Менеджеры и менеджмент (Executives and Management) - 52 стр.

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terparts often view entrepreneurial behaviour as highly disruptive. Similarly, whereas only just half of Dutch
managers see skills in interpersonal relations and communication as critical to career success, almost 90 per
cent of their British colleagues do so.
Global management expert, Andre Laurent, describes German, British and French managers' attitudes to
management careers as follows:
German managers, more than others, believe that creativity is essential for career success. In their mind,
successful managers must have the right individual characteristics. German managers have a rational outlook;
they view the organisation as a coordinated network of individuals who make appropriate decisions based on their
professional competence and knowledge.
British managers hold a more interpersonal and subjective view of the organisational world. According to
them, the ability to create the right image and to get noticed for what they do is essential for career success.
British managers view organisations primarily as a network of relationships between individuals who get things
done by influencing each other through communicating and negotiating.
French managers look at organisations as an authority network where the power to organise and control
others comes from their position in the hierarchy. French managers focus on the organisation as a pyramid of
differentiated levels of power. They perceive the ability to manage power relationships effectively and to 'work
the system' as critical to their career success.
As companies integrate their operations globally, these different national approaches can send conflicting
messages to success-oriented managers. Subsidiaries in different countries operate differently and reward different
behaviours based on their unique cultural perspectives. The challenge for today's global companies is to recognise
local differences, while at the same time creating globally integrated career paths for their future senior execu-
tives.
There is no doubt the new global environment demands more, not fewer, globally competent managers.
Global experience, rather than side-tracking a manager's career, is rapidly becoming the only route to the top.
But in spite of the increasing demand for global managers, there is a potentially diminishing interest in global
assignments, especially among young managers. A big question for the future is whether global organisations
will remain able to attract sufficient numbers of young managers willing to work internationally.
T a s k 5.
A. Understanding main points
1. Which of these statements gives the best summary of the text on the opposite page?
a) A successful global manager needs many qualities.
b) The qualities required to become a top manager differ from country to country.
c) Many young managers are not interested in a global career.
2. Mark these statements T (true) or F (false) according to the information in the text Find the part of the
text that gives the correct information.
a) International experience is essential if you want a global career.
b) Subsidiaries of global companies use the same criteria when promoting managers.
c) The demand for global managers is increasing.
d) Young managers want to work internationally.
B. Understanding details
1. Different qualities for career success are described for different cultures and nationalities.
Match the qualities from the list below to the nationalities mentioned in the text.
a) Good communication skills British.
b) Technical creativity.
c) Ability to network.
d) Professional competence.
e) Entrepreneurial skills.
f) Knowing how to work within a hierarchical structure.
g) Good interpersonal skills.

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