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Essential Competencies of a Global Manager in IT industry In Global IT sector the leaders requires the competencies that (i) (ii)

(iii) refer to explicit and tangible information and ability necessary to accomplish a task; refer to the cognitive and behavioral abilities to utilize knowledge gained to successfully complete the assignment; and Are fundamental personal characteristics that can impact on knowledge and skills development and action. These competencies are categorized into three metacompetency groups: (1) knowledge competencies; (2) interpersonal competencies; and (3) personal competencies.

Knowledge competencies Knowledge competencies are concerned with factual information pertaining to a clear and deep understanding of technology, business, and industry required to complete tasks successfully. They are the basic building blocks for global managers journey towards a global perspective. The competencies in this section include technology savvy, international knowledge, cultural and cross-cultural awareness, business and industry savvy, global risk management, and best practice standards. Technology savvy The rapid onslaught of globalization has been largely due to advances in technology interconnecting companies across the world. Technology savvy is a key competency for global managers as it significantly impacts the organizations core business. Technology is not only vital for communication, and effective information management, but also greatly impacts the organizations production processes. In the fast pace world of technology certain products, processes and services can be outdated very quickly. It is therefore necessary for global managers to not only be able to use technology, information systems and telecommunications effectively but also understand its impact by assessing and analyzing the affect it has on the global operations of the IT firm. Technology solutions that may be pertinent to the global managers include Business Intelligence tools such as the SQL Server suite (Analysis Services, Reporting Services) and Oracle; and collaborative tools such as Microsoft Office SharePoint Server, Skype, Microsoft Groove 2007, Google Apps, and instant messaging tools such as MSN Messenger. Solutions such as those listed above may not be required by all managers as it depends on the type of industry they are in, and the organization itself.

International knowledge Competency in this field means an understanding of the different socio-political and economic policies governing each country. A global organization operates world-wide abiding by the rules and regulations that govern that particular nation. Therefore it is essential to clearly understand the structure of these systems, their decision-making processes, and how they impact business operations and those around them. Subject matter such as international finance, international law, and comparative emp;loyee relations should be familiar to the global manager. Knowledge in this field not only assists in penetrating foreign markets distribution networks and the smooth running of the business but it can be a competitive advantage. Cultural and cross-cultural awareness This pertains to the understanding and appreciation of the country and its societys norms, beliefs, rites, rituals, symbols, behaviors, motivations and stories. Effective global managers value and manage cultural diversity and consider this diversity an asset not a hindrance state that many inter-culture assignments occur on short notice thereby giving managers limited time to learn about that particular culture, and intimate understanding of the cultural diversity may be difficult due to geography. In these circumstances cultural and cross-cultural awareness is learnt on the fly. Despite the obstacles, understanding this diversity will be of great benefit to the global managers. Business and Industry Savvy Coupled with technology savvy, business acumen, a thorough understanding of the business and its industry is critical for achieving organizational goals and objectives (Parker 2005). Global managers must intimately comprehend not only the companys business strategies, products, and resources, but also the structure of its global operations, worldwide market opportunities and competitive conditions role of the scanner will be required here to achieve this savvy. They will need to filter analyses and interpret the scanned knowledge. This knowledge can then be communicated across the organization and actioned. This breadth of understanding will assist the global manager to recognize as well as anticipate change stay on strategy, and find and overcome threats. Interpersonal competencies It is not sufficient for global managers to only gain knowledge but also critical for them to possess the appropriate skills to transfer this knowledge into action effectively. Interpersonal competencies are those that relate to the social/relationship interaction or management of others. Competency in this area will lead to fruitful results when dealing with others. These competencies, acculturation, diversity management, leading and motivating a diverse workforce,

cultural networking skills, creation and conveyance of a clear vision, and capacity for managing uncertainty and conflict in the global environment, are described below. Diversity management Managers who perceive diversity as important and have the ability to manage this diversity can leverage these differences for mutual business gains (Whitfield 2003). Managing diversity pertains to the ability to co-ordinate groups of people from differing backgrounds, characterized by culture, gender, age, religion, etc., working effectively and productively together on the same tasks. To manage diversity effectively, the organizations culture must value its diversity. For behavior and thinking to change this value of diversity must be embedded in processes and structures. With globalization comes culture diversity. To be successful, it is crucial for global managers to be competent in this skill. Leading and motivating a diverse workforce Leadership skills are essential to all managers however the ability to lead and motivate a diverse workforce in the organizations global environment is specific to global managers due to the nature and composition of the workforce. This can be made more difficult task when the team members are located in different parts of the globe. A critical aspect of an effective global leader is to facilitate integration, lead in a manner consistent with the followers cultural expectations while simultaneously helping the members develop a set of norms that allow for differences in social-interaction preferences. To be effect they must inspire others, go against outdated or ineffective practices, build trust amongst the team, delegate, be a mentor, and demonstrate sensitivity and empathy to those they lead. Creation and conveyance of a clear vision Part of the global managers role is the accomplishment of organizational objectives through the work of others those who are able to set and pursue the organizations goals will assist in the success for the organization. Effective managers have the ability to, not only set visions, but they also have the ability to articulate these visions effectively for all to understand. Effective communication of the vision in a global environment transcends all organizational, geographical, and cultural barriers and boundaries (Parker 2005). The ability to manage the change process within the organization is of utmost importance to succeed in the envisioning of goals. The visions set should be clear, measureable, motivating and pertinent to the organizational goals. There must be accountability and ownership throughout the process, thus employee empowerment is critical. Leadership skills such as building trust, inspiring and motivating others in the achievement of the goals, evaluating others and delegation of responsibly accordingly also required for the achievement of the vision.

Capacity for managing uncertainty and conflict in the global environment This is an ability to function effectively in unfamiliar constantly changing, complex and paradoxical environment while maintaining patience and composure (Stahl 2001, 197-210) demonstrating a high tolerance for ambiguity. Global managers in this environment feel comfortable/at eased with rapid change and corporate forecasting, and have a greater capacity for overcoming adversity. This indicates an appreciation of challenge and an ability to deal with situations and crisis directly rather than displaying an avoidance attitude. In order to achieve this, others skills such as sound verbal and non-verbal communication, for examples active listening, negotiation, interviewing, and non-verbal cues), ability to scan the world for information, and an understanding of diversity and its impact are a necessity. Personal competencies The fundamental personal characteristics or traits of a person will not only affect the attainment of knowledge but also how and if the knowledge will be executed. Knowledge and skills alone do not make a global manager. It is the personal traits of the person that will drive the acquisition of the knowledge and affect how the skills are performed. Self-awareness/Emotional Intelligence To be self-aware, the global managers would have an astute insight of how they are perceived by others, clear insight of themselves, and a clear insight of their own roles with respect to others in the group. Self-awareness will assist towards the development of emotional intelligence, which is the subset of social intelligence that involves the ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions. It is this deep understanding and intuitiveness of self and others that will assist the manager to transform and develop. Inquisitiveness The inquisitive mind is one that has an insatiable demand for knowledge. It will assist global managers in seeking information and strive for continuous learning. The inquisitive mind will question and probe until the best course of actions and results are obtained. Global managers with inquisitive minds are adventurous and will always have up-to-date knowledge and skills to achieve their goals. Honesty and integrity Global managers who possess and exhibit honesty and integrity demonstrate respect for their peers, value and accept others for who they are. These managers are keen to build and maintain

trust. They place the organization and others interest above their own. They are just and fair and will do what is best for others. Global managers with honesty and integrity will ensure that best practice standards are implemented and maintained. Employees working for them will be empowered (Parker 2005). This trait will assist the global managers to lead and motivate their team. The case below, taken from Parkers (2005, 387) book, demonstrates the ultimate act of integrity through leading by example and trust building. Open-mindedness Global managers with open minds are less likely to be judgmental and view diversity as inferior. They will be more receptive to new experiences and ideas, and be able to see and accept change more readily. Adaptable/flexible This is the capacity to adjust or vary ones thoughts and thus behavior according to the immediate requirements of the condition or situation. An adaptable or flexible mind will assess and analyze the foreign culture, compromise, and then find innovative and creative ways to arrive at a solution (Stahl 2001, 197-210). Optimism Optimism is a mindset that looks on the positive side of a given situation. Optimistic managers are forward thinkers, will most likely persevere, learn from their mistakes, and encourage and motivate others to succeed. They themselves will be more motivated and pro-active. This positive outlook will also assist the global managers to cope in unfamiliar and uncertain situations and people. Empathy Empathy is a genuine understanding, concern and respect for anothers thoughts, feelings, needs, motives and assumptions and ones capacity to respond to those factors appropriately. Empathetic managers will consider someone elses situation, show appropriate discretion, and argues from position of the host country (Stahl 2001, 197-210). This trait will assist the global managers in their relationship with people worldwide as their listening skills will improve, and are able to appreciate differing viewpoints. This understanding of others will lead to crosscultural sensitivity and expertise in global human resource management (Jokinen 2005). Global Mindset

To complete the managers global perspective, global managers must possess a global mindset. It is a way of being, described by Rhinesmith (1992) as a predisposition to see the world in a particular way that sets boundaries and provides explanations for why things are the way they are, while at the same time establishing guidance for ways in which we should behave acting as a filter. Rhinesmith sees those with global mindsets to always drive for the bigger, broader picture; accept the balance of contradictions; look towards organizational processes rather than structure when dealing with uncertainty; value and leverage diversity of teamwork and play to their advantage; view change as an opportunity rather than a hindrance; and open to surprises, embracing challenge and uncertainty, and always question the status quo. They are proactive and their thoughts and actions are not limited to boundaries. They have the ability to effectively manage competition, complexity, adaptability, diverse teams, uncertainty, and learning. Rhinesmith also characterizes them as having astute knowledge in technology, business and the industry; highly developed conceptual capacity; flexibility to deal with the constant changing global and local market demands; sensitivity to cultural diversity; judgment in making risky decisions with little information; and the capacity for reflection in seeking continuous improvement.

Qualities required by Global IT Managers Another quality required of the 21st-century business leader is the ability to think more strategically and to be able to look at the big picture. A strategy that is designed [with the big picture in mind] must be holistic, touching every aspect of the organization, including employees, customers/consumers, and integrate all internal and external stakeholders, Leaders also need to be more authentic and to show their authenticity because this will enable them to more easily institutionalize organizational changes. 1. Enthusiasm

A good leader is enthusiastic about his work or cause and also about his role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty.

2. Confidence A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members. 3. Mental Strength A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor.

4. Tolerance

Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head. 5. Commitment to Excellence

A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas.

6. Multitasking While a quality control managers review should be thorough and all-encompassing, she must also be able to perform a number of duties in a timely fashion. This is especially true for a company that puts out a number of different products. If the quality control manager is responsible for more than one product, she must be able to allot appropriate review time to multiple items. She must be thorough and timely in her review of each, making multitasking a very important quality

7. Communication When all is said and done, a quality control manager must be able to properly convey her findings and concerns with the products she reviews. She is responsible for catching errors and reporting them to the appropriate departments. If she does not communicate the need for corrective actions accurately, the mistakes will recur. This could not only lead to the quality control manager having to catch the errors again, but it increases the risk of a faulty product going out to the public.

8. Relationship and Communication Skills

IT managers typically work as contractors, hired by an organization for a specific period of time. In essence, IT manager become an extension of the business. The manager comes in, gets to know managers and employees, listens to concerns, evaluates evidence and recommends solutions. To succeed, a manager needs a strong relationship orientation. He must gain the trust and a friendly rapport with company leaders to ensure they buy into

and follow his recommendations. Along with listening effectively, he must clearly articulate courses of action.

9. Logical and Objective Despite the emphasis on relationship building and intuition, a manager also needs the ability to be logical and make objective decisions. Logic means that if a company has a poor teamwork culture, the manager will pick up on incentives offered by management to top-performing individuals which conflict with team motivation. Objectiveness means that the manager can build and maintain friendly relations with managers and employees without letter that get in the way of a full investigation and clear communication of the problem and recommendation.

10. Problem-Solving Skills IT Global manager are hired problem-solvers. Thus, they inherently need natural problem-solving skills. Companies hire a manager because they have tried and failed to resolve an issue themselves, or lack the experience or expertise to try. As a problemsolver, the manager must know who to talk to, what questions to ask, how to piece together clues, and what remedies work best in combating or putting an end to a business challenge.