Globalization Changing the Role of Managers How

Globalization Changing the Role of Managers

How Globalization is Changing the Role of Managers?

A manager is responsible for making the most of the individual, economic, informational and material resources in ways that could assist the attainment of the overall objectives of his/her organization. However, most of the managers have a very little understanding of achieving the goals in a disordered or antagonistic environment. In addition to this, they become more challenged when faced with operational tasks that cross national boundaries (Steers et al. 2010). With the increase in globalization, change has now become synchronized with the present moment. Therefore, the organizations and their respective managements cannot be left out of this global certainty. Quite the opposite, the managers are now expected to adapt and become responsible for the inventiveness and ideas. Today, the top-management of any organization governs a significant part of change. The present globalizing trends require the managers to be involved in consistent transformations of strategies in order to succeed.

Globalization Requires Managers to Modify Their Roles

Globalization has the tendency of impacting the mindsets of both the customers and management in profound ways. The transformation of management mindsets today has been directly affected by the rapid changes in businesses due to many factors, globalization being on the top (Kapoor). There has been an increase in the globalization pressures and managers are now spending more time crossing borders to carry out their business tasks. This is the reason why management experts have come up with the conclusion that managers are needed to develop competitive perceptions and point-of-views that are more broadened than the ones in the domestic borders. In simple words, globalization requires managers to change their mindsets, roles and be multi-culturally competitive. It is exceedingly important because global competitiveness requires managers to develop the characteristics and skills of multicultural competence for achieving success (Steers et al. 2010).

In a progressively more and more multifarious and global environment, successful management has become a challenge for managers. Many managers think that quick fixes that are enthusiastically available can make them successful in achieving their challenging tasks. However, this is not true. The real challenges brought on by the phenomenon of globalization can be met only by working hard, thinking, reflecting and paying special attention towards one's behavior. Therefore, in order to accomplish such challenging tasks, managers are required to "develop some degree of multicultural competency as an important tool to guide their social interactions and business decisions and prevent themselves from repeating the intercultural and strategic mistakes made by so many of their predecessors" (Steers et al. 2010).

To cut a long story short, in order to manage and work in the global economy, the managers not only need to have a cross-cultural understanding and skills but far more than that. However, it is also exceedingly important to mention here that without such skills, no manager can accomplish his/her tasks with ease. A manager who is dealing with connections globally must play a profound role for his organization's success because the world is moving towards greater convolution, interconnections and business interrelationships with each passing day (Steers et al. 2010).

Globalization is increasingly prevailing nowadays due to the lack/absence of talent (particularly in developed countries), low-cost labor availability, increasing no. Of consumers, and advancement in technology. In such a situation, those organizations that are willing to adapt and alter their managerial practices according to the demands of globalization could be able to compete in the global market. The managers are the key figures who can have a direct impact on the work attitude of the employees. Globalization requires them to not only focus on issues of internal environment but asks them to adopt an approach that is balanced and broader. The management is required to take advantage of technology and data analytics so that a global human resource information system can be built. Such a system could facilitate the managers, particularly those working in human resources departments, to analyze the obtained data and consequently understand the provided business insights, figure out the needs of the future and ultimately develop strategies to fill the gaps. Only those companies would be able to gain a decisive competitive advantage on a global level that possesses the aptitude to anticipate and sustainably administer their workforce needs (Kapoor).