1. Global Business Manager and Why I Am Interested in It
The key term “global business manager” caught my attention while reading and annotating the first chapter of our textbook. Although one international business course will not necessarily prepare someone to be an effective global business manager, I am very interested in the term because I believe that being more equipped to be one should be my end goal for this course. Because I am enrolled in the MBA program, I am trying to prepare myself for executive and managerial positions that require leadings all kinds of people and organizations. Even though the company I currently work for as a human resources manager is not a global business, I feel responsible for possessing the qualities of a global business manager in order to fulfill my potential as a manager with my clients, coworkers, and superiors.
2. Explanation of the Global Business Manager
A global business manager is responsible for leading and managing people within companies that operate internationally. Although a global business manager is expected to possess the knowledge, skills, and attributes of a typical business manager, they must also bring additional qualities in order to operate internationally (Satterlee, 2018). Effective global business managers must have a strong sense of international awareness and understand the many elements of global business. As a coordinator and liaison, they also need to know how to manage cross-culture relationships in any location and make decisions tactfully and carefully to avoid cultural disparities. There is no perfect mold that a global manager must fit in to be successful, but certain skills like speaking another language or advanced knowledge about another country are very beneficial and often expected (Satterlee, 2018). It is important that managers of global business view operations and interactions through a lens that appreciates globalization, and they can enhance their own perspective through specialized education, experience, and understanding.
3. Major Article Summary
In Ben Kedia and Paula Englis’s article, “Transforming business education to produce global managers”, the gap between globalizing businesses and business school education is discussed (Kedia & Englis, 2011). Because globalization is growing so rapidly as countries and economics become increasingly interdependent, the programs of business schools are struggling to keep up. In the United States, an alarming number of business schools meet the bare minimum requirement to satisfy accreditation by having a single international business class that merely explains the subject with examples such as Toyota or McDonald’s (Kedia & Englis, 2011). Although one class can be helpful and lay a foundation for students, schools that produce the most prepared global managers have done much more through changing the mindset of their faculty and intertwining an appreciation for globalization in their mission.
In order to prepare potential global managers, Kedia and Englis recommend that schools focus on fostering global awareness, understanding, and competence (Kedia & Englis, 2011). Global awareness can be met through integrating an international perspective in each business course and emphasizing the importance in the school’s mission. Global understanding can be reached through allowing specializations and more thorough international business classes for each discipline. Although it is the most difficult component, global competence can be achieved through experiences such as strategic alliances, joint research, and study-abroad programs. This may seem easier said than done since not every school has unlimited resources, but the US government has helped increase access by establishing Centers for International Business Education and Research (CIBERs) throughout the country which offer funding and resources to educate and train both students and faculty (Kedia & Englis, 2011). As the world and its economies continue to innovate and develop, it is essential that schools invest in boosting global awareness, understanding, and competence to yield global business managers who can confidently enter competitive global markets and keep up in the intimidating environment.
a. Ben Kudia and Paula Englis’s article directly relates to the explanation of the global business manager. Not only does the article emphasize global awareness, understanding, and experience just like the textbook does, but it offers solutions and ideas to help institutions build successful global business managers that revolve around education, experience, and understanding (Kedia & Englis, 2011). The article is also complementary to this first introductory module in the way that it establishes the importance of learning about international business. This article has made me more eager for this course because I now understand its implications, and it also contributes to the learning outcomes regarding justifying this very necessary area of study.
b. I chose to focus on this article because of the way it emphasizes applying the key term rather than just defining it further like the other four articles did. Another article I considered was very informative, but it focused on the skills necessary to be a successful global manager and not how to acquire them (Nasir et al., 2020). The second article I considered just explained how necessary global business managers are, but it lacked a proposed solution that I instead found in the article I chose (Stanek, 2000). The third article I considered was older and generic as it just compared and contrasted domestic and global business managers (Kashani, 1995). The last article I thought about using was a close second, because it examined the results of cultural priority in a study on Malaysian global managers (Liu, 2012). However, I ultimately chose Kudia and Englis’s article because it defined a problem while applying the key term and proposed a solution that I, as a graduate business student, want to work towards.
Kashani, K. (1995). The global business manager. European Journal of Marketing, 29(5), 45. https://ezproxy.liberty.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9508210050&site=ehost-live&scope=site
Kedia, B., & Englis, P. (2011). Transforming business education to produce global managers. Business Horizons, 54(4), 325-331. https://ezproxy.liberty.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=66694722&site=ehost-live&scope=site
Liu, Y. (2012). The Perceived Importance of Cultural Priority for Global Business Operations: A Study of Malaysian Managers. Research & Practice in Human Resource Management, 20(1), 46-58. https://ezproxy.liberty.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=84316926&site=ehost-live&scope=site
Nasir, M., Dag, A., Young, W. A., & Delen, D. (2020). Determining Optimal Skillsets for Business Managers Based on Local and Global Job Markets: A Text Analytics Approach. Decision Sciences Journal of Innovative Education, 18(3), 374-408. https://ezproxy.liberty.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=EJ1262105&site=ehost-live&scope=site
Satterlee, B. C. (2018). International Business with Biblica Worldview. McGraw-Hill Custom.
Stanek, M. B. (2000). The need for global managers: a business necessity. Management Decision, 38(3-4), 232. https://ezproxy.liberty.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=3201771&site=ehost-live&scope=site
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