most admired senior managers are humane,
professional, determined, close to employees, and communicate
well (Brown, 1994)
Managerial Attributes in Asia
In a study of perceptions of good leadership in
Asian organizations (Selvarajah, Duignan,
Suppiah, Lane, and Nuttman, 1995), top
priority was on honesty, followed by
strategic vision, and recognizing good work
in others.
Career Development
1. Knowledge-based technical specialty

2. Multicultural and international experience; cross-functional
expertise that allows them to be both managers and technical experts

3. Future managers will be collaborative leaders in both temporary
and permanent groups

4. Use own skills to balance time at work; work/life integration

5. Flexibility will be the most important individual trait for successful
managers, but integrity and trustworthiness are part of this equation as
well
William Van Dusen Wishard
(1995)
1. There is a need to discern what is permanent and immutable
2. We must learn to make interconnections between people, events,
and different categories of life because interdependence is an emerging
condition of life
3. We must learn to know ourselves
4. We each need some understanding of how change and technology
are affecting people and institutions
5. We need to be open to dimensions of existence that are difficult to
understand, value or control; within ourselves we need to value
intuition
6. There is a need to interact with people in a manner that will bridge
racial and cultural differences
7. There is a need to have a personal sense of creating something new
for the future



HR Systems Go Global
Human Resources is the process through which
organizations recruit, select, compensate, train and
evaluate people
The integrative approach to human resource
management found in global firms is increasingly
called Strategic International Human Resource
Management (SIHRM)
These systems require strategically oriented HR
managers able to integrate human resource activities on
a global scale

Five Top Reasons for SIHRM
to facilitate:
1. Global competitiveness
2. Efficiency
3. Local responsiveness
4. Organizational flexibility
5. Organizational learning and knowledge
transfer
Approaches to Management
An ethnocentric approach consolidates control at headquarters.
Important decisions are made in the home country, and expatriates
from the home country staff key posts abroad.
A polycentric approach staffs abroad with host country nationals who
have some decision autonomy, but few of these managers are
promoted to jobs at headquarters.
A regiocentric approach employs a wider pool of managers within a
geographic region like Asia or Latin America, employing host-country
and/or third-country nationals. Although these managers have some
degree of decision-making autonomy within their regions, they are
seldom brought into jobs at headquarters.
A geocentric approach to staffing identifies and selects the best person
for the job regardless of nationality, and decision-making often is
decentralized.