Managing in the Global Environment Assignment 3 Reflection Report

This report is a reflection on the role of a global manager, analyzing the challenges and required skills in a global environment. The author discusses their learning experience, highlighting the importance of technical, people, and soft skills. The report covers both external and internal challenges, such as political factors, cultural differences, and the need for effective communication within multicultural teams. The author evaluates their personal development, identifying areas for improvement like communication and adaptability. The reflection emphasizes the value of international exposure and the development of a strong personality for global leadership. The author concludes by expressing a preference for leading a globally diverse team and the long-term benefits of this experience. References to academic literature support the discussion.

Managing in the Global Environment
Assignment 3
Reflection
Description of learning that relates to the role of future global manager
The learning from this course has enabled me to understand the role of a global
manager in a more comprehensive way. The said role comes with a number of
challenges including the combination of one’s technical skill, people skill and soft
skill.
Before the beginning of the course, my understanding of the management in the
global environment was limited to the formulation of various strategies for the
organisation to guide the organisation achieve long term success. I perceived the
managers role to be restricted to establishing strategies considering the business
environment, and motivating the subordinates towards the objective of the efficient
use of the resources.
Evaluation of experience as future manager in the global environment
The study of the various concepts, experience, and theories enabled me to gain a
wide understanding of the characteristics of the organisation; the same are
described as follows. In terms of external challenges, there are numerous areas,
which are critical, and then managers are not able to handle the same easily. The
external environment of the entity comprising of the political factors, technological
factors, social factors, dynamics of population, and likewise not only impact the
operations of the entity; but are critical for the managers as well ( Deresky, 2017). In
order to lead a multi-cultural team, a manager must acclimatize himself with the
above stated factors and accordingly formulate the strategies. At times, the
managers are faced with the situations where the entity’s objectives do not go hand
in hands with the regional practices or customs, and to resolve that the managers
must study the crucial areas that can challenge the business long-term growth and
success. Another major external factor that must be considered by the managers is
the aspirations of the minorities, regional regulators, trade unions and other primary

stakeholders of the entity that are significant for growth of an entity as a whole
(Hopkinson, Zils, Hawkins and Roper, 2018).
In terms of the internal challenges, the learning enabled me to understand the role of
the global managers needs a comprehensive understanding of the multi-cultural
differences of the workforce (Lasserre, 2017). It is essential for the managers to be
aware of the others’ cultures, motivating beliefs, and fundamental behaviour
systems; to be able to guide them, motivate them, enable collaborations and
discussions, resolution of conflicts, and seeking feedback from the team (Noe et. al,
2017). In the international setting, the task is even more challenging for the
managers because to facilitate maximum yield, a manager must be well versed with
the customs and values of the workforce. In addition, I gained an insight of the
various mechanisms that can be employed by the managers to enhance morale and
boost confidence of the team having diverse individuals. Further, I learned the
importance of respecting, developing, and caring for the subordinates to create a
healthy workplace culture, thereby channelizing their inner potentials. Further to
state, I realised it is equally important to understand and consider mutual and
personal goals of the individuals and their passions to inculcate the interpersonal
relationships.
I understood that effective communication plays a phenomenal role in addressing the
internal challenges of managing the global teams (Salacuse, 2015). I further realised
elements of communication such as the body language, tone of voice, supportive
visual clues and others are quite significant to evaluate information and to gain trust
of the teams; as accorded by Vance and Paik, (2015). I now believe that the global
leaders must master skills of the written and oral communication, which aids them
even when the time, language, and distance create the barriers in communicating
with the co-workers and subordinates.
Evaluation of areas of personal development
On the personal development front, I felt the role of a global leader is quite thought
provoking yet challenging for an individual of my age. Gradually, the course enabled
me to gain a better understanding that the international leaderships further aids in
the shaping of the emotional dimensions and personality of the managers. On
personal level climbing the corporate ladder becomes difficult in short run for the

managers in the international settings; however the challenging leaderships widens
one’s area of experience, gives international exposure, leads managers to learn new
languages and inculcates a sense of overall resilience. Thus, I would say humility,
adaptability towards the cultural differences and a strong personality is must to have
personal qualities to be a global leader.
Thus, I would state that the course was an amazing learning experience as a whole,
as I got to learn numerous concepts. After the understanding gained from the
course, certain areas that I would like to work upon as an individual, that will enable
me to be a better global manager in future are the communication skills, emotional
quotient, acceptance of other’s opinions and overall adaptability to the diverse
cultures, customs and religions. I would conclude by stating that I would prefer to
lead a globally diverse team rather than a local set of workforce. The experience
would surely help me for the many more years to come.

References
Deresky, H. (2017) International management: Managing across borders and
cultures. Pearson Education.
Hopkinson, P., Zils, M., Hawkins, P., and Roper, S. (2018) Managing a complex
global circular economy business model: opportunities and challenges. California
Management Review, 60(3), pp. 71-94.
Lasserre, P. (2017) Global strategic management. Macmillan International Higher
Education.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. and Wright, P. M. (2017) Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Salacuse, J. W. (2015) The global negotiator: Making, managing and mending deals
around the world in the twenty-first century. US: St. Martin's Press.
Vance, C.M. and Paik, Y. (2015) Managing a global workforce. UK: Routledge.