Textbook question: answer Question 4 in the ‘Thinking critically about management issues
section’ on page 76 (max. 200 words).
Challenges that might confront a Singaporean manager transferred to Australia or New
Zealand to manage a manufacturing plant in Sydney or Auckland are cultural differences
such as that Australian’s are very casual and direct which is quite different from
Singaporeans, which might make it hard for the Singaporean manager to communicate well
with them. These challenges will not be the same for an Australian or New Zealand manager
transferred to Singapore as they would face different cultural differences, as customs in
Singapore are different to Malaysia and New Zealand.
Textbook Question: answer Question 6 in the ‘Thinking critically about management issues
section’ on page 76 (max. 200 words).
Global factors have changed the way organisations select and train managers as now
managers are trained to have cultural intelligence, which covers, knowledge of culture as a
concept – how cultures vary and behave, mindfulness – the ability to pay attention to signals
and reactions in different cross cultural situations and behavioural skills – using one’s
knowledge to and mindfulness to choose appropriate behaviours in those situations or they
are trained to have global mind-set attributes.
The impact the internet has had on this is it has allowed managers to research other
culture’s customs, helping them adapt better to workplaces in other countries and also
allowing them to manage their employees better as the cultural barriers are less than before.
Write a 200 word summary article by Harris & Brewster (1999)
Due to globalisation, international management experience has become a necessary skill for
senior managers, with organisations needing to figure out how best to select an international
manager. Harris and Brewster argue that in theory, an international manager should have
the characteristics of an effective manager in a less complex environment plus additional
skills to reconcile cultural problems. They should also have interpersonal and cross cultural
skills to help them be successful. However, in practice, organisations are not doing this and
instead selecting international managers on the basis of technical skills alone. Harris and
Brewster have also found that many organisations select international managers using a
coffee machine system, where selection informal and the selection pool is limited to those
employees well known to the selector and the other managers whom they come in contact
with. This selection process is bias towards men and does not take into full account if the
employee is actually suitable to be an international manager.
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