The High Risks of Short-Term Management - Essay Example

?Introduction With the economic downturn starting to slow down, more organizations today mention about improving their leadership bench strength thatwill serve as one of the most important issues they will have to contend with today. This particular subject is also becoming large-scale the world over, which calls for more a more demanding approach. Corporations in all fields of business i.e. manufacturing, business process outsourcing, technology, etc. are growing product and service approaches into developing economies at such as fast pace - but still, they do not constantly know how to put up the ideal leadership in these topographies. A single dimension does not suffice all in multinational leadership development. The skill set and capabilities required of leaders in different countries differ, especially in cases where a planned expansion is set to be carried out in an emerging economy. Those differences have consequences for corporate leadership development and aptitude stratagems. The exigencies on leadership are both contractual, in which case, the enterprise is concentrated on the operations and implementation, and transformational, in which case, the enterprise is concentrated on instigating and establishing a direction. Skills and abilities to attend to both arrays of requirements are necessitated, but still they are not constantly being equalized in most individuals or throughout leadership clusters. Before necessary skills in order to effectively carry out the expansion in an emerging economy can be identified, it is important to understand the following crucial points: 1. Leadership skills differ from one country to another. Emerging economies such as India and China presents a robust operational effectiveness and implementation. These leaders are skillful at performing profound analysis on complicated information and bringing in results by means of careful planning and arrangement. In some countries in Europe, such as in Sweden and Denmark, leaders have deeper idealistic, creative, and transformational style. These leaders are tactical theorists, and bring in results by means of modernization and influential communication. This particular point is being brought up because it is very important for company expansions to understand the variations in leadership requirements among emerging economies and target leadership schemes in creating varied arrays of skills. 2. There is a need for leaders in multinational companies to pay respect to their individual differences. For instance, an American manager who employs a business-driver leadership approach (Silverthorne, 2012) concentrated on outcomes may upset a Chinese or an Indian manager who is habituated to a more flexible, free method and who have preference on building a relationship prior to pledging to a particular assignment. In multinational companies, leaders must be familiar with their differences and become skilled at working together for the eventual success of the company. 3. Companies must likewise take into account the variations in individual capabilities when putting main aptitude. Proficient operational managers are less probable to do well in functions in which extremely innovative talent is required. 4. Additionally, corporation employing an expatriate paradigm to supply leadership functions in their international operations must conscientiously reassess this method. Owing in part to the differences in leadership style and cultural consciousness, the emigrant model is turning up under extreme criticisms. Many corporations today believe that it is advantageous to employ and cultivate the skills of regional leaders, as compared to employing expatriates with diverse ways and cultural standards. Assessment of Skills Required for Enterprise Expansion Many people around the world dreamed of working in an organization that provides aid to in developing countries in order to improve and salvage themselves from the blight of poverty and disenfranchisement. The causes for a profession in international development stretch from idealism or a yearning for cross-cultural encounter and travel, to a particular aspiration to utilize one’s organizational skills in a particular region, especially in an emerging nation. Considering the fact that working for a multinational, global company can be exciting, and for the reason that prospects in the field are inadequate and necessitate particular skills set, the evaluation of skills that are required to carry out a ground for expansion of an international relief agency can be very stern and extremely selective. In order to come up with an effective organization plan for enterprise expansion, it is imperative for leaders to set standards in the qualifications of individuals that are to be placed in various functions. In the same way, it is essential for both leaders and workers to obtain profound understanding on the nature of international relief agencies, the types of people involved, the prospective jobs available, experience needed, and since multinational companies are comprised of individuals of different nationalities, it is important to consider the following competencies: For Leaders Competencies/Skills Leadership Purpose Description Contractual Leadership Innovative Building the Vision Leaders should have detailed analysis of the predating state of affairs, and the creation of ideas to propel the expansion of enterprise (plan) Analysis and Understanding: the ability to analyse and understand extremely complicated and critical information Formation and Theorizing: the ability to make ground-breaking ideas and tactical reasoning. Communicating the Objectives Leaders should have convincing communication skills in order to effective deliver the objective of expanding the enterprise to the workers; also, personally familiarizing to the alterations that new methods carry. Familiarizing, Handling, and Managing: Acting effectively in response to changes and social and economic tensions. Collaboration and Presentation: collaborating with, convincing and motivating others. Obtaining Support Leaders should know how to acquire his cohorts support by inspiring and encouraging them to execute the necessary actions required for transporting the plan. Reinforcing and Working Together: Reinforcing the workers and other colleagues and working efficiently with subordinates. Heading and Deciding: setting off actions, providing guidelines and instructions and persuading other workers. Bringing in Positive Results Leaders should know how to utilize operational effectiveness and commercial insight to efficiently put the plan into action. Arranging and Performing: systematically plan the expansion and concentrating on the delivery of the positive results. Enterprising and Implementing: Concentrating on the outcomes and on reaching the overall objectives of the company in its expansion plans. For Workers Expansion of an international relief agency requires a certain degree of familiarization to other cultures, customs, languages, etc. (Silverthorne, 2012). Therefore, certain qualifications should be taken into considering in placing candidates on a particular function. Aside from the global economy necessitating for a new line of knowledge and aptitudes for its workforce, working in an international relief agency needs more than just that. Considering the fact that international relief agencies would be working with individuals suffering from disenfranchisement, poverty, hunger, and other dilemmas, special skills must be required. First, an advanced degree in public relations, public health, and other technical fields shall be a prime requirement: working for an international relief agency involves a profound knowledge on functions that are associated with studying the influence of development work in order to guarantee that the services afforded to clients are being carried out positively, and should be able to bring aiding effects to underprivileged individuals. Secondly, proficiency in relevant languages is preferable: Fluency in a prevalently-spoken language i.e. English, French, Chinese, and Spanish. More difficult and unusual languages should place applicants above the rest, and should be given top priority. And owing to the fact that most of the services offered by international relief agencies are delivered to countries located in the Middle East, Arabic is considered to have very high demand in that it is rather hard to learn and considering that most works that involves international relations are directed towards Middle-eastern countries. Finally, workers should have very strong intrapersonal skills: In which case, workers should stress on the importance of teamwork and how it could help in completing the task satisfactorily. In a nutshell, while there could be other skills that could greatly contribute to the successful implementation of the expansion of international relief agencies, the combination of the aforementioned skills should be sufficient enough to come up with a strategic approach to expedite the realization of the plan, that is, to expand enterprise systematically and smoothly. Contextual Issues Critical to the Success of Enterprise Expansion Culture and Identity Forming a team that is comprised of individuals of different nationalities, backgrounds, race, language, etc. can be very difficult at times. Leaders have been wrapped up with cultural and identity backgrounds of their native country for such a very long time. Seen this way, it is fair to infer that it is very hard to stay neutral in the process of forming a multinational team that objectifies to successfully expand an international relief agency. Leaders have learned principles and, more conservatively, moral standards, that have been influenced by their families, political status quo and social influences. For instance, the United States is a nation that is made on a rough independence and freedom. The American values of independence, equality, and rivalry crops up a leader that is individualist. In contrast, countries that focus on generational functions, such as China have bent almost its entire focus on hard work and organizational revamp and change, which leads to an idealistic style of leadership (Vorhauser-Smith, 2012). Variations in culture with a particular multinational team working for an enterprise expansion can involve interlocking issues that are sensitive and volatile. Therefore, it is crucial for both leaders and workers to understand each other’s cultures in order to effectively perform the team’s common goal. Political Situations The function of the governments and their perspectives of business and trade as well as on international commerce impacts leadership methods in different regional and international locations. For example, in China, the CCP also known as the Chinese Communist Party takes care of all facets of business and mass media. The governmental traditions of China perplex and upset business individuals (Vorhauser-Smith, 2012) from nations with different cultural practices and traditions. As a matter of fact, this is one of the reasons why many foreign businesses have reconsidered the probability of outsourcing business to China. So, in expanding enterprise, it is extremely substantial for multinational teams to consider variations in political conditions and the cultural and social facets that are attached to them. The Development and Scope of the Business In emerging economies that are common in Asia i.e. Indonesia, India and China, leaders may necessitate to accept more responsibility in the initial stages of their career. With so many variations in forming multinational teams, and in expanding enterprise, leaders will have to contend with rapid environmental changes, which may affect the overall operations of the business (Vorhauser-Smith, 2012). The wide-ranging leadership development resolutions should comprise parts that allow for the rapid development of leaders and workers, which inspires for a more adaptive and innovative leadership programs, as opposed to traditional ones. References Silverthorne, S. 2012. The high risks of short-term management, Harvard Business School, [online] Available at: [Accessed April 16 2013]. Vorhauser-Smith, S. 2012. Into China: Talent management essentials in a land of paradox. Pageup People Research. Read More