The International Management Attributes

The International Management Attributes
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The International Management Attributes
Transitioning from local to multinational operations come with multiple challenges to business managers that demand insightful inputs to succeed. When a business organisation extends its activities to multiple regions across the world, it is poised to face stiffer competition from other successful multinational organisations. The challenge does not end with the fight for market share; an organisation must also re-strategise to attract more human and material resources. At a multinational platform, managers understand that their products do not manifest a similar appeal as they showcase back in the home nation. Put simply, operations in the multinational platform come with the need to re-strategise and reorganise the organisation to match the needs of the operational environment stakeholders. In this paper, emphasis is put on the case of Mars, an organisation that is attempting to emulate its success in other nations in Poland. The challenges that Mars' management faces stem from cultural variations, leadership, and strategic challenges. The case of Mars gives an insight into the international management attributes of a successful global organisation with the value of attributes such as cultural accommodation, structural efficiency, strategic insights, and human resource abilities becoming apparent in the case.
Summary of the Case
Mars is a multinational organisation that is attempting to penetrate the Polish market after showcasing success in other nations. Some of the prospects that emerge from the case include the leadership styles of the organisation that emphasise collaboration among all members, the use of a person's first name despite their position in the organisation, and ideological independence among the key stakeholders. Mars’s challenges in Poland are also strategic, with the entity focusing on delivering its success through observation of a strict corporate culture and the set values. In an attempt to stay attached to its American roots, Mars has its employees address one another directly, wear similar clothes in the operational environment, making it challenging to identify the leaders, and emphasise the use of the same office. Mars has also instilled a hierarchical structure in which the communication channels are streamlined and can only foster a specific direction. While Mars may have succeeded in other nations, it must adopt the right international management attributes if it is to succeed in Poland, a nation whose citizens have shown extensive disagreements with how the management of Mars conducts its activities.
International Management Attributes
The International management attributes to successful organisations are those characteristics that business managers consider as pillars to the success of their entities. The management attributes at the international level differ depending on factors such as the needs of the targeted customers, technologies used in operations, and the scope of competitiveness (Barker, 2017). However, from Mars’ case, a business organisation must manifest other insightful attributes to stay successful in international business operations. The attributes are as follows:
Appropriate Leadership Attributes
Leaders stay at the core of an organisation’s success considering their roles in goal setting and achievement. Once an organisation has moved from domestic to multinational operations, leadership prospects must change to accommodate the widened operational base (Bonsu & Twum-Danso, 2018). Global leadership is the ability to operate efficiently on the global platform while considering cultural diversity. In situations of progressive, geographical, and cultural complication, global leaders are those who influence others to bring significant positive changes within organisations. They achieve the outcomes through developing communities with the help of trust and the arrangement of organisational structures and procedures. Such leaders also must work in an environment that involves numerous cross-boundary stakeholders, various sources of outward cross-boundary power, and numerous cultures.
The first element to consider in leading at the global platform is leadership competency. Leadership competency implies the ability of a specific leader to perform the tasks that they are accorded. The creative centre for leadership (CCL) developed a model that should guide multinational leaders on how to achieve the highest possible competency levels (Viegas-Pires, 2013). The CCL model endorsed competency in leading others. That is, a multinational leader must understand the needs of the people that they are leading. Leading others, in this context, imply that the unique needs of individuals are accommodated in the entire prospect of organisational operations. Also worth remarking is the understanding that leading others is a flexible competency. That is, people are different in terms of what they demand from their leaders. As such, each individual must be treated as unique in an organisational setting.
The other areas of competency that global leaders must foster include leading the organisation and leading oneself. Leading the organisation stems from the understanding that business entities operate in the confines of definite strategic paths (Viegas-Pires, 2013). Leaders are poised to help organisations to achieve their goals, objectives, and vision. That can happen if they are visionary, transformational, and capable of matching the organisation’s strengths and weaknesses with its threats and opportunities to achieve the best possible outcomes. In the context of leading an organisation, competent leadership must understand how to use resources to achieve the best possible outcomes. Human resources must be skilled, knowledgeable, and motivated to execute their tasks, while the unique material resources must be allocated appropriately to deliver the necessary outcomes. Ultimately, CCL indicates that leaders must lead themselves. One must ensure that he/she is skilled enough, competent enough, or knowledgeable enough to execute the tasks of a leader at the global level.
There are strains of adherence to the CCL model of leadership competency and aspects of discrepancies that should be explored to achieve the best possible outcomes under similar situations. There are no suggestions to indicate that the leaders failed in leading themselves. However, a consideration that all the employees were partners did not match the needs of a new operational environment. Employees need clear directions on how to complete their tasks (Barker, 2017). Leaders were efficiently flexible by encouraging every employee to contribute their ideas to the operations of the organisation. However, such a strategy would be more impactful if the suggestions made by employees, such as their concerns on office arrangement, were taken into serious considerations a...