Characteristics of a Multinational Manager
Social scientists and high profile multinational managers have many characteristics in common. They need to integrate two cultures amicably with grace, tolerance, and adequate common sense in a foreign workplace. Ingrained in globalization, proponents of Multinational Corporation such as John Keynes elucidate that there is need for multinational managers to embrace global business interchange (Thomas, 2003). For instance, the U.S was enabled by the World War II to embrace the Keynesian model and reach far-flung countries across the globe.
Successful and Effective Multinational Managers
The demand by many corporate heads for managers with unique and cross-cultural skills has risen significantly across the globe (Truss & Mankin, 2013). As a result, managers needed to develop an understanding and mastery of the second language for effective management of multinational corporations. Speaking, reading and writing in second or third language better positions a job seeker during recruitment (Peterson & Thomas, 2014). A multinational manager should have an understanding of the multinational duties required in the job. In addition, successful and effective managers should have the ability of troubleshooting, resolving, and settling technical and managerial issues. A multinational manager who respects both the host and work cultures is envied by competing companies.
This work recommends that multinational managers need to possess immense experience in handling projects and programs. They should be able to prioritize the cultural sensitivity in order to enhance a mutual development. Further, this work recommends successful and effective multinational manager should have positive expectations, be open-minded, and nonjudgmental. In addition, being tolerance, self-controlled, flexible, and having self-confidence are fundamental characteristics that successful and effective multinational managers need to embrace.
Embracing global business interchange requires multinational managers to have the desire of maintaining strong working relationship with the corporate headquarters irrespective of the location and embrace bilingualism. Additionally, successful and effective multinational managers need to maintain long-term perspectives and exercise discretion as the bottom line focus in management.
Peterson, F., & Thomas, C. (2014). The cross-cultural management (3rd ed.). Thousands Oaks, CA: Sage Publications.
Thomas, C. (2003). Readings and cases in the international management: Cross-cultural perspectives (1st ed.). Thousands Oaks, CA: Sage Publications.
Truss, C., & Mankin, D. (2013). Strategic human resource management. Oxford: Oxford University Press.