Introduction介紹

下面的案例研究討論有關(guān)的文章“非洲Ubuntu哲學(xué)與全球管理”由戴維·魯茲全球管理（2009）、（見(jiàn)附錄1，第1）。根據(jù)本課題的文章和全球管理模型（閹牛，nardon桑切斯?jié)櫟?013）將表明，我們現(xiàn)在需要一個(gè)全球管理與我們的共同人性的一致性理論。根據(jù)toavid·盧茨，在發(fā)展這一理論開(kāi)始的地方是傳統(tǒng)文化的理念。本文由熱心·盧茨寫(xiě)主要集中在非洲哲學(xué)及其豐產(chǎn)管理的一致性與非洲傳統(tǒng)文化理論。同時(shí)，它也會(huì)談的簡(jiǎn)要介紹儒家和柏拉圖和亞里士多德傳統(tǒng)和注意點(diǎn)與非洲的傳統(tǒng)。得出的結(jié)論是，全球管理所需要的理論應(yīng)該考慮的公司作為一個(gè)社會(huì)，而不是一個(gè)集合的個(gè)人，也應(yīng)該了解管理的目的，，促進(jìn)共同的好。The following case study discusses the Global Management relating to the article “African Ubuntu Philosophy and Global Management”by David W. Lutz (2009), (See Appendix 1, Article one).  This discussion based on the article and the Global Management Model (Steers, Nardon and Sanchez-Runde 2013) will show that we now need a theory of global management consistent with our common human nature. According toavid W. Lutz,the place to begin in developing such a theory is the philosophy of traditional cultures. The article written by avid W. Lutz focuses mainly on African philosophy and its fruitfulness for contributing to a theory of management consistent with African traditional cultures. At the same time, it also talks s briefly about the Confucian and Platonic-Aristotelian traditions and notes points of agreement with African traditions. It gets the conclusion that the needed theory of global management ought to consider the firm as a community, not a collection of individuals, and also ought to understand the purpose of management as promoting the common good.

Challenges for Global Managers挑戰(zhàn)全球經(jīng)理人

There is a lot of evidence showing thatlarge scale globalization is rendering traditional ways of doing business largely irrelevant (Kedia, 1999). There is anurgent need for managers to make global managers with a well-round global perspective. We suggest that a global perspective is made up of a global mindset which is supported by appropriate skills and knowledge. Managers have a variety of mindsets that range from the domestically-oriented defender, and continuing on to the explorer, the controller, and the globally-oriented integrator. And if global managers want to be effective, they had better develop the global mindset of an integrator. A global mindset permits meaningful global strategizing which requests managers to effectively integrate the three global forces of (1) global business, (2) regional/country pressures, and (3) worldwide functions. A global mindset and a holistic global strategy should create conditions in order to build the worldwide organization that is characterized by specialization, interdependency, and coordination as well. A global prospect means a process of moving an organization’s structure, process, people, and culture from a set of very autonomous business units to one that turns into an integrated and effective global network.As for approaching career as a path, we unusually conceptualize a global career path as one intersection of following three domains: an individual, an organizational and a global environment domain(Cappellen, 2005). To identifythe most important factors which influence a global career, we must first of all conducta generalreview of the literature on boundaryless careers and global managers. This review permitted us to identify those factors which are closelyrelated to the changing nature of careers and global assignments. We then reviewed past empirical study on international careers to map how former studies have addressed those factors, which further guided us to find out directions for later research on global careers. In addition, indicating these precise research implications, we recommend a relevant researchapproach that contributes to understanding of different career moves over time as well as the general direction of a global career path.

GlobalUnderstanding of Cultural Environment文化環(huán)境的全球共識(shí)

We propose that the key difference between human perceptionand that of other species lies in the ability to participate with other people in cooperative activities with some kind of shared goals and intentions: shared intentionality(Tomasello, 2005). Not only does participation in such activities require especiallystrong forms of intention reading and cultural learning, but also a special motive to share psychological states with other people and special forms of cognitive representation for doing this. The consequence of taking part in these activities is species-unique forms of cultural perception and evolution, which enables everything from the creation and use of linguistic symbols to the construction of social criterion and personal beliefs to the establishment of social institutions. To support this recommendation we argue and meanwhile present evidence that great apes (and some children with autism) understand basic intentional behavior , but they still do not take part in those  activities which involves shared intentions and attention (shared intentionality) as well. Human children's skills of shared intentionality develop little by little during the first 14 months of life as two ontogenetic pathways intertwine. The developmental result is children's ability to build dialogic cognitive representations, enabling them to participate with heart and soul in the team that is human perception.

Global Understanding of Organizational environment組織環(huán)境的全球共識(shí)

Ananalysis on the responses of some 220 logistics managers in manufacturing companieswere done to identify logistics strategies and assess relationships between organizational environment and logistics strategy. And the findings were combined with earlier research to develop a contingency model of logistics strategy (Kohn,1990).Management control suggests that the board is just likea rubber stamp for management, and it also plays a minor part of strategic management, while resource dependence contends that the board is like a tool which is used to manage environmental uncertainty. A structural model was developed to decide whether corporate boards make response to differentkinds of environmental uncertainty, using statistics onnearly 150 companies from nine industry groups. It was found that boards had the tendency to be smaller in a more uncertain environment, while having a larger number of interlocks. This relationship was a little stronger in high-performing companies(Boyd, 1990).

Global Understanding of Situational environment情境環(huán)境的全球共識(shí)

A field experiment had been conducted by Park, which aimed at exploring the effects of two kinds of situational factors, store knowledge and time available for shopping, on consumers' grocery shopping behavior C( Park, C，1989). The outcomes show that these two factors have influences on such shopping behaviors just as failure to make the planned purchases, unplanned buying, brand and product class switching, and as well as purchase volume deliberation. The findings also indicatethat the information processing activities that mediate those relationships differ across shopping situations. Implicationson how to managing the grocery store environment that may advance current practice are offered by paper written by Park, C.

Developing Global Management Skills開(kāi)發(fā)全球管理技能

It’s required that modern global managers possess a set of competencies or multiple intelligences so as to face pressing business challenges. Hence, it is important to expandglobal managers’ competencies.(Wu, 2007). In fact, many scholars and specialists have suggested diverse competency models which contain a list of required competencies. But to master a broad set of competencies is difficult in the meanwhile. This paper by Tan (Tan, 2001)examines how firms' modal choice is influenced by their exposure to dissemination risks, necessity for strategic control and possession of global management skills as well. It has already generally confirmed that size and possession of some knowledge-based, firm-specific strategic talents, are closely related to senior entry modes. Ta the same time, it has also been confirmed that firms usually choose higher entry mode to obtain control of competitive pricing in the foreign markets.

Conclusion總結(jié)

The book written by Weihrich (Weihrich, 2005) attempts to expect and make response to the new demands and challenges in the new millennium, and material covered in that book has been expanded to include even more international cases, topics and recent developments in management, which are very likely to indicate the global managers to deal with the issues they meet with.According to Johansson(Johansson,1997),it is of great importance to have a good understandingof the theoretical foundations of both marketing and strategy in order to develop a richunderstanding of the complicatednature of emerging market entry challenges.

;

References文獻(xiàn)

Kedia, Ben L., and Ananda Mukherji. "Global managers: Developing a mindset for global competitiveness." Journal of World Business 34.3 (1999): 230-251.

Cappellen, Tineke, and Maddy Janssens. "Career paths of global managers: Towards future research." Journal of World Business 40.4 (2005): 348-360.
Tomasello, Michael, et al. "Understanding and sharing intentions: The origins of cultural cognition." Behavioral and brain sciences 28.05 (2005): 675-691.
Boyd, Brian. "Corporate linkages and organizational environment: A test of the resource dependence model." Strategic Management Journal 11.6 (1990): 419-430.
Kohn, Jonathan W., Michael A. McGinnis, and Praveen K. Kesava. "Organisational environment and logistics strategy: an empirical study." International Journal of Physical Distribution & Logistics Management 20.2 (1990): 22-30.
Park, C. Whan, Easwar S. Iyer, and Daniel C. Smith. "The effects of situational factors on in-store grocery shopping behavior: the role of store environment and time available for shopping." Journal of Consumer Research (1989): 422-433.
Wu, Wei-Wen, and Yu-Ting Lee. "Developing global managers’ competencies using the fuzzy DEMATEL method." Expert systems with applications 32.2 (2007): 499-507.
Tan, Benjamin, Krishna Erramilli, and Tan Wee Liang. "The influence of dissemination risks, strategic control and global management skills on firms' modal decision in host countries." International Business Review 10.3 (2001): 323-340.
Weihrich, Heinz, and Harold Koontz. Management: A global perspective. Singapore: McGraw-Hill, 2005.
Johansson, Johny K. Global marketing: foreign entry, local marketing & global management. Chicago: Irwin, 1997.

本文編號(hào)：34837