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Managing Cultural Differences: Global Leadership Strategies for the 21st Century by Philip R. Harris, Robert T. Moran, Sarah V. Moran MA

Managing Cultural Differences: Global Leadership Strategies for the 21st Century Philip R. Harris, Robert T. Moran, Sarah V. Moran MA ebook
ISBN: 0750677368, 9780750677363
Publisher: Butterworth-Heinemann
Format: pdf
Page: 600

€�And the intellectual and cultural activities of our students and faculty across the globe will continue to grow as we head deeper into the 21st century. Harvard's Bill George argues that too many multinationals are still ignoring the need to identify and develop global leaders equipped for the challenges of the 21st century Developing such leaders with cultural sensitivities and collaborative skills requires greater focus on emotional intelligence, self-awareness, and empowerment than on traditional management skills. €�He has substantively reshaped how we think about leadership in a global century, with tremendous benefit for how we do research, how we teach, and how we learn. Twenty-first century leadership is one in which all the power to make change is no longer concentrated at the top. Atlanta-based Coca-Cola is one such pioneer in geographic diversity. Flexible, adaptable and innovative companies require a different kind of leader, those with a passion for discovering how to do what no one else is doing and doing it better than anyone else. The dismantling of old school management styles are beginning to take shape, particularly for companies that want to seriously compete on a global front. €�Professor Palepu brings a global background and perspective to his research for a thoughtful strategy of global engagement,” said Dean Nitin Nohria. Multiple product lines), and dealing with heterogeneity in terms of different businesses, countries (cultures, legislations), and tasks. Samuel Palmisano, IBM's chairman and former CEO, recognized that IBM's traditional hierarchical structure would not be effective in the 21st century because it was dominated by product and market silos. Developing global leaders necessitates a shift from focusing on management skills to helping leaders be effective in different cultures by increasing their self-awareness, emotional intelligence, and resilience. In 2003 he reorganized for developing global leaders. Indeed, global leadership has become the buzzword of the 21st century: business news don't go without a column on how to lead global markets; talent development professionals focus on enhancing global leadership skills; and This complexity arises from operating in multiple geographical markets, engaging in multifunctional activities (e.g.