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WHAT IS A GLOBAL MANAGER (The business manager (Strategist + Architect +…
WHAT IS A GLOBAL MANAGER
Multinational companies require three kinds of specialists- business managers, country managers, and functional manager and a set of senir exectuvies to nuture the specialists and coordinate their efforts
International climate
this organizations caracterizes a transnational rather than an old- lines multinational, internationa, or global comprany
The business manager
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The global business overriding responsability requires not only the perspective to recognize opportunities and risks across national and functional baundaries but also the skill to coordinate activities and link capabilities across those barriers
The global business manager's
overall goal is to capture the full benefit of integrated worldwide operations
the strategies of organization, the architect of its worldwide asset and resource configuration, and coordinator of transactions across national borders.
The global business manager´s responsability for the distribution of crucial assets and resources is closely tied to shaping an integrated strategy.
Manager have grat administrative and interspersonal skills to ensure that coordination and integration don´t deteriorate into heavy- handed control
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An emerging group of transnational companies
has begun to transform the classic hierarchy of headquarters-subsidiary relationships into an integrated networ
there are the top executives at corporate headquarters, the leaders who manage the complex interactions
The country manager
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Global business manager´s primary objective is to achieve global- scale efficiency and comptetitiveness, the national subsidiary manager´s is to be sensitive and responsive to the local market
Country managers play the pivotal role not only in meeting local customer needs but also in satisfying the host government´s requirements and defending their company´s market positions against local and external competitors.
In many companies, the national
subsidiaries are hothouses of entrepreneurship and innovation
This manager has the difficult task of conveying the importance of such intelligence to people higher up, especially those whose percetions may be dimmed by distance or even ethnocentric bias.
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Sometimes a country manager must carry out a strategy that directly conflicts with what he or she has lobbied for in vain.
The functional manager
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While global business managers and country managers have come into their own, functional specialists have yet to gain the recognition due them in many traditional multinatinal companies relegates to support staff roles.
transnationals face the strategic challenge of resolving the conflicts implicit in achieving global competitiveness
Building an organization that can use learning to create and spread innovations requires the skill to transfer specialized knowledge while also connecting scarce resources and capabilities across national borders
functional managers must scan for specialized information worldwide, "crosspollinate" leading-edge knowledge and
best practice, and champion innovations