Global Professionals And Global State of mind Business Essay

The strong intensification of international activity during the last twenty years has drawn attention on the management of human resources in the organizations that broadened their activity across talk about borders. Therefore activities like importing, exporting, startup businesses and alliances, and mergers (Napier, et al. , 1995, p. 217).

The business environment today is seen as a fast change, high competitiveness and global setting up. In this context, an effective and appropriate management of most resources is necessary. The need of managing recruiting as efficient as you can is recognized by human resource experts and also by series managers and, even more, is considered to be a critical 'competitive factor' (Plevel, et al. , 1995, p. 42). A supervisor must have the ability to handle international people resource management issues in a highly unpredictable and unforeseeable international environment.

House et al. (2004, p. 4) state that "() ethnicities of the world are getting more and more interconnected and that business world is now progressively more global". Companies are receiving involved with international trade and for that reason they need to interact with a growing number of employees, customers, suppliers, challengers, and creditors. They are really developing increasingly more outside their house countries' borders and cultivating a multicultural workforce that should be handled by suitable managers that learn how to act in an international context.

This 's the reason for which a worldwide attitude became a required quality of a global manager and, in once, it emerged as a subject appealing for scholars (Kedia & Mukherji, 1999; Nummela et al. , 2004). After establishing that a global mindset has a great importance for a global manager, another set of questions, to which this newspaper attempts to answer, emerges: How can global managers get a global frame of mind and how do they maintain it? By responding to these questions, the paper aims, by way of a theoretical way, to shed light on the sort of comportment a global manager must have and on how the business can help the administrator to development a worldwide attitude.

Section 2 of the newspaper starts off with the clarification of terms. It defines the concepts of any manager, a worldwide manager and a worldwide attitude. Then it should go further and will try to find ideas that fit to the concept of global mentality. Section 3 includes concrete answers to the research questions. Section 4 concludes and presents the limitations of the theoretical review.

Theoretical Track record: Global Professionals and Global Mindset


In order to have the ability to go further with the analysis, a clarification on the meaning of key terms is needed.

A distinction between the terms 'director' and 'global director' must be made. On one hand, a manager, in an understanding viable because of this paper, is a person who is "responsible for planning and directing the task of several individuals, monitoring their work, and taking corrective action when necessary" (Reh, n. d. ). He could immediately lead the personnel or he might have lots of supervisors that do this for him. A manager must depend on date with the task of his group. The most important thing for a administrator is to learn how to handle the individuals who he supervises. A manager can contain the authority to employ or flames employees or even to promote them, but it isn't a necessity. In big companies, a manager can just make proposals regarding these actions to his supervisors. He has the power of changing the work assignments of associates. (Reh, n. d. )

On the other side, a global administrator is "characterized by the type of the task he or she does, typically within an group with global procedures. She or he has the capacity to deal with amid the intricacy of business that is conducted across divergent cultures and time areas" (Financial Times Lexicon, n. d. ). He may also be an expatriate, a person that lives and works abroad, but this isn't a rule.

Global professionals can more specifically be observed in conditions of three prototypical tasks in a worldwide firm (Financial Times Lexicon, n. d. ). They are: first, the global business or product-division managers that have the duty of controlling global strategic positioning and edge co-ordination across the business. Second, there are professionals of the united states that make the connection between your local market businesses and global business aims held by the organization that they stand for. Third, there will be the worldwide functional managers who are able to disperse knowledge and advancement across the key efficient departments of the business. This classification suggests that the knowledge and experience to perform global responsibilities can be followed and conveyed through an built-in web of specialized global ability.

At this aspect it is important to mention that this paper integrates the concept of 'global command', thought as "people running a business options whose job or role is to affect the thoughts and actions of others to accomplish some finite group of business goals. () usually viewed in large, multicultural contexts" (History & Jr, 2011) under the concept of 'global director'. This approach is taken because a leader is usually a supervisor, even though a supervisor in not absolutely all the changing times a leader.

A global manager must cultivate a worldwide mindset because it gives him the ability to analyze, appreciate and weight the principles, ethics, comportments and business tactics of individuals and organizations from diverse elements of the earth.

Stephen L. Cohen (2010, p. 4) argues that "the most important attribute necessary for effective global management is not really a new set of skills or experience, but rather a new point of view called a global mindset". A worldwide mindset "is a way of being rather than group of skills. () A global mindset means the ability to scan the world from a wide perspective, always looking for unexpected fads and opportunities that could constitute a danger or an chance to achieve personal, professional or organizational objectives. " (Rhinesmithn 1993: 24)

A definition suggested by the Financial Times Lexicon represents a global mentality as "one which combines openness to and knowing of diversity across ethnicities and markets with a predisposition and capability to see common patterns across countries and market segments" (Financial Times Lexicon, n. d. ). A company which makes use of the global state of mind has employees that see ethnic and geographic variety as opportunities for the exploration and the preparation to accept successful methods and guidelines, whatever their resources are.

Theories about the acquisition of a global mindset

There are no conclusive ideas in what concerns the acquisition of a worldwide attitude, but an analogy can be produced with the theories that talk about leadership. A brief summary of these theories is distributed by Dorfman (1996, pp. 272-273).

One of the oldest theories concerning command is the one provided by Thomas Carlyle in the overdue 1890s. It is the 'great man' theory of leadership that argues that a innovator is a person gifted with exceptional characteristics that produce him stick out and differentiate him from his fans. However, this theory is highly unrealistic and has been systematically discredited. It was replaced by way of a theory looking personal and physical traits that can be cultivated and which allow a person to become a successful leader. The early studies on the subject cannot find concrete results that would confirm the idea (Stogdill, 1948). More recent studies were able to find some generally accepted attributes (for example charismatic, team-oriented), but they also found out that most of these traits change from a geographical perspective (House et al. , 2004). This approach is considered by Dorfman (1996, 272-273) to be simplistic because, as Bass (1990) turned out, the success of the leader does not be dependent only on his qualities, but also on the particular circumstances and on the discussion of the qualities and the problem.

In the 1950s the behavioral approach developed. It had been trying to find what market leaders do (actions and behavioral habits) to be able to attain high subordinate efficiency and morale. The Ohio Express researchers found that, from the point of view of the subordinates, leaders can be put into two categories. The first one, task-oriented action covers leader's duties like giving responsibilities to subordinates, directing activities, and evaluating poor work. The second category includes relationship-oriented behavior, like displaying matter for subordinates and being friendly and supportive (Dorfman, 1996, p. 273).

The behavioral theory can be employed in a reformed formula to the concept of global mindset. Both perspectives presented before are valid for a global context. A administrator which has a global state of mind must be able to handle job repartition, activities directing, measure the work of subordinates from a global perspective. He must be able to react to the needs of underlings via different ethnical backgrounds. In once, it must be kept in mind that the behavioral theory continues to be faulty, since it does not take into account some important areas of the concept. A worldwide manager that disposes of a global frame of mind, in order to be efficient, must have the ability to change himself to the ever-changing and sudden requirements of the multinational tasks and characteristics of the subordinates executing these responsibilities (adaptation after Dorfman, 1996, p. 273). International managers can distinguish the most appropriate activities under different conditions, to build up ways by which they can predict and prepare for changes that might occur in the multinational arena and to bring together in a peaceful way different view-points and goals of the headquarters and the devices (Napier, et al. , 1995, p. 239).

The development of a worldwide mindset

Why should companies want managers with a worldwide mindset?

There is actually the probability that the competition company will be brought by a global focused consolidator and change the local rules to that your local companies are used. This is why in a globalizing environment what companies need the the majority are people that are prepared to work in a local and global framework.

A global state of mind is often defined as a key aspect for global control improvement and success because it "gives () the ability to influence individuals, teams, organizations and systems that have different intellectual, cultural, and subconscious knowledge or cleverness from your" (Cohen, 2010, p. 5).

One of the main values of a global mindset includes the fact that makes the company to incorporate the promptness with an appropriate reaction to the global changes. It is not hard to do something quickly, but there exists the risk to be rash and spoiling the experience of the company, if the in charge person will not understand how things focus on the international market. A global state of mind has the advantage that, while the company knows and knows how to respond to the needs of the local market, it is able to make cable connections between these needs and the global experience and capabilities of the company (Gupta, et al. , 2008). It offers the business the opportunity to surpass its competitors by handling to correctly examine diverse market opportunities.

Gupta et al. (2008) found the following benefits that a global state of mind brings to a corporation. First, a worldwide mindset makes the company much more eager to take action in researching and learning form product and process improvements which come from the exterior, exceeding its local boundaries. Second, a global mindset offers to the company the capability to be more receptive to and aware of the usage of the local market of foreign competitors. It makes it better to compete and develop both on the local and the worldwide market.

In the same time, even though having managers with global attitude is effective for the company, it has to look at the difficulties it could have to face to be able to cultivate the point of view into the heads of its employees. Developing a global mindset does take time because it requires a consistent long time strategy. These strategies mature detail by detail, through experimenting and even declining. It is an activity that may take years until it is enhanced and successful.

Herbert Paul (2000, pp. 199-200) argues that for many companies that do their work in the earth markets functioning with a worldwide mindset is a difficult task. He distinguishes between three types of companies that require to cope with the execution of a worldwide mindset among their managers, however the approach they have to take differs.

First there will be the established global players that have to condition and enlarge their already existing global mindset in order to keep their position on the international world.

The second ones are the traditional multinational companies that must give up on the strategies with which they are being used to work just because they are more comfortable with them. The challenge for these people is to improve the direction with their attention towards a global approach.

The third kind of companies is represented by the medium-size and small companies that either want to extend internationally, either are forced to do so in order not to walk out business. They are the ones that contain to purchase building the global mindset from scrape.

What helps it be even harder going back two types of companies is the actual fact that they are under the pressure of creating the global mindset in a short period of time if indeed they want to keep up with the rate of the changes. Because of this, they are really disadvantaged. A feasible solution for the coffee lover is to employ managers which may have already developed a global way of thinking, but of course, this is an expensive solution (Paul, 2000, p. 200).

How can a manager act in order to get a global attitude?

Since the firms keep expanding internationally, their managers must understand global business and work efficiently across cultural variances. They need to constantly check if the strategy used continues to be feasible or if it must be altered. They must want and also exceed their own convictions and adapt these to the international environment (Paul, 2000, p. 200).

Cohen (2010, pp. 5-6) sustains a head must "think and respond both internationally and locally". This means that he must have the ability to appreciate when it's advantageous for the company to create a reliable global standard and to deeper explore the understanding of local and social differences, crossing cultures and evolving contexts.

A manager must be capable of recognizing in once situation that requires the utilization of both global and local elements and he must react while merging an openness to and consciousness of variety across cultures and markets. He will need to have the predisposition and the capacity to work with a willingness and ability to arrange across this diversity (Cohen, 2010, p. 6).

The manager shouldn't work alone to be able to get a global mindset. The business he is doing work for should provide the assistance for this.

According to Kedia & Mukherji (1999, p. 240) a company can support its employees to build up a global mindset through four activities: foreign travel, establishing groups, training and exchanges.

Foreign travel has the ability of placing potential global market leaders in the center of a international country in order to make that person get familiar with and understand the culture, overall economy, politics system and market of the individual country.

Through the establishment of clubs the individuals that come from differing backgrounds and have different perspectives are able to interact in a warmer environment.

Purposeful training gives the chance of learning in an successful and well organised environment.

Transfers to overseas locations have the likelihood of living, working and learning from the knowledge of overseas tasks.

To said simply, they are the training functions through which a director should pass to be able to gain a worldwide attitude: formal education and targeted training, pre-assignment acculturation training, in-country acculturation training, computer consumption training, participation in multinational team jobs, foreign short-term engagement (that can keep going between 1 and three months), and expatriate projects (are much longer than 12 months). The main of these is argued to be the international project (Lovvorn & Chen, 2011, p. 276).

What helps and sustains a global mindset?

A global way of thinking is a means to be, whose main features are openness and the ability to distinguish complex interconnections. Despite the fact that having a global mindset is essential for an international leader, it isn't a sufficient condition to effectively manage global competition. It cannot are present alone, but it needs a set of reliable knowledge and skills to maintain it, to be able to respond to the fluctuating, emerging and increasingly sophisticated conditions that are coupled with globalization (Kedia & Mukherji, 1999, p. 234). Knowledge and skills will be the necessary conditions that sustain the global mentality (Number 1).

The knowledge helps the supervisor to understand different facets of the interdependent world. Skills are a set of capabilities that help the professionals to make their work more efficient in the global environment. The combination of a global frame of mind, knowledge and skills is necessary for creating successful global professionals.

Figure 1

(Kedia & Mukherji, 1999, p. 235)


Knowledge regards genuine existing information and not congnitive or behavioral skills. It takes into account the prevailing differences in case it is utilized acordingly, it creates use of skills. In this manner it increases the efficiency of the global supervisor. A couple of multiple areas of knowledge a global manager should conquer in order to be successful. This newspaper proceeds in showing three of them, as they have been found as essential by Kedia & Mukherji (1999, p. 237).

One essential section of knowledge is the ability of knowing how to make use of technology, information systems, and telecommunications within an successful manner in the global activities of the company. The technical aspect of knowledge signifies not only systems associated with communication, information and personal computers, but also the impact so it has on the global businesses of the firm. Technology can make products, processes or services obsolete much faster than it happened a couple of years ago. Because of that professionals must understand technology and assess its effects on the global activities of the business. This knowledge must be complete, profound and must be well associated with the international aspect, which includes continuous seek out new information and competitive market conditions on a worldwide basis.

Another significant knowledge-based concern is to discern between socio-political factors of different countries and know how they effect business operations. Which means that the connection between trade, export, industrial, and agricultural development policies is valuable, as it's the home elevators taxation, banking, exchange rules, and so forth.

The third region of knowledge concerns the cultural and cross-cultural issues which may have to look for the outcomes of management activities. This means that the global administrator must be able to adapt to new values, activities and lifestyle, specific to different countries and societies, in order to become successful.


Skills are the ability of putting knowledge into action. In the event the managers have the data but they have no idea how to apply it, then it is inadequate. In cases like this knowledge and understanding should provide foundation for taking action because the theoretical knowledge will not transform itself into skills unless a lot of practice is engaged (Kedia & Mukherji, 1999, p. 238).

There are two skills provided as very important to global managers by Kedia & Mukherji (1999, p. 238). First, the global manager must be able to take up the values and behaviors of other cultures and second, he will need to have the ability of leading and leveraging the diversity in that manner that it becomes beneficial for the business.

In order to become effective market leaders must be able to change their action and adjust to the medium where they are working rather than make an effort to change the comportment and activities with their underlings. Global professionals must understand what culture means and must make an effort to bring on the same level the prevailing diversity in the company in order to acquire organizational efficiency and increased performance. They should understand how to use this variety in the benefit of the company.


Taking into account the actual fact that the planet is ever-changing due to the procedure for globalization, the necessity for global managers that possess a global mindset becomes noticeable. Companies try increasingly more to walk out their local market segments and to step in the international business environment.

This paper tried to show how a global supervisor should work on the international world and how the company should help the administrator to development a global attitude, by answering the following questions: : How do global managers get a global attitude and how do they preserve it?

It started out by defining the key principles, relevant for the newspaper: administrator, global director - under whose description included the idea of global head - and global frame of mind. Then it proceeded with supplying a possible theory for the acquisition of a global way of thinking, by adapting the behavioral theory on control.

The following part first offered the huge benefits and the road blocks a company must take into account when it chooses if it wants to use managers that have a worldwide state of mind. Then it proved how managers should react and the way the company should help them in acquiring a global state of mind. Finally, it shown both aspects that help and sustain a global mindset to be remembered as successful: knowledge and skills.

The paper used a theoretical approach in order to answer its main question. Further investigation should be made in order to provide empirical research for the presented theoretical aspects and find out if they actually work in the globalized world. Furthermore, practical theories in what concerns the acquisition of a global mindset should be developed.

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