The empathetic manager in the developing world

Résumé du document

A manager is a vague definition of a position one has in the company. The work varies depending on the size of the sector, hierarchy, and the values of the organization. Moreover, the interpretation of what a manager is, and what a manager does, has evolved in parallel to the constantly changing corporate world. Because the corporate world follows the globalization process, many managers are also taking on global responsibilities. They have to work with several cultures at the same time, they have to travel and live in different places, and they have to manage projects and teams that are pitted with intercultural differences. A manager is not employed to give orders anymore but to embrace and conform to a situation very quickly no matter the disparities among the people taking part in the situation. The qualities and skills of a manager have changed, and in today's world, organizations are looking for empathetic managers. What is an empathetic manager?

Extraits

[...] In the past, managers were trained to confront one new culture with which they were asked to work. In today's business environment the work has a multinational dimension, so the manager is continually confronted to several cultures, providing country-specific knowledge is not as useful. Following Hofstede's model (1991), which presents cultural differences between nations, is not enough. To work in such challenging environments, managers need to think with cultural intelligence. Earley and Peterson (2004), describe the cultural challenges managers are facing today: managers are often moved from one location to another where they spend short periods of time, usually operating across borders, in teams of internationally diverse units . [...]

[...] PDF Research Papers: J.Hall, S.Johnson, A.Wysocki, K. Kepner, “Transformational Leadership: The Transformation of Managers and Associates”, University of Florida, PDF research Paper, http://edis.ifas.ufl.edu/pdffiles/HR/HR02000.pdf, accessed on the 30th of November 2010. R. Goffee, G. Jones (2005), “Managing Authenticity: The Paradox of Great Leadership”, Harvard Business Review, Vol Issue 12, p86-94, EBSCOhost, December 1st 2005, http://web.ebscohost.com/ehost/detail?vid=5&hid=111&sid=d8336215-490a-4ed5- ba3a- b6c9cb16c52c%40sessionmgr13&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN= accessed on the 6th of December 2010. P. Earley, R. Peterson, Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager”, Academy of Management Learning & Education, Vol March 1st 2004, http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?hid=18&sid=4f014f26-fb3c- 4655-8c80-39ce28240249%40sessionmgr14&vid=17, accessed on 1st of December 2010. [...]

[...] We all have different expectations of what a perfect manager should be, and the best one is the Empathic Manager who is able to fulfill the expectations of approximately everybody. BIBLIOGRAPHY In-Class Discussion: M. Venable (2010), “Intercultural Management”, Seminar, 26th & 27th November. In-Class Textbook: J. Rifkin, Empathic Civilization”, page In-Class PDF, Intercultural Management Seminar. J. Rifkin, Empathic Civilization”, page In-Class PDF, Intercultural Management Seminar. R. Moran, P.Harris, S.Moran (2007), “Rational/Irrational/Nonrational Behavior”, Managing Cultural Differences P.14, Text Book, In-class PDF handout. YOUTUBE Video Seminar: N. Allen, R. [...]

[...] The transfer of energy in the work place will not necessarily have a positive impact on the company. An employee costs the company; in exchange he is contracted to devote his full energy. It is the manager's role to put this energy to good use; he is responsible for synergizing the employees' works. BE A CONSTANT LEARNER AND EXEMPLE A good manager knows who he is, his strengths and weaknesses, he has thought about career plans, and done the personality tests himself. [...]

[...] WEBSITE: Myer's Briggs Typology: http://www.humanmetrics.com/cgi-win/JTypes3.asp, made on 29th of November 2010 & Myer's Briggs Foundation, http://www.myersbriggs.org/type-use-for-everyday-life/personality-and- careers/, accessed on 30th of November 2010 INDEX The Myer's Briggs Test[11] M. Venable (2010), “Intercultural Management”, Seminar, 26th & 27th November. R. Moran, P.Harris, S.Moran (2007), “Rational/Irrational/Nonrational Behavior”, Managing Cultural Differences P.14, Text Book, In-class PDF handout. J. Rifkin, Empathic Civilization”, page In-Class PDF, Intercultural Management Seminar. J. Rifkin, Empathic Civilization”, page In-Class PDF, Intercultural Management Seminar. N. Allen, R. Sturge (2010), Personality Differences: Assessment & Panel Debrief London School of Business and Finance, Facebook Global MBA, Youtube Video lecture, http://apps.facebook.com/lsbfglobalmba/, accessed on 29th of November 2010. [...]