Managing International Business

Running head: MANAGEMENT
Managing international business
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MANAGEMENT
Table of contents
Introduction................................................................................................................................3
Body...........................................................................................................................................3
Conclusion..................................................................................................................................8
References..................................................................................................................................9

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Introduction
Management of the activities is a crucial aspect, which enhances the organizational
effectiveness. Using performance management systems is apt for measuring the performance
according to the identified and the specified objectives. Typical example of this lies in using
balanced scorecards, which helps in estimating the future courses of action on the basis of the
scores of employee performance. The managers play an important role in managing the
operations. Consciousness towards using the systems in an efficient and effective manner
enhance the leadership skills, abilities and competencies (Crane and Matten 2016).
Consideration of Maslow’s hierarchy of needs exposes the leaders to their self-esteem, which
is needed in terms of enhancing the individualism. This assignment maps the competencies of
the managers in terms of managing the team performance. The countries considered in this
aspect are India, Sri Lanka and UK.
Body
In order to unleash the potential skills, capabilities and competencies, the leaders need
to gain awareness about their self-esteem. Motivation from the experts and the seniors is
vital, which generates an urge within the team members to perform better. Consistency is
needed in the provision of motivation for upgrading the standards and quality of the
performance of the team. Rational and systematic approach is essential in the process of
providing motivation to the team members. This rationality slowly drives the members and
the managers towards the identified goals and targets. This reflects the role of the managers
as facilitator and support. Yan and Luo (2016) is of the view that diversified needs of the
team members obliterates the traditional modes of motivation like financial rewards. Advent
of globalization has resulted in the cultural differences, which needs to be catered for
planning the motivational rewards.

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In this context, one of the most important challenge is the identification of the
appropriate motivational systems, which can be assistance for mapping the individual and
group behaviour in the workplace conditions. For averting this situation, Maslow’s Hierarchy
of Needs theory is an efficient option. In the process of fulfilling the basic needs, the
individuals gain familiarity with their self-esteem. When the team members are placed in the
group discussions, their basic needs is to counter the opinions of others. In this aspect,
rationality is needed for averting cultural differences. On the other hand, Meyer and Peng
(2016) states that tactfulness is needed in terms of dealing with the differences of high and
low power distance; individualism vs. collectivism, masculinity vs. feminism, short vs. long
term orientation and high and low orientation. All these parameters need to be considered by
the managers for averting the instances of conflicts, which degrades the productivity.
Conglomeration of Maslow’s hierarchy of needs and Hofstede’s cultural dimensions
results in certain factors. In case of self-actualization, individualism is high. This is in terms
of the motivation, which helps in gaining better autonomy, leading to personal and
professional development. The foundation for this is emerging successful in accomplishment
of the collective goals. Self-esteem is correlated with the high and low power distance.
Decentralized distribution of power is contradicted by the aspect of communication gaps,
which degrades the unity and coordination in the operations (Noe, et al. 2017). On the
contrary, implementing lucrative motivational factors indicates the exertion of high power
and authority, sufficing the need for unleashing the leadership skills, competencies and
abilities.
Scores of the countries indicate their readiness towards handling the cultural
differences. In case of India, the following scores can be considered: