Global competencies

Some of the dilemmas and discussion in the academic literature:

• Are management competencies transferable to an international context? Ie is competency universal?

• Is there such a thing as a global manager?

• The arguments around management and/or leadership?

• How significant is emotional intelligence and cultural intelligence in a global management context?

• Let’s look at some examples from the literature… but first, Professor Andrew Kakabadse

• (Emeritus Professor of International Management Development, Cranfield Univerity, School of Management)

talks about

• The Global Manager

• Andrew Kakabadse.

Diamond’s global and intercultural attributes Diamond (2011)

A global mindset: an awareness of different cultures and values and how one’s own culture and values differ. Global knowledge: knowledge of global business activity and specific background knowledge of different countries. Cultural agility: the ability to empathise with other cultures, and to cope with and adapt to living in different environments. Advanced communication skills: the ability to communicate effectively with others from around the world. Management of complex interpersonal relationships: the ability to manage relationships with diverse teams and clients. Team-working and collaboration: the ability to work collaboratively and empathetically with diverse teams. Learning agility: the ability to rapidly assimilate knowledge and respond to new challenges. Adaptability, flexibility, resilience, drive and self-awareness.

Global leadership competencies Moran and Riesenberg (1994) cited in Jokinen (2005)

• Global mindset

• Ready to work as an equal with persons with diverse backgrounds,

• Have a long term focus,

• Facilitate change,

• create learning systems,

• motivate employees to excellence,

• Negotiate conflicts

• Manage skilfully the foreign employment cycle,

• Lead and participate effectively in teams,

• Understand own values

• Accurately profile the culture of others (use cultural frameworks eg Hofstede? Trompenaars? Lewis?

• Demonstrate knowledge and respect for other countries

Competency model of Global Leadership (based on Jokinen (2005))

Core Global Competencies

• Are fundamental to the development of global characteristics, leading to…….

Approaches to issues

• Desired mental characteristics, guiding actions and behaviours leading to…….

Explicit skills

• Concrete actions and visible results

Competency model of Global Leadership (expanded, based on Jokinen (2005)

Core Global Competencies

Fundamental to the development of global

characteristics

• Self awareness

• Engagement in transformation

• Inquisitiveness:

• seeking knowledge beyond boundaries

• A motive for risk taking, initiative and commitment

Competency model of Global Leadership

Approaches to issues:

Desired mental characteristics

guiding actions and behaviours

• Optimism

• Self regulation

• Social judgement

• Empathy

• Motivation to work in and international environment

• Cognitive skills

• Acceptance of complexity and its contradictions

Competency model of Global Leadership (expanded, based on Jokinsen (2005))

Explicit skills Leading to concrete actions

and visible results

• Social skills

• Networking

• knowledge

Global Management challenges Do the practitioners agree with the theorists?

• http://www.youtube.com/watch?v=Q4yJ_Xb25GU

HSBC Selection Process

HSBC Candidate Guide

meet the HSBC grads

ASDA: meet our graduates

Specifically….. Intercultural competence Johnson et al (2006) define the concept of intercultural competence as “an individual’s efficacy in resorting to a set of knowledge, skills and personal attributes in order to achieve success while working with people from different national cultures.”

More recently Holmes & O’Neill (2012) highlight that developing intercultural competence encompasses “processes of acknowledging reluctance and fear, foregrounding and questioning stereotypes, monitoring feelings and emotions, working through confusion, and grappling with complexity”

How culture has been ‘profiled’

Adapted and developed from Schneider, S.C. and Barsoux, J-L (2003) Managing Across Cultures. 2nd edition) FT Prentice Hall. Harlow. pp34

Communication Culture Clash?

• Toyota

• Toyota Statement

One crisis, two approaches….

Geert Hofstede Initial Research base:

116,000 employees at IBM

in 72 countries

in 20 languages

His work has been critiqued and replicated

Also developed (take a look before the next seminar)

http://www.geert-hofstede.com

Hoftede:significant findings: • Differences in behaviour and attitudes of staff

from different cultures

• Differences did not change over time

• National cultural values are more significant than work related values eg

• Position in the organisation

• Profession

• Age

• Gender

Hoftede:significant findings: • Employees bring their ethnicity to work and this

impacts upon corporate culture

Corporate Culture National culture

The dimensions used to differentiate between cultures • Power distance

• Individualism – Collectivism

• Uncertainty avoidance

• Masculinity – Femininity

• later he added long term orientation

• very recently indulgence versus restraint

Hofstede’s dimensions

Power Distance (PDI)

the extent to which less powerful members of institutions and organisations accept that power is distributed unequally

Individualism / collectivism (IDV)

• Individualism: The tendency of people to look after themselves and their immediate family

• Collectivism: The tendency to belong to groups and collectives

Hofstede’s dimensions

Uncertainty Avoidance (UAI)

The extent to which people feel threatened by ambiguous situations

avoidance of uncertainty is not risk avoidance but the mechanisms to protect the risk are strongly built

Masculinity / Femininity (MAS)

Masculinity: Dominant values in society are success money and things

Femininity: Dominant values relate to caring and the quality of life

Hofstede’s Dimensions

Long Term Orientation (LTO)

focuses on the degree the society embraces, or does not embrace, long-term devotion to traditional or forward thinking values Hofstede has recently changed this dimension following critique. He talks now about pragmatism)

Indulgence / Restraint (IVR)

Indulgence: Allows relatively free gratification of basic and natural human drives related to enjoying life and having fun.

Restraint: Suppresses gratification of needs and regulates it by means of strict social norms

Cultural Intelligence CQ Livermore, D. (2011) The Cultural Intelligence Difference. Amacom. New York*

• David Livermore talks about Cultural Intelligence

4 capabilities:

• CQ Drive: The level of interest, drive and motivation to adapt interculturally

• CQ knowledge: The level of understanding of how cultures are similar and different.

• CQ Strategy: The level of awareness and ability to plan for intercultural actions.

• CQ Action: The ability to adapt when relating to working interculturally.

*buy this book to take the CQ test

bibliography Diamond, A., Walkley, L.’ and Scott-Davies, S. (2011) Global Graduates into Global Leaders. Research Report: Association of Graduate Recruiters, CFE, CIHE, London, AGR Holmes, P. & O’Neil, G. (2012) Developing and evaluating intercultural competence: Ethnographies of intercultural encounters. International Journal Of Intercultural Relations. 36, pp. 707-718 Johnson, J., Lenartowicw, T. & Apud, S. (2006) Cross Cultural Competence in International Business: Toward a Definition and a Model. Journal of International Business Studies, 37, pp525-543. Jokinen, T (2005) Global Leadership Competencies, areview and Discussion. Journal of European Industrial Training, Vol 29, (No.3), pp 199-216 Livermore, D. (2011) The Cultural Intelligence Difference. Amacom. New York Moran, R.T & Riesenberger, J.R (1994) The Global Challenge: Building the new worldwide Enterprise.McGraw Hill, London Schneider, S.C. and Barsoux, J-L (2003) Managing Across Cultures. 2nd edition) FT Prentice Hall. Harlow. pp34