Manual de políticas.

In the past, and to a lesser extent today, the German cultural environment favored reliance on authority in directing the work force, although it was often benevolent authoritarianism (managerial function of leading). Even today, while managers may show concern for subordinates, they also expect obedience. In 1951’ a law was passed that provided for codetermination, which requires labor membership in the supervisory board and the executive committee of certain large corporations.

Furthermore, a labor director is elected as a member of the executive committee. This position is a difficult one. Labor directors supposedly must represent the interests of the employees and, at the same time, must make managerial decisions that are in the best interest of the enterprise

4.0 CONCLUSION

In this unit, we have seen that there certain factors that influence management styles of international managers in different parts of the world.

5.0 SUMMARY

Many factors account for the different management perspectives around

the world. In Australia, managing is mostly influenced by the country’s

political and social values, achievement and risk taking, Italian managers

on the other hand have a low tolerance for risks and group decision making. Management in Austria and Germany is influenced by effective leadership style by managers. Britain emphasized job security. The dominant managerial practice in Japan is group decision making and lifetime employment policy.

6.0 TUTOR MARKED ASSIGNMENT

1. What factors do you think account for the different management adopted by the various countries around the world?

2. Compare and contrast the Japanese and the British management styles.

7.0 REFERENCES/FURTHER READING

Bateman T.S & Snell S. A , Management, leading & collaborating in a competitive world, Boston, McGraw-Hill,

Daft R. L. (1997) Management, San Diego, Harcourt Grace College Publishers.

Griffin R.W (2002), management, Boston, Houghton Mifflin Company

Hellriegel D., Jackson, S. E & Slocum J. W. J (2002) management, a Competency-Based Approach, South-Western – Library of Congress Cataloging – in – Publications Data.

Robbins S.P & Coulter M (2003), Management, New Jersey, Prentice Hall

Rue L. W. & Byars L. L (2001) Business management-Road wild applications &

connections, New York Boston, McGraw Hill Irwin.

Rue L. W. & Byars L. L (2007) management, Boston, McGraw Hill Irwin.

Smith on (2011) Fundamentals of management, London, McGraw Hill.

Stoner J. A. F. (1978) Management, New Jersey, Prentice Hall.

Stoner, J. A. F, Freeman A. E, and Gilbert Jr. D.R , management, New Jersey, Prentice Hall

Worthington I, and Britton. C, (2009), the business environment, London, Prentice Hall.

UNIT 16 MANAGEMENT CHALLENGES IN A GLOBAL ENVIRONMENT

CONTENT

1.0 Introduction 2.0 Objectives 3.0 Main content

3.1 Planning in a global environment 3.2 Organizing in a global environment 3.3 Leading in a global environment 3.4 Controlling in a global environment 4.0 Conclusion

5.0 Summary

6.0 Tutor marked assignment 7.0 References/further reading

1.0 Introduction

The management functions of planning, organizing, leading and controlling is relevant to international managers just as it is to the domestic managers. However the international manager has additional responsibilities in these areas since he is dealing with a more diverse work area. International managers have to clearly decide on the future of their organizations by formulating objectives. They have to organize to implement their plans. They have to motivate those who work with them and finally they have to develop appropriate control mechanisms to ensure that plans are maintained. In this unit, we shall discuss these management functions as they relate to international managers.

2.0 OBJECTIVES

After reading this unit you should be able to discuss . Planning in an international environment

. Organizing in an international environment . Leading in an international environment . Controlling in an international environment

3.0 MAIN CONTENT

Management processes in a Global environment 3.1Planning in a Global environment

Planning in a global environment entails the same process just as in a domestic environment. However the international manager must have a broad based understanding of both environmental issues and competitive issues applicable to its organization. To plan successfully, the international manager needs to understand both the local and international market conditions that will affect its operations. Managers while planning in an international environment need a great deal of information to function effectively. They need to understand what markets are growing or shrinking, what the local and foreign competitors are doing in each market. Critical issues to contend with while planning include understanding environmental circumstances, the role of goals and planning in a global organization, and how decision making affects the global organization.

3.2 Organizing in a Global Environment

Managers in international business must also attend to various organizing issues. For example, General Electric has operations scattered around the globe. The firm has made the decision to give local managers a great deal of responsibility for how they run their business. In contrast, many Japanese firms give managers to their foreign operations relatively little responsibility. As a result, those managers must frequently travel back to Japan to present problems or get decisions approved. Managers in an international business must address the basic issues of organization structure and design , managing change, and dealing with human resources. We address the special issues of organizing the international organization in Chapters 11 through 14

3.3 Leading in a Global Environment

We noted earlier some of the cultural factors that affect international