1. GROUP 1 EMGT 370 2/28/09 Jack Chang Maria Rodriguez Matthew Illowsky Vijaya Madabushi Feride Akan Kirac Muvjot Singh Characteristics of a Model Global Manager

2. Agenda Type of Manager Cultural Differences Technical Skills of a Model Global Manager Presentation Techiniques of a Global Manager Motivate Global Teams

3. Global Manager: What Type are You? Jack Chang

4. Types of Manager Agenda Business Manager: Strategist + Architect + Coordinator Country Manager: Sensor + Builder + Contributor Functional Manager: Scanner + Cross-Pollinator + Champion Corporate Manager: Leader + Talent Scout + Developer Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

5. Type 1: Business Manager Overview Objective: To further the company’s global scale efficiency and competitiveness. Requirements: o Perspective to recognize opportunities and risks across national and functional boundaries o Skills to coordinate activities and link capabilities across barriers o Ability to capture the full benefit of integrated world operations Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

6. Type 1: Business Manager Roles: Strategist + Architect + Coordinator Strategist for the organization Architect of the world wise asset and resource configuration Coordinator of transactions across national borders. Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

7. Type 2: Country Manager Overview Objective: To achieve global-scale efficiency and competitiveness. Requirements: o Be sensitive and response to local market. o Meet local customer needs o Satisfy host government’s requirements o Defend company’s market positions against local and external competitors. Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

8. Type 2: Country Manager Roles: Sensor + Builder + Contributor Sensor and interpreter of local opportunities and threats Builder of local resources and capabilities Contributor to and active participant in global strategy Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

9. Type 3: Functional Manager Overview Goal: Learning to create and spread innovation Requirements: o Transfer specialized knowledge o Connect scarce resources and capabilities across national borders Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

10. Type 3: Functional Manager Roles: Scanner + Cross-Pollinator + Champion Scanner for specialized information worldwide Cross-pollinator for leading-edge knowledge and best practice Champion of innovations that may offer global opportunities and applications. Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

11. Type 4: Corporate Manager Overview Objective: Focus on intense interchanges and subtle negotiation requirements Requirements: o Integrate various levels of responsibilities. o Balance negotiations among the three (business, country, functional). o Promote strong managerial specialists to translate company strategy into effective operations around the world. Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

12. Type 4: Corporate Manager Roles: Leader + Talent Scout + Developer Leadership role for the company for corporate decisions. Talent scout and developer to identify and develop talented business, country, and functional managers. Ability to provide opportunities that allow business, country, and managerial managers to handle negotiations in a world wide context Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

13. Types of Manager Conclusion Business Manager: Strategist + Architect + Coordinator Country Manager: Sensor + Builder + Contributor Functional Manager: Scanner + Cross-Pollinator + Champion Corporate Manager: Leader + Talent Scout + Developer Title/Author/Year: What Is a Global Manager? by Christopher A. Bartlett and Sumantra Ghoshal; 1992 Source: http://www.business.uiuc.edu/aguilera/Teaching/Bartlett%20Ghoshal%20What%20is%20a%20global%20manager%202003.pdf

14. Handling Cultural differences Manu Singh

15. Implications and Advantages Increased ambiguity Difficulty communicating o Language o Timezones Expand meanings Expand alternatives New ideas Broader market

16. Cultural Differences Individualism (USA) vs. Collectivism (China) Power Distance (USA vs. China) Uncertainty avoidance (Singapore vs. Argentina) Career vs. Quality of Life (US vs. Europe) Task vs. Relationship orientation (German vs. China)

17. Steps for successful Global Mgr Manage negative affects and optimize for positive Recognize the potential for conflict. Describe the situation. Determine the underlying assumptions. Assess the similarities and differences among the stakeholders' approaches. Create synergistic alternatives. Identify options and make fit for all stakeholders Pick an option, and proceed to implement it.

18. Technical Skills of a Model Global Manager Feride Akan Kirac

19. Technical Skills of a Global Manager Employ Technological Tools o Communication o Collaboration o Coordination Recognize pros and cons of those tools o Use appropriate tools Promoting collaborative culture o Guiding and leading employees to adapt

20. Communication Tools Traditional: Phone, pager, email o Low level of communication Instant Messaging o Fast, more personal than email, highly available o Immediate feedback, Q&As Teleconference o Real time, better for longer discussions o Lacks visual aids Web conference o Adds low quality video and IM to teleconference o Provides slide sharing and real-time whiteboard control Video conference / Telepresence o Increasing presence, providing gestures/mimics of employees o High cost if high-quality low-delay video is desired

21. Communication Tools (Cont.) Tele-presence Video conference Web conference Teleconference Instant Messaging Email Availability Presence Cost Complexity Learning Curve

22. Communication Tools (cont.) Personal Digital Assistant o phone, email, calendar, web on a single device o be connected, be accessible Advanced / Unified Communications o Integrate devices and calendars o Track availability and meeting schedules o Voice/text messages, email and fax in one place

23. Collaboration Tools Moderating Wiki Site o Update reports/meeting agendas and minutes Document Management o Collaborative document authoring o Keeping critical documents under version control  Tracking history and employee performance Employee Networking o Organization chart  Who reports to whom o Quick-access contact lists

24. Coordination Tools Project Management Tools o Create, organize and track sub-components (processes) in a large project o Synchronize employee tasks o Track work done by employees o Identify bottlenecks, blocking tasks, and conflicts Information Security o Digital signatures (authenticity) o Encryption (trade-secrets) o Authority (who accesses what information)

25. Presentation Techniques of a Global Manager Matthew Illowsky

26. When a passenger of foot heave in sight, tootle the horn. Trumpet him melodiously at first, but if he still obstacles your passage tootle him with vigor." -From a brochure at a Tokyo car rental firm

27. Overview 1. Preparation 2. Delivery 3. Finishing Touches

28. 1. Preparation Know your audience o Country o Language o Age Practice difficult pronunciations beforehand Don’t assume words that sound similar to English words mean the same thing: o What does “Embarazada” mean in Spanish?

29. 1. Preparation Go over presentation with someone from that culture o Word Pronunciations o Spelling o Cultural Differences  Bowing  Shaking hands  Gift  Kissing? o Technical Units (i.e. Metric vs English)

30. 2. Delivery Attention Step o Quotation o Picture o Question Overview o List 3 Main Points Body o Give 3 Main Points Summary o List 3 Main Points Questions

31. 2. Delivery Speak Clearly o Slowly and Loudly (but not patronizing) o Especially when English is not primary language of audience Pass Out an Outline o Possibly include notes in their primary language Stay within prearranged time

32. 3. Finishing Touches Include Pictures o Especially for non-English speakers Be confident o They are there because they want to hear from you! Consider extra slides for possible questions

33. 3. Finishing Touches Avoid This: KFC - "finger lickin' good" in Chinese translated to "eat your fingers off" Scandinavian vacuum manufacturer’s English slogan: "Nothing sucks like an Electrolux“

34. Summary 1. Preparation 2. Delivery 3. Finishing Touches

35. Motivate Global Teams Maria

36. Importance of Motivation Correlation of employee motivation to corporate performance o productivity o retention o customer service o loyalty

37. The Four C’s to motivate teams Connect Challenge Communicate Celebrate

38. Connect Relationship: Team Member Manager One on one calls Leaders, make yourself available develop a culture of trust. o Emails o Phone Encourage your employees to talk openly o Get rid of rumors o Misunderstandings are common -Different cultures -Means of communication

39. Challenge Provide team members with challenging or new projects Trust them Help your employees tackle new challenges Encourage employees to help each other

40. Communicate Ensure that the organization's vision and goals are clearly communicated o Emphasize them during meetings o Visit corporate locations and give a presentation Employees need to understand how their role is linked to the organization's overall goals. Take the time to provide feedback.

41. Celebrate Reward and recognize your employees. o Formally and informally o Bonus, e-mails, phone calls, good review to local manager,… Meet in person to celebrate success (headquarters) Establishing a peer-to-peer recognition program Leaders can share recognition at staff meetings

42. Global manager & Communication technology Vijaya S Madabushi

43. Communication & Global manager Communication style for Global & International operations Same language different meaning Invest time on building relations through effective communication Global manger should leverage latest Technologies for effective communication

44. Telepresense Technology Unique, “in-person” experiences between people, places and events in their work and personal life A life, face-to-face meeting experience over the network

45. Solutions - Cisco TelePresence 3000

46. Communication A personal exprience video