Global Leadership and Managerial Competencies of Indian Managers

A review of the literature on the qualities of effective managers, leaders and world class or global manager indicates a good degree of consistency in the qualities required to be called a global manager. In these days when mergers and acquisition have become common and national boundaries are crossed with ease in acquiring new businesses and setting up new businesses it is necessary to understand and acquire the competencies needed to be globally successful leader. This paper identifies 25 such qualities from a 360 feedback survey of 762 senior and top level managers from manufacturing, services and pharma sectors combined with those from a mix of organizations belonging to two leading business houses of India. An analysis of the open ended assessments given by nearly 7600 managers indicated the most frequently perceived strengths and weaknesses of Indian management. Job knowledge comes out as the most frequently observed strong point of Indian managers and this cuts across various sectors and business houses. Communication, team work, and hard work come out as other strong points of more than 20 per cent of Indian managers. Short temper, open-mindedness, and inability to build juniors are the most frequently mentioned areas needing improvement. Vision, values, strategic thinking, decision making skills, risk taking, innovativeness, ability to learn from mistakes, learning orientation and self renewal efforts, and cross cultural sensitivity are other qualities lacking in Indian managers to be called as global managers. These qualities are either not exhibited dominantly or are not received bye fellow managers. Future management education and management development programmes should focus on these qualities to prepare Indian managers to be world class managers.

Global competencies in family medicine

Introduction:This project was devised to provide a global snapshot of required national competencies in Family Medicine, and is the result of an international collaboration of the International Fellowship of Primary Care Research Networks (IFPCRN). The Research team, which devised the questionnaire and original list of competencies, was drawn from around 30 countries and 15 countries responded to the questionnaire and contributed national data. These countries however represented close to two thirds of our global population and included Low, Middle and High Income countries (based on World Bank Purchasing price Parity (PPP) 2005) as well Parity (PPP) 2005) as well as representing a good cross section of climatological, socio economic and geographical situations. Aims and Objectives: To compile a list of competencies required of global family doctors, via global consultation, and use them in the form of a questionnaire to survey national family medicine representatives to ascertain if family doctors are required to be competent in these disciplines. The Objective is to provide a ‘global snapshot’ of competencies and trends in family medicine Materials and Methods: A representative list of family medicine competencies was compiled by an International Fellowship of Primary Care Research Networks (IFPCRN) group, from 30 countries over a 3-month period, commencing June 2009. A list of 57 expanded items, and 44 core items was then compiled and formed the basis of a questionnaire, with provision for adding additional competencies that did not appear in the list of 57. This was broadcast by list server to the IFPCRN email group. Results: 15 Family medicine/ primary care representatives completed the survey on behalf of their nation (or region in the case of West Africa). Results showed a trend toward a globally standard curriculum but still much variation in competencies taught

Off-Shoring of Business Services and De-Industrialization: Threat or Opportunity - and for Whom?

This paper takes a new look at the issue of overseas sourcing of services. In framework in which comparative advantage is endogenous to agglomeration economies and factor mobility, the fragmentation of production made possible by the new communication technologies and low transportation costs allow global firms (multinational corporations or individual firms active in global networks) to simultaneously reap the benefit of agglomeration economies in OECD countries and of low wages prevailing in countries with an ever better educated labour force like India. Thus, the reduction of employment in some routine tasks in rich countries in a general equilibrium helps sustain and reinforces employment in the core competencies in such countries. That is, the loss of some jobs permits to retain the 'core competencies' in the 'core countries'. The welfare implications of this analysis are shown to be not as straightforward as in a neoclassical world.Outsourcing, wage inequality, communication costs

Time to go global: a consultation on global health competencies for postgraduate doctors

BACKGROUND: Globalisation is having profound impacts on health and healthcare. We solicited the views of a wide range of stakeholders in order to develop core global health competencies for postgraduate doctors. METHODS: Published literature and existing curricula informed writing of seven global health competencies for consultation. A modified policy Delphi involved an online survey and face-to-face and telephone interviews over three rounds. RESULTS: Over 250 stakeholders participated, including doctors, other health professionals, policymakers and members of the public from all continents of the world. Participants indicated that global health competence is essential for postgraduate doctors and other health professionals. Concerns were expressed about overburdening curricula and identifying what is 'essential' for whom. Conflicting perspectives emerged about the importance and relevance of different global health topics. Five core competencies were developed: (1) diversity, human rights and ethics; (2) environmental, social and economic determinants of health; (3) global epidemiology; (4) global health governance; and (5) health systems and health professionals. CONCLUSIONS: Global health can bring important perspectives to postgraduate curricula, enhancing the ability of doctors to provide quality care. These global health competencies require tailoring to meet different trainees' needs and facilitate their incorporation into curricula. Healthcare and global health are ever-changing; therefore, the competencies will need to be regularly reviewed and updated

Virtual Leadership: Required Competencies for Effective Leaders

There are countless books, articles, and resources available which attempt to identify the competencies and qualities of effective leaders. Traditionally, leaders have been at the center of a community, be it work, church, or social groups. In these communities, face-to-face meetings and close personal interaction have dominated the way leaders interact with their members. However, with the advent of the internet and the host of communication tools that followed, teams today are becoming increasingly dispersed and diverse. Studies are now being done to understand how leadership has or should evolve in order to meet the changing needs and demands of these new and different communities. Some argue that leadership in the virtual environment is simpler as fewer tools are available to virtual leaders. Others may argue that access to fewer tools makes virtual leadership more complex and challenging than traditional leadership. This paper will explore leadership in virtual settings and how it’s changing as more teams move away from traditional team environments. I’ll review the responsibilities and roles of virtual leaders in an effort to better highlight the core competencies needed in today’s virtual settings. I’ll also look at competencies required of global virtual leaders and I’ll address how these competencies can be cultivated to ensure leaders are more effective in leading teams in these new environments

The Global People competency framework: competencies for effective intercultural interaction

This Competency Framework explains the competencies that are needed for effective intercultural interaction. In contrast to the Life Cycle Model for Intercultural Partnerships (see the Global People Toolbook) which presents the competencies by stage (i.e. key competencies are identified for each stage of a project life cycle), the Competency Framework presents them by clusters. Intercultural competencies can be grouped into four interrelated clusters, according to the aspect of competence they affect or relate to: - Knowledge and ideas - Communication - Relationships - Personal qualities and dispositions We overview these four clusters in Section 2. In Sections 3 – 6, for each competency cluster, we list the key component competencies, along with descriptive explanations of each of them. We also provide case study examples from the eChina-UK Programme to illustrate one or more of the following: - How the competency manifests itself; - Why the competency is important or is needed; - How the competency can be displayed in behaviour; - What problems may occur when the competency is not present. The Competency Framework is thus useful for those who wish to gain a systematic, in-depth understanding of intercultural effectiveness and the competencies need to achieve it

Human Resource Function Competencies in European Companies

This paper presents an overview of recent empirical research on human resource competencies in Europe. The data were collected in 2002 in the global Human Resource Competence Study, an initiative of the University of Michigan. The results suggest that personal credibility and HR delivery have a positive effect on the relative ranking of the HR function and its professionals. According to non-HRM respondents strategic contribution is the competency that will lead to financial competitiveness, while HR managers consider business knowledge to be crucial for added value of the HR function

What are Best Practices to Define a Common Understanding of What is Expected of Companies\u27 Leaders, and How is this Understanding Structured?

[Excerpt] Today, companies need to have strong and meaningful leadership drive their business. A critical component of strong leadership involves identifying the competencies and behaviors that enable leaders to succeed. This is primarily accomplished by implementing a leadership competency model (LCM), which has benefits but is often ineffectively utilized. Knowing which leadership competencies are key for global companies and how companies are implementing LCMs is critical for success in developing strong effective leaders to influence their teams and the overall business

Innovative Technics of Managing Engineers' Global Competencies

Higher education modernization in the CIS countries takes place under the conditions of dynamic changes in economy and society. These changes are determined by the social and economic development of the country and the world globalization processes - cross-border intercultural communication, knowledge transparency, and the establishment of information society. Educational globalization is a continuous process of creating a unified global educational system, in which the distinctions between its member educational systems are being blended

THE CHANGING ROLE OF ACCOUNTANTS IN A TRANSITION ECONOMY – EVIDENCE FROM ROMANIA

Recently a number of interventions have impacted the Romanianaccounting system, such as the harmonization with the European Directives,International Financial Reporting Standards (IFRS), and an increased move towardsmodern information technologies such as Enterprise Resource Planning (ERP)software. In this study we directly explore these influences by applying job offeranalysis as a reflection of current and future organizational practices (Bollecker,2000). We determine the competencies expected from accountants in Romanianbusinesses and ask whether financial accounting and management accounting areseparate specialized positions in Romania, or are they developing into hybrid monistpositions? We conclude that the state of the Romanian accounting profession is one oftransition with some alignment with recent global trends. However, our inter-temporal analysis also suggests a degree of intransience with management andfinancial accountants, whilst sharing some common competencies, still maintaining anumber of attributes associated with the two-cycle accounting system. Finally, weshow that ERP competencies are the more important drivers of the hybridization ofaccountants in Romania.accountants in transition, hybridization of accounting roles, Romanian accountingprofession, two-cycle accounting system, enterprise resource planning, job-offer analysis