1. GLOBAL MANAGERS
PERSPECTIVES AND
CHALLENGES

2. The World is swiftly moving from an
era where Business was the culture to
an era where Culture is the Business.

3. •In work- and in life in general-you need to pay the price
of success before you get all the rewards due to you.
•Restaurant is the only place I know of where you get the good
stuff first and then you pay the price.
• Just because you haven’t yet received the benefits of
positive deeds that doesn’t mean they’re not coming.
INTRODUCTION

4. •You’ll always reap what you sow. You’ll
always get what you deserve.
• A great person in business or artist or
scientist, none of them achieved what they
did for the money.
INTRODUCTION

5. INTRODUCTION
•Think of Roosevelt or Mandela, Edison or Einstein or
Mahatma Gandhi or Lal Bahadur Shastri. They were not
driven by money but were driven by the challenges or
purpose.
•Money is important as:
- It brings freedom.
- It decreases stress.
- It allows you to take care of those you love.
•Money is the by-product of standing for the finest within you
and doing some Seriously Exceptional Work.

6. •You know the average life has only nine hundred
sixty months or twenty-nine thousand days. It
reminds us that the time to step up to real
leadership is now.
• You don’t need a title to show some leadership
but need to remain only positively reinforced –
Positive Attitude.
INTRODUCTION

7. { Life is "now"
{ Time to do what you want to do is now
{ Desire to achieve
{ Committment to achieve
{ Capacity to get along with others
{ Clarity in target/goals
POSITIVE ATTITUDE

8. FAILURE AND SUCCESS

9. There's no disgrace in saying the first “I failed”
which is just a fact of life but you should never say
"I'm a failure" unless you've decided to give up.

11. • A Failure fails to respond authentically & always afraid
of FAILURE.
• Live in past.
• Feel sorry for oneself.
• Very prompt in shifting the responsibilities and blames
on others.
• Has a narrow mindset and myopic view of things.
CHARACTERISTICS OF A FAILURE

12. Success can be defined as……..
“WORKING SMART, NOT HARD”
SUCCESS

13. SUCCESSFUL EXECUTIVE
• Enjoys, appreciates, and takes pride in work.
• Has a winning attitude.
• Is pragmatic and lives in ‘today.’
• Knows time management.
• Does not believe in chances & probability.
• Differentiates facts and views.
• Possess high level of Emotional Intelligence.

14. • Our attitude in our personal life speaks volumes of
our performance at work.
• It is both an attitude and a skill to succeed at any
level.
• Our best evolves from our heart, not from our eyes.
• An emotional response clouds our judgment and
creates guilt.
• There is no embarrassment in falling down, but
problem is with not getting up and moving on is LIFE.
POSITIVE ATTITUDE

15. •Look for goodness in people
•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self Development
BUILDING POSITIVE ATTITUDE

16. FAILURE AND SUCCESS

17. Core competencies
• Leadership
- Open-mindedness
- Adaptability
- Good listening skills
- Good negotiation skills
- Retention and Motivation
COMPETENCE FOR GLOBAL MANAGER

18. • Emotional Intelligence and Interpersonal Skills
-Building emotional intelligence and improving emotional
quotient
-Good at taking diverse viewpoints
- Relating well with people
- Building relationships quickly, generating collaborations.
- Ability to work with cross functional teams
- Humility to learn and adapt
• Culture and Relationship
- Sensitive to ones own culture and also to other’s culture
COMPETENCE FOR GLOBAL MANAGER

19. Specific competencies
• Domain expertise
• Knowledge management
• Developing organizational strategies and
structure
• Managing Global information system
COMPETENCE FOR GLOBAL MANAGER

20. LEADERSHIP

21. No creature can fly with just one wing
• Gifted leadership occurs where heart & head
- feelings and thought - meet

22. LEADERSHIP
• Leaders shape the future and make it happen.
• They are the role models for values, ethics and
inspiring trust at all levels and at all times.
• They develop mission, vision, values and ethics.
• They reinforce a culture of innovation, excellence
and involvement.
• They ensure that organization is flexible and
manages change effectively.
CORE COMPETENCY

23. • Seizing the opportunities for tomorrow.
• Raising the aspirations of followers.
• Dreaming the impossible and helping followers
to achieve.
• Making people believe in themselves.
• Making people achieve miracles.
LEADERSHIP CALLS FOR -

24. Leadership is Action,
Not Position.

25. Leadership is showing the way
by one’s own example.

26. The very
essence of
leadership is
that you have
to have Vision.

27. If your actions inspire
others to dream more,
learn more and do more,
you are a leader.
-- John Quincy Adams

28. If you lead the people with
correctness, who will dare not to
be correct.

29. All his lifetime, Shastri ji was known
for honesty and humility.
His simple lifestyle was reflective of
his higher state of mind and the
unsurpassed spirit of self-sacrifice.

30. Shastriji propagated -
Jai Jawan, Jai Kisan
Hail the soldier, Hail the farmer
If one person gives up one meal in a day, some
other person gets his only meal of the day

31. EMOTIONAL
INTELLIGENCE

32. “Emotional Intelligence Sets Apart
Good Leaders”
EMOTIONAL INTELLIGENCE

33. Emotional intelligence is the ability
to sense, understand and effectively
apply the power and acumen of
Emotions.
Emotional Intelligence

34. It is with the heart that
one sees rightly. What is
essential is invisible to
the eye.

35. The problem is not with emotionality but with the
appropriateness of emotions and its expression.
The challenge is to manage our emotional life with
intelligence.

36. Executive EQ
• With high IQ you get hired; with a high IQ you
get promoted, with high IQ you can handle
daily work routine. With high EQ, you can
thrive during times of change.
• With high IQ, you can be an efficient
professional manager. With high EQ you
become a Great Leader.

37. • Emotional Intelligence motivates us to pursue our
unique potential and purpose.
• Emotions are inherently neither positive nor negative
rather emotions are a source of human energy,
authenticity and drive.
• Emotions keep you honest, with yourself, shapes
trusting relationships, provide an inner compass for
your life.
EMOTIONAL INTELLIGENCE

38. EMOTIONAL INTELLIGENCE &
INTELLIGENCE QUOTIENT
• IQ offers little to explain the different destines of people with
roughly equal promises, schooling, and opportunity.
• 95 Harvard students from classes of 1940s were followed into
middle age. It was found that the men with the highest test
scores in college were not particularly successful compared to
their lower-scoring peers in terms of salary, productivity, or
status in their own field. They also did not have the greatest
life satisfaction nor high levels of happiness with friendships,
family and romantic relationship.

39. BASIC EMOTIONS
• Joy
• Surprise
• Sadness
• Anger
• Disgust
• Fear

40. HANDLING RELATIONSHIPS
• The art of relationship is mostly the skill of
managing emotions in others.
• These are the abilities that enhance popularity,
leadership, and interpersonal effectiveness.
• People who excel in these skills do well at
anything that involves interacting with others and
are social stars

41. EI ADDS VALUE
• Helps not to run people down
• Assists to build up relations gradually
• Prompts to empathize
EI is Sensitive to the Motivation of Others
• Develops emotional bondage with people
• Count on People and trust them
• Respect others convictions and opinions

42. Managing one’s own Emotions
EI is like a smoke alarm--we’re not
good at influencing whether a
particular emotion will arise. EI tells
us something is arising.

43. CULTURE

44. •It creates distinction between one organization
& the other.
•It conveys a sense of identity for organization
members.
•It facilitates the generation of commitments to
something larger than one’s individual self-
interest.
•It enhances the stability of the social system.
WHAT DOES CULTURE DO

45. Potential dysfunctional aspects of culture
• Barriers to change
• Barriers of diversity
• Barriers to acquisitions
CULTURE AS LIABILITY

46. A new organizational culture must be
developed to overcome barriers to change
and renew - an attitude of commitment
and cooperation.

47. Spirituality
47
Create and maintain dynamic, performance-driven culture
NAPINO CULTURE

48. MISSION
“Our mission is to continuously
strengthen and upgrade our
manufacturing processes, quality systems
and people competencies to achieve our
Vision.”
Empowerment &
delegation
Listening ability
& willingness
Honoring
commitment,
accepting mistakes
Harmony & Co-
operation
Openness
CORE VALUES WITHIN OUR MISSION

49. Napino core values are:
•Openness,
•Empowerment & delegation,
•Listening ability & willingness,
•Honoring commitment,
•Harmony & Co-operation.
CORE VALUES OF NAPINO

50. •Promotes high morale, peak performance and
high productivity.
•To bring about a change of work culture,
Managers must introspect, create and
communicate the vision, elicit the desired
response and empower people.
POSITIVE WORK CULTURE

51. LEADERSHIP ACROSS
CULTURES

52. • Leader is a people’s person, endowed with the gift of
the gab and a personality that helps him adapt to
different cultures in different countries.
• Americans have a direct, informal and a conversational
approach and the Japanese a more indirect and formal
style when it comes to business communication.
• Germans, it’s best to wow them with theoretical
concepts and Americans they’re happy with straight
statements and anecdotal examples.
LEADERSHIP ACROSS CULTURES

53. •In some companies, cultural understanding is a
requirement for all team leaders.
• In a global world, cross- cultural training is something
that companies cannot do without.
•Most European managers tend to reflect more
participative and democratic attitudes – but not in every
country.
•Organizational level, company size, and age seem to
greatly influence attitudes toward leadership.
LEADERSHIP ACROSS CULTURES

54. • Japan is well known for its paternalistic approach to
leadership
• Japanese culture promotes a high safety or security
need, which is present among home country–based
employees as well as MNC expatriates
• Japanese managers have much greater belief in the
capacity of subordinates for leadership and initiative
• Younger U.S. managers appear to express more
democratic attitudes than their older counterparts
on all four leadership dimensions
LEADERSHIP ACROSS CULTURES

55. • Cultural Orientation Indicator
It helps us to understand work style preferences across
human dimensions.
• Time
How individuals perceive time, view action and interaction.
• Communication
Individuals are direct or indirect, formal or informal in their
communication style.
• Space
Certain cultures have a closely guarded private and public
space approach.
• Power
Western cultures usually value equality while Asian cultures
are associated with hierarchy.

56. • Competitiveness
In some cultures the emphasis is on cooperating with others
while in others competition drives people to get ahead.
• Structure
How cultures approach change or are pre-disposed to
flexibility.
• Thinking
• Some cultures prefer anecdotal examples while others
favour theoretical concepts.
• Different Indian companies have different approaches when
it comes to meeting the challenge of sending their
employees to work in a new, multi-cultural environment.