1. Global Challenges in Management
Joe Markert, Instructor
Rutgers Business School
Management & Global Business Dept.

2. A Thought for Today
One person’s “simple” is another person’s “huh?” – ask questions.

3. Trends that affect Management
Globalization
Migration
Product life cycle changes
Technology
World economy

4. Forces
Social
Business requirements
Technical

5. Managing Effectively: Three Critical Challenges
GLOBALISM
TECHNOLOGY
This slide is based on Exhibit 1.1 (see page 7 of the textbook) and is intended to lead to discussion of some of the many challenges faced by manager in this newest century. Of course many of the challenges have been around for some time, but there are some unique ones for this century, including terrorism, which for managers in the United States is a new and present danger.
In addition, one might ask what technology issues face managers, since many of the “old” technologies, such as the use of computers might be less of a challenge today than just a few years ago.
Management Challenges for the 21st Century
CHANGE
Adapted from Exhibit 1-1: Critical Management Challenges for the 21st Century

6. VIDEO
Shift Happens video

7. So What Do People Do When Global Competition Comes?
Hide; keep head down
Resist
Sabatoge
Rarely embrace it unless the power shifts toward them

8. Global Management Perspective #1: The Human Factor
Effective managers must be adept at
Assessing other people’s capabilities
Matching people’s capabilities with appropriate responsibilities
Motivating people
The second perspective, described in the text on pages 14-16, closes in on the importance of people to any organized effort. Hence managers must be good with people, understanding their abilities, needs and other attributes. You might elicit from students how the “best manager they have worked for” differs from the worst in terms of how they interact with employees and other persons such as customers and suppliers. What makes a good or a bad manager in terms of handling people?

9. Global Management Perspective #2: Managing Paradoxes
Management requires simultaneously mastering multiple and potentially conflicting situations
Integration and fragmentation
Consistency & Flexibility
Reflection & Action
Global Perspective and
Local Understanding
The third perspective, found in the text from pages 17-21, gets students to realize that the manager’s “space” is complex with lots of things going on at the same time. Somewhere in the process, a good manager will understand priorities, and how one thing will affect another. Although it might seem like managers are simply reacting to that environment in a random manner (the squeaky wheel gets the grease), that is usually not the case. Somewhere in the apparent chaos, a good manager understands the connections between events and will know where and how to react to those events.

10. What Skills Do Global Managers Need?
Interpersonal skills
Sensitivity
Persuasiveness
Empathy
Technical skills
Specialized knowledge
(Including when and how to use the skills)
This exhibit summarizes discussion of the three sets of skills discussed in chapter one, as essential to good managerial performance. The exhibit has been modified for presentation, and is animated to permit point-by-point discussion.
I like to stress to students that too often managers over-rely on interpersonal skills. However, careers in management depend heavily on the managers technical skills, and especially on the managers conceptual skills. That is also seen in Exhibit 1.6, which follows this slide.
Conceptual skills
Logical reasoning
Judgment
Analytical abilities

11. Functions of Management
Functions of Management
Planning
Leading
Controlling
Organizing
Use influence to motivate employees
Select goals and ways to attain them
Assign responsibility for task accomplishment
Monitor activities and make corrections

12. Global Functions of Management
Global Functions of Management
Planning
Leading
Resources
Controlling
Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence to motivate employees
Select goals and ways to attain them
Assign responsibility for task accomplishment
Monitor activities and make corrections
Exhibit 1.1

13. Managing In The New Era Internet Globalization New Era Management
Knowledge
Management
Collaboration
Across
“Boundaries”

14. Managing For Competitive Advantage
Best managers and companies deliver on 4 things:
Cost
Competitiveness
Innovation
Competitive
Advantage
Speed
Quality

15. QUESTIONS?