NEW MANAGERS MUST THINK GLOBALLY

New Managers Must Think Globally



New Managers Must Think Globally

Introduction

Managers who must cope with the contrast between global infrastructure and local objectives often conclude that a blended management style is needed. This “global” approach depends on having exploitable global processes that can then be localized to address specific local needs. But the New Europe adds a new dimension to the traditional global-versus-local conflict. A multinational company doing business in Europe today operates in three dimensions — global, local, and regional — that potentially conflict.

Analysis

Managers must also have the ability to conceptualize and think laterally about abstract and complex situations, conceptual skill involves the ability to visualise the organisation as a whole, and involves the managers thinking, information processing and planning abilities as well as the ability to understand the relationship between various subunits and in addition the capacity to comprehend how the organisation fits into the industry, the community and the broader business and social environment (Samson, D et al., 2003). Such abilities are paramount to a manager and are essential to effective decision making which is an attribute which all managers must be reasonably proficient in, hence the success of any decision depends on the conceptual skill of the people who make the decision and those who put it into action (Katz, R 1974) Katz proposed that these skills become more important in top management positions, the reason for this is that upper level managers often deal with abstract ideas whilst lower level mangers more commonly deal with observable objects and processes (Bergman et al., 2006). Top managers are responsible for the entire organisation, and for making organisation wide decisions and establishing the goals and plans that effect the entire organisation.

These managers usually have titles such as: president, managing director, chief executive officer (CEO) etc. (Bergman et al., 2006). Mr. Storey finally reached his current position as a national manger earlier this year, at first he describes how it was a little overwhelming that his input in decisions would affect all Myer stores nation wide however was soon able to view the organization as one rather than a number of independent stores. Mark details that his role now consists of more abstract thinking and creative decision making rather than the more direct limited decisions he was capable of making at his previous level. Nevertheless Conceptual skills are of paramount importance once one enters the higher end of an organisation and sufficient indication of development in these skills is fundamental in order for a manager to progress up the managerial 'ladder'.

A technical skill is the understanding of and proficiency in the performance of specific tasks, in particular skills involving methods, specialised techniques and equipment involved in specific functions, e.g. manufacturing and engineering. Technical skills also include specialised knowledge, analytical ability and the competent use of tools and techniques to solve problems (Samson, D., Daft, L., R 2003).

An example of a technical skill would be the role of an accounts payable manager who must ...