GLOBAL MANAGERSPERSPECTIVES ANDCHALLENGES
The World is swiftly moving from anera where Business was the culture toan era where Culture is the Business.
•In work- and in life in general-you need to pay the priceof success before you get all the rewards due to you.•Restaurant...
•You’ll always reap what you sow. You’llalways get what you deserve.• A great person in business or artist orscientist, no...
INTRODUCTION•Think of Roosevelt or Mandela, Edison or Einstein orMahatma Gandhi or Lal Bahadur Shastri. They were notdrive...
•You know the average life has only nine hundredsixty months or twenty-nine thousand days. Itreminds us that the time to s...
{ Life is "now"{ Time to do what you want to do is now{ Desire to achieve{ Committment to achieve{ Capacity to get along w...
FAILURE AND SUCCESS
Theres no disgrace in saying the first “I failed”which is just a fact of life but you should never say"Im a failure" unles...
• A Failure fails to respond authentically & always afraidof FAILURE.• Live in past.• Feel sorry for oneself.• Very prompt...
Success can be defined as……..“WORKING SMART, NOT HARD”SUCCESS
SUCCESSFUL EXECUTIVE• Enjoys, appreciates, and takes pride in work.• Has a winning attitude.• Is pragmatic and lives in ‘t...
• Our attitude in our personal life speaks volumes ofour performance at work.• It is both an attitude and a skill to succe...
•Look for goodness in people•Build a positive Self Esteem•Avoid Negative Influences•Work on Continuous Self DevelopmentBUI...
FAILURE AND SUCCESS
Core competencies• Leadership- Open-mindedness- Adaptability- Good listening skills- Good negotiation skills- Retention an...
• Emotional Intelligence and Interpersonal Skills-Building emotional intelligence and improving emotionalquotient-Good at ...
Specific competencies• Domain expertise• Knowledge management• Developing organizational strategies andstructure• Managing...
LEADERSHIP
No creature can fly with just one wing• Gifted leadership occurs where heart & head- feelings and thought - meet
LEADERSHIP• Leaders shape the future and make it happen.• They are the role models for values, ethics andinspiring trust a...
• Seizing the opportunities for tomorrow.• Raising the aspirations of followers.• Dreaming the impossible and helping foll...
Leadership is Action,Not Position.
Leadership is showing the wayby one’s own example.
The veryessence ofleadership isthat you haveto have Vision.
If your actions inspireothers to dream more,learn more and do more,you are a leader.-- John Quincy Adams
If you lead the people withcorrectness, who will dare not tobe correct.
All his lifetime, Shastri ji was knownfor honesty and humility.His simple lifestyle was reflective ofhis higher state of m...
Shastriji propagated -Jai Jawan, Jai KisanHail the soldier, Hail the farmerIf one person gives up one meal in a day, someo...
EMOTIONALINTELLIGENCE
“Emotional Intelligence Sets ApartGood Leaders”EMOTIONAL INTELLIGENCE
Emotional intelligence is the abilityto sense, understand and effectivelyapply the power and acumen ofEmotions.Emotional I...
It is with the heart thatone sees rightly. What isessential is invisible tothe eye.
The problem is not with emotionality but with theappropriateness of emotions and its expression.The challenge is to manage...
Executive EQ• With high IQ you get hired; with a high IQ youget promoted, with high IQ you can handledaily work routine. W...
• Emotional Intelligence motivates us to pursue ourunique potential and purpose.• Emotions are inherently neither positive...
EMOTIONAL INTELLIGENCE &INTELLIGENCE QUOTIENT• IQ offers little to explain the different destines of people withroughly eq...
BASIC EMOTIONS• Joy• Surprise• Sadness• Anger• Disgust• Fear
HANDLING RELATIONSHIPS• The art of relationship is mostly the skill ofmanaging emotions in others.• These are the abilitie...
EI ADDS VALUE• Helps not to run people down• Assists to build up relations gradually• Prompts to empathizeEI is Sensitive ...
Managing one’s own EmotionsEI is like a smoke alarm--we’re notgood at influencing whether aparticular emotion will arise. ...
CULTURE
•It creates distinction between one organization& the other.•It conveys a sense of identity for organizationmembers.•It fa...
Potential dysfunctional aspects of culture• Barriers to change• Barriers of diversity• Barriers to acquisitionsCULTURE AS ...
A new organizational culture must bedeveloped to overcome barriers to changeand renew - an attitude of commitmentand coope...
Spirituality47Create and maintain dynamic, performance-driven cultureNAPINO CULTURE
MISSION“Our mission is to continuouslystrengthen and upgrade ourmanufacturing processes, quality systemsand people compete...
Napino core values are:•Openness,•Empowerment & delegation,•Listening ability & willingness,•Honoring commitment,•Harmony ...
•Promotes high morale, peak performance andhigh productivity.•To bring about a change of work culture,Managers must intros...
LEADERSHIP ACROSSCULTURES
• Leader is a people’s person, endowed with the gift ofthe gab and a personality that helps him adapt todifferent cultures...
•In some companies, cultural understanding is arequirement for all team leaders.• In a global world, cross- cultural train...
• Japan is well known for its paternalistic approach toleadership• Japanese culture promotes a high safety or securityneed...
• Cultural Orientation IndicatorIt helps us to understand work style preferences acrosshuman dimensions.• TimeHow indivi...
• CompetitivenessIn some cultures the emphasis is on cooperating with otherswhile in others competition drives people to ...
Global leadership   final
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Global leadership final

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Global leadership final

  1. 1. GLOBAL MANAGERSPERSPECTIVES ANDCHALLENGES
  2. 2. The World is swiftly moving from anera where Business was the culture toan era where Culture is the Business.
  3. 3. •In work- and in life in general-you need to pay the priceof success before you get all the rewards due to you.•Restaurant is the only place I know of where you get the goodstuff first and then you pay the price.• Just because you haven’t yet received the benefits ofpositive deeds that doesn’t mean they’re not coming.INTRODUCTION
  4. 4. •You’ll always reap what you sow. You’llalways get what you deserve.• A great person in business or artist orscientist, none of them achieved what theydid for the money.INTRODUCTION
  5. 5. INTRODUCTION•Think of Roosevelt or Mandela, Edison or Einstein orMahatma Gandhi or Lal Bahadur Shastri. They were notdriven by money but were driven by the challenges orpurpose.•Money is important as:- It brings freedom.- It decreases stress.- It allows you to take care of those you love.•Money is the by-product of standing for the finest within youand doing some Seriously Exceptional Work.
  6. 6. •You know the average life has only nine hundredsixty months or twenty-nine thousand days. Itreminds us that the time to step up to realleadership is now.• You don’t need a title to show some leadershipbut need to remain only positively reinforced –Positive Attitude.INTRODUCTION
  7. 7. { Life is "now"{ Time to do what you want to do is now{ Desire to achieve{ Committment to achieve{ Capacity to get along with others{ Clarity in target/goalsPOSITIVE ATTITUDE
  8. 8. FAILURE AND SUCCESS
  9. 9. Theres no disgrace in saying the first “I failed”which is just a fact of life but you should never say"Im a failure" unless youve decided to give up.
  10. 10. • A Failure fails to respond authentically & always afraidof FAILURE.• Live in past.• Feel sorry for oneself.• Very prompt in shifting the responsibilities and blameson others.• Has a narrow mindset and myopic view of things.CHARACTERISTICS OF A FAILURE
  11. 11. Success can be defined as……..“WORKING SMART, NOT HARD”SUCCESS
  12. 12. SUCCESSFUL EXECUTIVE• Enjoys, appreciates, and takes pride in work.• Has a winning attitude.• Is pragmatic and lives in ‘today.’• Knows time management.• Does not believe in chances & probability.• Differentiates facts and views.• Possess high level of Emotional Intelligence.
  13. 13. • Our attitude in our personal life speaks volumes ofour performance at work.• It is both an attitude and a skill to succeed at anylevel.• Our best evolves from our heart, not from our eyes.• An emotional response clouds our judgment andcreates guilt.• There is no embarrassment in falling down, butproblem is with not getting up and moving on is LIFE.POSITIVE ATTITUDE
  14. 14. •Look for goodness in people•Build a positive Self Esteem•Avoid Negative Influences•Work on Continuous Self DevelopmentBUILDING POSITIVE ATTITUDE
  15. 15. FAILURE AND SUCCESS
  16. 16. Core competencies• Leadership- Open-mindedness- Adaptability- Good listening skills- Good negotiation skills- Retention and MotivationCOMPETENCE FOR GLOBAL MANAGER
  17. 17. • Emotional Intelligence and Interpersonal Skills-Building emotional intelligence and improving emotionalquotient-Good at taking diverse viewpoints- Relating well with people- Building relationships quickly, generating collaborations.- Ability to work with cross functional teams- Humility to learn and adapt• Culture and Relationship- Sensitive to ones own culture and also to other’s cultureCOMPETENCE FOR GLOBAL MANAGER
  18. 18. Specific competencies• Domain expertise• Knowledge management• Developing organizational strategies andstructure• Managing Global information systemCOMPETENCE FOR GLOBAL MANAGER
  19. 19. LEADERSHIP
  20. 20. No creature can fly with just one wing• Gifted leadership occurs where heart & head- feelings and thought - meet
  21. 21. LEADERSHIP• Leaders shape the future and make it happen.• They are the role models for values, ethics andinspiring trust at all levels and at all times.• They develop mission, vision, values and ethics.• They reinforce a culture of innovation, excellenceand involvement.• They ensure that organization is flexible andmanages change effectively.CORE COMPETENCY
  22. 22. • Seizing the opportunities for tomorrow.• Raising the aspirations of followers.• Dreaming the impossible and helping followersto achieve.• Making people believe in themselves.• Making people achieve miracles.LEADERSHIP CALLS FOR -
  23. 23. Leadership is Action,Not Position.
  24. 24. Leadership is showing the wayby one’s own example.
  25. 25. The veryessence ofleadership isthat you haveto have Vision.
  26. 26. If your actions inspireothers to dream more,learn more and do more,you are a leader.-- John Quincy Adams
  27. 27. If you lead the people withcorrectness, who will dare not tobe correct.
  28. 28. All his lifetime, Shastri ji was knownfor honesty and humility.His simple lifestyle was reflective ofhis higher state of mind and theunsurpassed spirit of self-sacrifice.
  29. 29. Shastriji propagated -Jai Jawan, Jai KisanHail the soldier, Hail the farmerIf one person gives up one meal in a day, someother person gets his only meal of the day
  30. 30. EMOTIONALINTELLIGENCE
  31. 31. “Emotional Intelligence Sets ApartGood Leaders”EMOTIONAL INTELLIGENCE
  32. 32. Emotional intelligence is the abilityto sense, understand and effectivelyapply the power and acumen ofEmotions.Emotional Intelligence
  33. 33. It is with the heart thatone sees rightly. What isessential is invisible tothe eye.
  34. 34. The problem is not with emotionality but with theappropriateness of emotions and its expression.The challenge is to manage our emotional life withintelligence.
  35. 35. Executive EQ• With high IQ you get hired; with a high IQ youget promoted, with high IQ you can handledaily work routine. With high EQ, you canthrive during times of change.• With high IQ, you can be an efficientprofessional manager. With high EQ youbecome a Great Leader.
  36. 36. • Emotional Intelligence motivates us to pursue ourunique potential and purpose.• Emotions are inherently neither positive nor negativerather emotions are a source of human energy,authenticity and drive.• Emotions keep you honest, with yourself, shapestrusting relationships, provide an inner compass foryour life.EMOTIONAL INTELLIGENCE
  37. 37. EMOTIONAL INTELLIGENCE &INTELLIGENCE QUOTIENT• IQ offers little to explain the different destines of people withroughly equal promises, schooling, and opportunity.• 95 Harvard students from classes of 1940s were followed intomiddle age. It was found that the men with the highest testscores in college were not particularly successful compared totheir lower-scoring peers in terms of salary, productivity, orstatus in their own field. They also did not have the greatestlife satisfaction nor high levels of happiness with friendships,family and romantic relationship.
  38. 38. BASIC EMOTIONS• Joy• Surprise• Sadness• Anger• Disgust• Fear
  39. 39. HANDLING RELATIONSHIPS• The art of relationship is mostly the skill ofmanaging emotions in others.• These are the abilities that enhance popularity,leadership, and interpersonal effectiveness.• People who excel in these skills do well atanything that involves interacting with others andare social stars
  40. 40. EI ADDS VALUE• Helps not to run people down• Assists to build up relations gradually• Prompts to empathizeEI is Sensitive to the Motivation of Others• Develops emotional bondage with people• Count on People and trust them• Respect others convictions and opinions
  41. 41. Managing one’s own EmotionsEI is like a smoke alarm--we’re notgood at influencing whether aparticular emotion will arise. EI tellsus something is arising.
  42. 42. CULTURE
  43. 43. •It creates distinction between one organization& the other.•It conveys a sense of identity for organizationmembers.•It facilitates the generation of commitments tosomething larger than one’s individual self-interest.•It enhances the stability of the social system.WHAT DOES CULTURE DO
  44. 44. Potential dysfunctional aspects of culture• Barriers to change• Barriers of diversity• Barriers to acquisitionsCULTURE AS LIABILITY
  45. 45. A new organizational culture must bedeveloped to overcome barriers to changeand renew - an attitude of commitmentand cooperation.
  46. 46. Spirituality47Create and maintain dynamic, performance-driven cultureNAPINO CULTURE
  47. 47. MISSION“Our mission is to continuouslystrengthen and upgrade ourmanufacturing processes, quality systemsand people competencies to achieve ourVision.”Empowerment &delegationListening ability& willingnessHonoringcommitment,accepting mistakesHarmony & Co-operationOpennessCORE VALUES WITHIN OUR MISSION
  48. 48. Napino core values are:•Openness,•Empowerment & delegation,•Listening ability & willingness,•Honoring commitment,•Harmony & Co-operation.CORE VALUES OF NAPINO
  49. 49. •Promotes high morale, peak performance andhigh productivity.•To bring about a change of work culture,Managers must introspect, create andcommunicate the vision, elicit the desiredresponse and empower people.POSITIVE WORK CULTURE
  50. 50. LEADERSHIP ACROSSCULTURES
  51. 51. • Leader is a people’s person, endowed with the gift ofthe gab and a personality that helps him adapt todifferent cultures in different countries.• Americans have a direct, informal and a conversationalapproach and the Japanese a more indirect and formalstyle when it comes to business communication.• Germans, it’s best to wow them with theoreticalconcepts and Americans they’re happy with straightstatements and anecdotal examples.LEADERSHIP ACROSS CULTURES
  52. 52. •In some companies, cultural understanding is arequirement for all team leaders.• In a global world, cross- cultural training is somethingthat companies cannot do without.•Most European managers tend to reflect moreparticipative and democratic attitudes – but not in everycountry.•Organizational level, company size, and age seem togreatly influence attitudes toward leadership.LEADERSHIP ACROSS CULTURES
  53. 53. • Japan is well known for its paternalistic approach toleadership• Japanese culture promotes a high safety or securityneed, which is present among home country–basedemployees as well as MNC expatriates• Japanese managers have much greater belief in thecapacity of subordinates for leadership and initiative• Younger U.S. managers appear to express moredemocratic attitudes than their older counterpartson all four leadership dimensionsLEADERSHIP ACROSS CULTURES
  54. 54. • Cultural Orientation IndicatorIt helps us to understand work style preferences acrosshuman dimensions.• TimeHow individuals perceive time, view action and interaction.• CommunicationIndividuals are direct or indirect, formal or informal in theircommunication style.• SpaceCertain cultures have a closely guarded private and publicspace approach.• PowerWestern cultures usually value equality while Asian culturesare associated with hierarchy.
  55. 55. • CompetitivenessIn some cultures the emphasis is on cooperating with otherswhile in others competition drives people to get ahead.• StructureHow cultures approach change or are pre-disposed toflexibility.• Thinking• Some cultures prefer anecdotal examples while othersfavour theoretical concepts.• Different Indian companies have different approaches whenit comes to meeting the challenge of sending theiremployees to work in a new, multi-cultural environment.

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