The Organisational Environment and Global Dimensions of Management

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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