Менеджеры и менеджмент (Executives and Management). Коломейцева Е.М - 42 стр.

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cally important international experience is.' International companies compete with each other for global executives to
manage their operations around the world. Yet what it takes to reach the top of a company differs from one country to
the next. For example, whereas Swiss and German companies respect technical creativity and competence, French and
British companies often view managers with such qualities as 'mere technicians'. Likewise, American companies value
entrepreneurs highly, while their British and French counterparts often view entrepreneurial behaviour as highly disrup-
tive. 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 manage-
ment 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 organi-
sation 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 executives.
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 suffi-
cient 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.
2. Which national group considers communication and interpersonal skills to be more important – the British or
the Dutch?
3. According to Andre Laurent, German, British and French managers see organisations as different kinds of
networks. What words does he use to define these networks in each case?
T a s k 6. Before you read discuss these questions.
1. What do the letters MBA stand for?
2. In your country how important is it to have an MBA to succeed in management?

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