Chapter 13: Management Development What Competencies Will Future Managers Need? November 30, 2010

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The Globally Competent Manager Due to the onset of the global economy, recommendations that organizations create management development programs that accommodate international assignments in producing globally competent managers have been made. Three examples of ways the globally competent manager has been conceptualized will be explained.

Examples: Concepts of the Globally Competent Manager Bartlett and Ghoshal: Role-oriented view Suggest need for a team of managers who perform different functions and roles Describe four categories of managers

Bartlett and Ghoshal: Four Categories of Managers Business Manager: The strategist for the organization, architect of its worldwide asset configuration, and coordinator of transactions across national borders. Country Manager: The sensor and interpreter of local opportunities and threats, builder of local resources and capabilities, and contributor to active participation in global strategy. Functional Manager: Functional specialist in areas such as engineering, marketing, and human resources; finds specialized information worldwide, combines leading-edge knowledge and best practice, and creates innovations that may offer transnational opportunities and applications. Corporate Manager: Serves in corporate headquarters and orchestrates the organizations activities as the leader and talent scout, developing promising executives.

Examples: Concepts of the Globally Competent Manager Adler and Bartholomew: Focus on competencies managers need Seven transnational skills: (1) Global perspective, (2) local responsiveness, (3) synergistic learning, (4) transition and adaptation, (5) cross-cultural interaction, (6) collaboration, (7) foreign experience. Suggest all managers become “globalized”

Examples: Concepts of the Globally Competent Manager Spreitzer, McCall, and Mahoney Important to focus on future challenges that may require different competencies than those required today. Emphasize competencies involved in learning from experience. Identified fourteen dimensions that can predict international executive potential.

Spreitzer and Colleagues: Fourteen Dimensions Eight end-state competency dimensions: Examples include business knowledge, courage to take a stand, and commitment to success. Six learning-oriented dimensions: Examples include use of feedback, seeking opportunities to learn, and openness to criticism.

Examples: Competency Areas Managers Will Need in the Future Spreitzer and colleagues Allred, Snow, and Miles: New organizational structures demand new sets of managerial competencies. Conclude that five categories of knowledge, skill, ability, and other characteristics (KSAOs) will be important for managerial careers in this new century.

Allred and Colleagues: Five KSAOs A knowledge-based technical specialty Cross-functional and international experience Collaborative leadership Self-management skills Personal traits Including integrity, trustworthiness, and flexibility

Conclusion: Considerations for HRD Professionals Management development activities should prepare managers for the future. Estimates are vital and should include trends and industry-specific issues that will likely affect the businesses that managers will have to manage. Management development is a long-term process. Never a finished product, but works in progress that are constantly evaluated and modified as trends, strategies, and conditions change.