Managing Global Environment

This document discusses the skills required to lead effectively in a global environment and outlines the training necessary to develop these skills. It also addresses the absence of certain skills among team members and suggests ways to overcome them.

Running Head: Managing Global Environment
Managing Global Environment
Name of the Student:
Name of the University:
Author’s Note

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Question 1
What do you think are the skills needed to lead effectively in a global environment?
In the following three article it can be analyzed that the required skills are focused more
on the level of leaders and managers and its functional power to delegate the managerial
operations. The skills that are required to lead effectively in the global community are:
 The first skill that can be analyzed from the first article is that a manager can adopt the
traits of a leader as he or she holds the power and authority to run the organization. It is
the role of a manger or a leader to take up task at its own initiative.
 It should be made a point that the role of leadership should be adopted at a viewpoint of
contingency which assist the managers and the leaders. The contingency view of
leadership can be explained as the theory that states the effectiveness of leaders in which
he or she tries to inculcate its own theory of leadership that matches with his or her style
of delegation (Drucker, 2005)
 The next skill that can be helpful is to fill up the gaps with the knowledge of leadership.
In the second target, it tries to convey the effective skill of one’s ability it possess.
Depending on individual’s strength, their value and to have the confidence of its best
performance is highly important. It is the key feature to be ambitious and smart because
that will further assist an individual to grow in the competitive world.
 It should be the responsibility of an individual to disable the feature of ignorance and find
technique to overcome it (Leutze, Peale & Houdon 2009). In case of engineers, they take
a lot of pride within themselves that they know everything about people. Taking so much
of pride in case of ignorance is self-defeating.

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 The area of low competence should be given little importance and effort to improve.
There are instance where the organization concentrate to make incompetent performers
whereas the resources, time and energy should go instead to make a competent person
into a star performer.
 In an organization the area of the operational function should be emphasized and consider
that the consumer are the boss. It should be the responsibility of a leader to change the
negotiation of win-lose into win-win situation and partnership with the retail customer
and suppliers.
 The areas of the business that should be worked on are strength, weakness. Current
competitor, position in the market and the structural constraints should be taken into
consideration before it starts its operation in the market.
 Lastly the factor that would lead effectively in a global environment is the value that
shapes and set standards (Lafley 2009). It should be the responsibility of the leader to
interpret the values of the organization in context to change and competition and defining
standard that will guide the decision.
Question 2
There is an absence in the skill among the three members along with myself because the
factors to run the organization was based on the strict theory the employees were not allowed to
use their own innovative skills to run the organization (Vestbo et al., 2013). The skills that was
required by all the four members of the team that included me was due to the reason of the lack
of ability to understand the task or the work that we took and the willingness to learn new skill
and technique that could be undertaken for implementation of the work. The problem was with
the interpersonal skill and communication problem. There was a barrier that was created between
the members of the authority and the employee (Erozkan 2013). Because of this reason there was

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never a transparent relationship that could be served in the company. The lack of ability to
interact with people because the organization did not offer the chance of effective listening and
communication skill. It is hence important for the employee to have the skill of interpersonal
communication. The chance of interpersonal communication was not served properly and due to
this reason, we faced a problem that could provide us a chance of developing a personality too. It
is therefore important to develop a strong relationship with others so that it can lead up to a better
understanding of the concept and communication as a result (Bedwell, Fiore & Salas, 2014).
Question 3
Summarize the above skills in a table and outline the training necessary to develop the missing
skills.
Problems Training Skill Requirement
1. Gap in the knowledge
of leadership
The training skill that is required by four members in the team are to attend sessions that
would built me and my other three colleague to establish better leadership skills and the ways
and technique that could be used to implement in the work culture.
2. Feature of Ignorance To conduct training program in staff development as a ongoing training session. It should be
based for the overall working class of the company.
3. Lack of emphasize The development that is required in this scenario is the professional development that will help
to build oneself in Field-generated courses or workshops.
4. Lack of traits To eradicate the factor of trait, the development that is required for all of us is responding to
the problems of the customer and look after their needs.

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Reference
Bedwell, W. L., Fiore, S. M., & Salas, E. (2014). Developing the future workforce: An approach
for integrating interpersonal skills into the MBA classroom. Academy of Management
Learning & Education, 13(2), 171-186.
Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109.
Erozkan, A. (2013). The Effect of Communication Skills and Interpersonal Problem Solving
Skills on Social Self-Efficacy. Educational Sciences: Theory and Practice, 13(2), 739-
745.
Lafley, A. G. (2009). What only the CEO can do. Harvard Business Review, 87(5), 54-62.
Leutze, E. G., Peale, C. W., & Houdon, J. A. (2009). Daniel Ritchie NEH George Washington
Institute August 6, 2009 Washington’s Early Leadership: Greatness in the Making.
Vestbo, J., Hurd, S. S., Agustí, A. G., Jones, P. W., Vogelmeier, C., Anzueto, A., ... & Stockley,
R. A. (2013). Global strategy for the diagnosis, management, and prevention of chronic
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