MANAGERIAL SKILLS
The management of a domestic and MNC organization is quite different. The manager working with an MNC should have a world class thinking and vision. The functional areas and principles are commonly applicable to an MNC with a difference in their practice. Because, the situation prevailing in the countries differs.
For Ex: The mode of advertisement in India is suitable to USA, JAPAN Hence,
a manager of an MNC, should posses the skills and qualities of special nature.
It also means that, an ordinary manager of a local company can also manage an
MNC but not successfully!
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| Skills OF A MANAGER |
The following skills are expected of a person who wishes or act as
manager of an MNC:-
1. Ability to Learn Difference-
Each country is distinct by
its culture, language, beliefs, practices, people, natural resources, trusts,
traditions, etc. Within the country dissimilarities are quite common. The
manager should have zeal to learn the differences. Accordingly, the manager has
to plan his activities.
A proper and perfect understanding
of the differences is an easy way to manage an MNC.
2. World Class Strategies-
The functions performed such as planning, directing,
organizing, controlling, recruiting etc., are to be of world-class. They are to
be carried out with high profile. The competitive strategies should be flexible
enough to incorporate the changes taking place at the international level.
3.
Leadership Quality-
The manager
should have the leadership quality of managing people at work. It is a big
challenge. Hence, they depend more on contingency approach i.e., act according
to the needs of the situation and their sensitivity. The authorization style of
management is of less useful. Because, the work force comprises of a skilled
and educated one a participative leader would be more successful.
4.
Knowledge of Employee Diversity-
The manager
should know that nature of work force that he is supposed to manage. There is a
group of divergent employees. They are characterized as more affluent, female,
minorities, mobile, diverse people. The workers would be more educated and
awarded about the realities. The manager has to integrate these employees
towards the organizational objectives.
5. Constant Eye on Career Development-
The employees of the
organization, especially in MNCS, keep an option open to either to quit or
improve performance. The manager may not get permanent employees loving the
same position. Therefore, the manager should have top frame such a staffing
policy that includes more number of career development opportunities. On the
job training refresher courses, orientation activities, distance educational
learning facilities are to be created.
6. Adaptability-
The manager has to always
embrace the change. Adapt to the situations. He may be forced to take decisions
with less information but expect him to be more accurate. The turbulent
environment always expects manager to be quick and adjustable. The complex MNC's set goals to satisfy most of them without maximizing the results.
As listed by Peter Drucker the manager of the Tomorrow should have the following skills:-
- ·
Manager of tomorrow must relearn how to manage by giving up old ideas
which may not be relevant to current business
- ·
Learn to manage glued situations, where manager is neither superior nor
subordinate.
- ·
Information is replacing authority. Corporation is not a stable pyramid
but more like a tent. It is transitory in character or atheist. It will be
changing. Manager should be visionary and is responsible for his career. ‘Step
ladder is’ gone: Title doesn’t mean what they used to.
- ·
Manager will have series of assignments
- ·
Mere management education is not enough for him. Manager should understand
himself for career success.
- ·
He should understand his competencies as also that of his boss and
peers.
- ·
As future organization will be flatter, perception of manager is more
important than analysis. He must define his own contribution to the
organisation.
- ·
Managers must be specialist and synthesizers of different areas of
knowledge.
- ·
Structure of rank and power will be replaced by sponsor and mentor
relations based on mutual understanding and responsibility.
- ·
The key to the productivity of knowledge workers is to make them
concentrate on the real assignment.
- ·
Powers to executives come from transmitting information to make it
productive and not from hiding it.
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