Help me study for my Management class. I’m stuck and don’t understand.
How would you as a manager prepare someone for an expatriate assignment? Please explain.
In addition to your reading, the following post might help you in crafting your response:
- The Hofstede Center: a plethora of information of cultural considerations by country, and world map.
- Instructor video lecture: Hofstede’s dimensions (power distance, individualism/collectivism, uncertainty avoidance, masculinity/femininity)
- Globalization: Business in a Borderless World instructor video
See the Discussion post examples before crafting your post.
Main post example
“Management potential” is a phrase I often see in job descriptions, and often I get thrown for a
loop. What exactly
“management potential,” and do I have it? These are the questions I often
asked before moving on to the next job listing. However, after reading Chapter 1 of our textbook
and examining the article provided above, I have gotten a much better idea of what management
potential is, and what I can do to prove I possess it.
One of the most important themes I have noticed while reading Chapter 1 were the interactions
between the manager and his or her employees. As stated in Section 1-4 on pages 9 and 10 of our
textbook, one of the three major roles managers must play are interpersonal roles. The textbook
even further defines these roles in subroles, which outline various scenarios where the manager
is interacting with his or her subordinates in some way or another. On page 9, the Section 1-4
even specifically states that “[m]ore than anything else, management jobs are people-intensive.”
The interpersonal theme is also consistent throughout the other roles listed in Section 1-4, such
as the releasing of information or your employees under informational roles on page 12 and the
handling of disturbances in the workplace under decisional roles on page 13.
In the article above titled “Manager should recalibrate to attract and retain top employees”
written by Dr. Gilbert, Dr. Gilbert included some statistics from a 2017 Workplace Bullying
Institute study that stated that more than 60 million US workers suffer abusive behavior in the
workplace, where bosses were the “… perpetrators in an approximately 2-1 ratio.” In response,
Dr. Gilbert lists four different ways to create a more positive environment via interpersonal
connections: establish an office of equals by creating a mutual environment, talk to your
employees face-to-face rather than only email correspondence, give your employees a say when
it comes to making certain decisions, and learn how to come across to your employees to avoid a
unnecessarily negative office environment. In a world where, according to a Pew Research
Center study, more than one third of the workforce is made of millennials, Gilbert states that
older styles of more aggressive and exclusive management are being replaced with a more
employee-friendly and mutual workplace environment that values positive interpersonal
With this information provided through the textbook and Dr. Gilbert’s article, I have come to
establish an idea of how to respond to the “management potential” question. While I have not
had any previous managerial experience, I could prove my management potential through my
human-to-human connection skills. I often find myself being able to sympathize with others
well, while also not sacrificing the goals I must achieve.
For example, during my time volunteering at a local thrift store and food pantry, the all-women
employee group often clashed over various things. Those things included who completes what
task, how to organize different items, or what to bring out from storage to the storefront. So, I
learned how to deescalate these situations throughout my time there. I would typically sit down
with the opposing parties and discuss pros and cons on each of their ideas for the store. During
this time, I typically kept a low voice and allowed the sides to do most of the talking. Usually,
this ended up in some agreement on what decision needed to be made. Of course, there were
times where it didn’t always work out, but through further suggestions and person-to-person
conversations, we always made something work to keep the store running.
So in conclusion, I may have not had any previous managerial experience, but I could definitely
prove to become a great manager in the future through genuine and positive interpersonal
connections with my subordinates. As demonstrated in Chapter 1 in our textbook and the article
written by Dr. Gilbert, these interpersonal connections are one of the most important aspects of
any manager’s career. And from my past experiences and new knowledge on how to be a great
yet efficient boss, I feel as if I could prove that I have “management potential.”
Peer post example
Encouraging your workers and keeping them working ahead on company goals is definitely a
great skill to have. This skill could fall under the
function, as the textbook states that the
leading function ” . . . involves inspiring and motivating workers to work hard to achieve
organizational goals,” (6). Working with and encouraging your workers can also fall under
interpersonal roles, or more specifically the
role, in which ” . . . managers motivate and
encourage workers to accomplish organizational objectives,” (11).
The book also mentions that the encouragement of workers and overall environment positivity is
often a responsibility of top managers and first-line managers. Top managers are responsible for
the development of ” . . . employees’ commitment to and ownership of the company’s
performance,” (7). First-line managers take on the responsibility of ” . . . encourag[ing],
monitor[ing], and reward[ing] the performance of their workers,” (9). If you put the emphasis of
your ability to encourage your workers to be productive, then these two positions might best suit