Management Skills for Managers, Global Environmental Change - Annotated Bibliography Example

Annotated bibliography Name Course Date Part A Carol, W. E. (2005). Management skills for new managers. New York: AMACOM Div American Mgmt Assn. This book covers the necessary requirements of a good manager in any organization. It offers advice on the skills needed by one to be to be a good first-time manager. Through the book, the author highlights on the basic qualities a manager requires as well as the roles he is expected to perform. It also offers advice to managers on the best techniques to use when managing a firm to ensure success. Finally, the book offers a systematic formula that managers can use in this current market trends to ensure that they succeed and the firm progresses accordingly without any setbacks. Simon, D. “Cities and global environmental change: exploring the links. (Urbanization and global environmental change: 21st century challenges).” The Geographical Journal Articles, 15. 12(6) 2007. The article focuses on the changing economic trends in the world. The world market is not what it was a decade ago and managers need to be well equipped to handle these new changes. The article focuses on the need for managers to adopt a mindset that is global in order for them to be able to cope with the globalization trend that has engulfed the economy. It further emphasizes the need for managers and employees to adopt a good business culture in order to ensure the success of the firm. Finally, the article emphasizes on the need for managers to observe the environment they are in and the changes that are happing there. This is in order for them to be able to identify any changes first and fast so that they can beat their competitors. Part B The past century has seen significant alterations in the world. This has as a result, affected the world economy. The economy is these days networked meaning that the economies of the world are interconnected and dependent on each other. The collapse of one economy out rightly affects the other countries economy as well. For example, when the economy in USA is low, it will affect the world prices of all goods supplied in the world market. This is because, the in today's world, an organization cannot survive on its own without incorporating global ideas in its organization. Moreover, almost all companies and countries interact through trade at some point and therefore, organizations interested in expanding their businesses must be willing to include some consideration to their international consumers needs. In this century, there is a lot of global pressure imposed on organizations in order for them to succeed. Therefore, companies have to incorporate managers who are mindset to run the business and to succeed. This means that they have to ensure that the people they entrust the organization to are people who can easily identify business opportunities in their environment and effectively utilize them for the company's success. The greatest challenge companies are facing today is the fact that they have to create a seamless globally integrated system. This will allow them to satisfy their diverse consumers' needs in the diverse global market (Marcic & Daft, 2008). Organizations and firms all over the world require the best possible employees available. This is because the employees are an investment to the firm and represent the intellectual capital of the establishment. This has thus forced companies to adapt to the new business world that is comprised of a global economy. Globalization demands the adoption of a very new managerial mindset – the global- mindset. Managing with a global mindset offers the international management community a major challenge. This is because it confronts the organization with innovative and new managerial concepts and research. This ensures that the companies succeed in this age of globalization. According to Dr. Henri B Meir, it is not enough for managers to prepare for the global age by adjusting their organizational structure, operational expertise and strategic skills. Therefore, a good manager is one who is open to diversity across cultures and markets, one who is knowledgeable about diversity across cultures and markets and one who has the ability to integrate diversity across cultures and markets to the advantage of the organization (Holland, Sheehan & De Cieri, 2007). Managers are therefore, faced with the daunting task of selecting the best qualified and talented people in the organization in order to maximize the firms resources so as to achieve significant results in the company. The collective brainpower of the employees is what keeps organizations running effectively. Technology has taken the front in the growth of organizations. The emergence of virtual space has enabled managers to communicate with employees in remote locations (Jackson & Schuler, 2007). Managers are also required to employ workers who are from diverse cultures. Managers require a global mind set to create and maintain a corporate culture that is cohesive and supports the business strategy. All managers work towards creating a culture that will benefit the company. This is because; culture is the link between the company strategy and its performance outcome. A case study of some of the world's most successful companies revealed that the managers of these successful organizations lay a lot of emphasis on culture and the values that contribute to the company's success. All managers work towards achieving a culture that is oriented towards success and performance. They do so by encouraging all employees to adopt behaviors and attitudes that are needed to meet the company's strategic goals. This ensures that everyone is responsible for the company's success (Wang & Gupta, 2008). Managers need to select employees that are hardworking and efficient. This is because; a hardworking employee utilizes the company resources fully to ensure the growth of the firm with minimal wastage. This is because, majority of these resources come from the environment. Therefore, when resources are utilized properly (Jean-Pierre, 2000), the world resources are saved. For example, when papers are saved in the office, the demand for trees reduces hence, fewer trees are cut down. Value in any organization is recognized when resources are utilized in the right manner, at the right time and at the minimum expense to the organization to provide high returns. This gives the organizations a competitive advantage over other organizations. Additionally, this equips them with the necessary skills it requires to deal with the environmental and market forces better than other competing firms (Jean-Pierre, 2000). The environment around a business affects the returns of the business. For example, a politically unstable region reduces returns in a business while a politically stable region attracts investors and consumers since they feel safe. Managers need to ensure that they frequently assess the environment around them in order to avoid being caught unawares by circumstances. Moreover, they need to keep in touch with their customers’ needs to ensure customer satisfaction always. By assessing the changing trends in the environment, managers are able to produce up to date commodities hence ensuring their survival in a fast growing economy (Witlox & Derudder, 2010). Another key element manager’s need to take into consideration is the culture of the people in the environment. Multiculturalism in an organization allows the workers to understand and respect other people’s diversity. For example, when n American firm wants to open a branch in Germany, they have to first learn the culture there in order to be able to blend in well with the consumers. This is mandatory because consumers need to feel comfortable when shopping in the firm and cannot achieve this if no one in the firm understands them. Every organization is governed by a culture. This culture is what guides the employees in their work relations. It is therefore important that once a manager hires a new employee, he should ensure the employee understands the firm’s culture and is ready to abide by it. This is because; the system of shared values in the firm guides the behavior of the employees who in return learn the importance of respecting other people s culture and diversity in the work place. This greatly shapes the attitudes of the employees and helps them to set performance targets. When employees learn the organizations culture, they are able to work together as a unit towards achieving the goals of the organization (Sujansky, 2007). Managers are also supposed to ensure there is free flow of information in the organization. Employees need to be able to approach the managers in case they have a problem without the fear of bei9ng reprimanded. This cultivates a good employer/ employee relationship. Moreover, managers should take time to interact with employees in lower levels of the firm. This is helpful because the managers will be able to learn more about the changes that need to be implemented in the firm. Moreover, the managers need to be attentive to whatever ideas the employees have irrespective of the position they hold in the organization. This is because sometimes these ideas can make a difference in the organization making it succeed more than before. In conclusion, management is not an easy task. The success of any organization is dependent on how effective the manager is. Trends in the world market are drastically changing and organizations have to keep up the trends as a need to survive in the market. Therefore, managers need to be prepared to go an extra mile for the firm and a manager has to be open-minded and ready to learn new tricks to survive otherwise, they will lose their place in the market to their competitors. References Carol, W. E. (2005). Management skills for new managers. New York: AMACOM Div American Mgmt Assn. Holland, P., Sheehan, C., & De Cieri, H. ( 2007). "Attracting and retaining talent: exploring human resources development trends in Australia", Human Resource Development International, vol. 10, no. 3, pp. 247-262. Jackson, E., & Schuler, R. (2007). Strategic human resource management. London: Wiley-Blackwell. Jean-Pierre, J. (2000). Managing with a global mindset. London: Financial Times. Marcic, D., & Daft, R. (2008). Understanding Management. New York: Cengage Learning. Simon, D. “Cities and global environmental change: exploring the links. (Urbanization and global environmental change: 21st century challenges).” The Geographical Journal Articles, 15. 12(6) 2007. Sujansky, J. G. (2007). "Make Your Corporate Grass the Greenest: 16 Cost-Effective Ways to a Culture That Keeps Your Keepers", Journal for Quality & Participation, 30, 3, pp. 9-12. Wang, H., & Gupta, K. (2008). The quest for global dominance: transforming global presence into global competitive advantage. Chicago: John Wiley and Sons. Wankel, C. (2008). Twenty-first century management. London: SAGE publications. Witlox, J., & Derudder, B. (2010). International Business Travel in the Global Economy Transport and mobility series. New York: Ash gate Publishing, Ltd. Read More