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Hr meetup tatyana nikitina
1. Managerial Competences in Cross-Cultural
Teams.
Industry 4.0 & Manager 4.0
Tatjana Nikitina, tatjana.nikitina@rtu.lv
2. Tatyana Nikitina
• 20+ years in Banking and Finance/IT
• 10+ years in SaaS/ITSM
• http://www.linkedin.com/in/tatyananikitina
• 100+ job interviews
• Led teams of 3 to 100 people
3. Introduction: Questions
What is a manager?
Should his/her behavior be a subject to change due to
changes in external environment within last decades?
Why? Why not?
4. Introduction
“Manager - person responsible for controlling or administering an organization or
group of staff” (Oxford dictionary)
Managerial behavior is a subject for change due to changes in external environment:
• economic downturns,
• technological innovations,
• globalization and internalization of economies
• changes in role of SMEs
• Knowledge intensive companies
Teams are diversified in terms of
• Locations (incl. job mobility),
• disciplines
• societies (incl. corporate social responsibility = CSR)
• various cultures and
• social groups
5.
6. Problem Statement
Whether there are differences or adjustments in professional
competences that need to demonstrate a manager today to lead
cross-cultural teams contrary to the ones that are believed as an
acceptable a norm for the profession?
7. Competences
A competency is an integration of knowledge,
skills, abilities, behaviors, attitudes, and
personal characteristics that allow an
individual to perform successfully on the job.
(Competency Conceptualization by Spencer &
Spencer, 1993)
Knowledge-intensive business services (KIBS)
• Knowledge-intensive support to business
processes
• Employment structure has been changed
• First discussion in 1995, report to the
European Commission
• IT, R&D, accounting, architectural and
engineering, recruitment, advertising etc.
Exercise: www.cv.lv show all how many
jobs are in KIBS or KIA (knowledge-intensive
acitivites)
8. Work in Small Groups
Together with your partner / neighbors write down list of
managerial competences that has to be adjusted / developed/
trained to help him (her) face the challenges of external
environment nowadays?
• Knowledge intensive companies
• Diversified / cross-cultural teams
Time = 5 min
Keywords:
professional competencies, cross-cultural teams, soft-skills, management, skills,
communication competence, knowledge-intensive companies.
9. Finding & Results: Manager’s Competences
Traditional view:
• ability to influence
• orientation to achievement
• strong analytical thinking
• ability for teamwork and cooperation
Last decade (in knowledge-intensive industries)
• business domain knowledge
• commercial orientation
• external customer focus
Last 5 years (to address issues of diversity)
• soft skills of modern administrators
• negotiation with stakeholders
• as well as conflict management
10. Finding & Results: Cross-cultural teams
The literature overview reveals that cross-cultural teams diversity varies in terms
of different groups that might be defined as followed:
1) Interdisciplinary teams;
2) Cross-national teams;
3) Virtual teams;
4) Different social groups.
Hereafter manager has to be familiar with different cultures, respect differences
and be open for various cultures, following social skills and interpersonal
competences have to be adjusted at a first place:
1) Communication competences;
2) Collaboration and teamwork abilities;
3) Leadership competences.
Factors that make influence and shape different sets of competences:
• variety in maturity level of organization,
• its culture, and goals,
• manager’s personal characteristics, including emotional intelligence and
intellectual flexibility.
11. Conclusions
1. Multicultural teams = varied in terms of nationalities, locations, knowledge
domains and social groups.
2. To enhance teamwork, cooperation and collaboration within the group,
manager has to:
• demonstrate adaptability to new work processes and teams
• sensitivity to diversity among the stakeholders and
• actively embrace the diversity
• adjust his leadership modus operandi
• demonstrate openness to different cultures.
3. Managers act as a communication bridge with 3rd parties, hence have to aware
multicultural landscape within the organization and all around.
EXAMPLES!!!
12. 29/09/2017 HRMeetUP Discussion (1/3)
1. HRs Did you observed changes in your clients’
requirements when you need to
hire/develop/retain employees?
13. 29/09/2017 HRMeetUP Discussion (2/3)
1. HRs Did you observed changes in your clients’
requirements when you need to
hire/develop/retain employees?
2. Others Have you faced increased
interest/demand for soft skills development?
14. 29/09/2017 HRMeetUP Discussion (3/3)
1. HRs Did you observed changes in your clients’
requirements when you need to
hire/develop/retain employees?
2. Others Have you faced increased
interest/demand for soft skills development?
3. All soft skills vs hard skills? What are considered
as more demanded today? In 10 years?
15. Are you Ready for 4th Industrial Revolution?
Source: The 4 Industrial Revolutions (by Christoph Roser at AllAboutLean.com)
Question: Manual Mechanization Automatization Cybernization What’s next?
16. Jobs and the 4th Industrial
• 47% of US jobs are at risk from automation.
• Once you have figured out which parts of your job will
be difficult to automate, try to focus on those.
• Try to develop your skills in those areas and reshape your
job to do more of those things that robots can’t.
Sources:
• https://www.theguardian.com/business/economics-blog/2016/jan/24/4th-industrial-revolution-brings-
promise-and-peril-for-humanity-technology-davos
• https://www.forbes.com/sites/bernardmarr/2017/06/29/5-simple-tips-to-help-you-survive-the-4th-
industrial-revolution/#3315aafd65d7
• https://www.forbes.com/sites/bernardmarr/2016/04/05/why-everyone-must-get-ready-for-4th-
industrial-revolution/#403a6db93f90
19. Industry 4.0
Manager 4.0
Manager 4.0 = manager + leader + entrepreneur
Operational decisions = data-driven
1. IT savvy, latest digital technologies
– Automated business decisions
– New organizational forms
– Dialogue with team
2. Analytical skills and quantitative techniques
– Big data
– Analytical insights
People management = social skills are more advanced than decades
ago
• Transferrable social skills
• LLL & visibility, appraised by professional community community
https://www.cnbc.com/2016/09/02/cnbc-transcript-jack-ma-
executive-chairman-and-founder-of-alibaba-group.html
22. References
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Management, 2011, 48(4/5), 145-156.
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3. Derwik, P., Hellström, D. & Karlsson, S. (2016). Manager competences in logistics and supply chain practice. Journal of
Business Research, 69 (2016), 4820–4825
4. Ekimci A. N. & Ozkan S. (2009). An Investigation of the Activities and Skill Sets Needed By Senior Information Technology
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5. Guðmundsson, A.H. (2012). What are the success factors for project leaders in virtual teams? Reykjavik University, MPM-
program 2012 final project
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Management Journal, Vol. 40, No. 2, 59–69
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suite_success
8. Lapiņa, I. & Aramina, D. (2011). Changing of Topicality of Human Competencies within Companies’ Life Cycle. The 15th
World Multi-Conference on Systemics, Cybernetics and Informatics, Proceedings, I Volume, Orlando, Florida, USA, 106–111.
9. Nikića,G., Travicab, V. & Mitrovićc, M. (2014). Differences Between Employees And Managers Regarding Socio-Emotional
Competences. Serbian Journal of Management 9 (2) (2014), 281 – 292
10. Silvius, G. (2016). Sustainability as a competence of Project Managers. PM World Journal Vol. V, Issue IX – September 2016,
retrieved from www.pmworldlibrary.net
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Inc.
12. Urošević, S. & Grahova, M. (2014). Knowledge, Skills And Competences Required For Organization Management. Economics
Management Information Technology Vol.3/No.2/2014
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directions. Journal of World Business 47 (2012), 571–580
14. Wiek A, Withycombe L & Redman C.L. (2011), “Key competencies in sustainability: a reference framework for academic
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