5. Implication and conclusions
5.2 Implication and suggestion
This study has several implications for practitioners. The ACM approach provides a systematic method that allows MNC to shift from a somewhat fragmented and unorganized management development process to one that is considerably more orderly and complete. The approach is of particular value to those concerned with training for overseas job assignment management and the development of better management of expatriate providing progressive HRM methods. It provides a template to guide the training of program designers in identifying the needed activities and skills for each level of management in the MNC. The company can further develop job profiles that accurately account for the complete set of knowledge and skills required for all managerial positions recruitment. Once the job competencies for all levels are identified, a parallel hierarchy of required training responses can be identified. The resulting hierarchy of job competencies then guides all management development activities in the MNC. In addition, the ACM has made it easier to discuss the necessary competency development for subordinate managers. Both parties are now better able to identify the types of training and development needed to improve an individual’s managerial performance. The ACM can also be of value for personal career planning. Interested career aspirants can review the different job profiles to identify areas of career interest and their own competency development needs. MNC’s CEO can also use the profile to assist in making succession-planning decisions by evaluating the
competency levels and development needs of their subordinates. This can therefore serve as guideline for recruiting and selecting effective MNC managers.
As the study relies on questionnaire data, its empirical validity may be somewhat limited due to possible biases and reverse-causality/endogenous problems. In addition, the sample of this survey is not large enough to cover most of the main industry in Middle Eastern area country, the result is still somehow valuable for those who are planning to expand enterprise into Middle Eastern country while selecting suitable expatriate managers and providing proper training for them. Since Middle Eastern country has
employee with most diversity culture, this study suggested several avenues for future research, for example, the survey can be extended to (1)
researching the cross relationship between nationality, religion and managerial competence inside this specific area in terms of multi-culture issue. (2) analyzing the traits and personality attributes of successful MNC managers against managerial skill they perform.
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Website
http://cobe.boisestate.edu/msr/index.htm
http://ollie.dcccd.edu/mgmt1374/book_contents/1overview/managerial_roles/m grl_roles.htm
Appendix ( Result from output of S.P.S.S)
Descriptive statistics of management activities by management levels
Top level (36) Middle level (83) Supervisory level(58) All respondent(177)
Rank No. Mean S.D No. Mean S.D No. Mean S.D No. Mean S.D
1 A2 4.42 0.73 A10 3.96 0.85 A17 4.07 0.62 A17 3.89 0.66 2 A1 4.25 0.65 A14 3.87 0.73 A7 3.84 0.87 A10 3.80 0.79 3 A18 4.22 0.76 A1 3.80 0.89 A16 3.81 0.98 A7 3.80 0.81 4 A3 4.19 0.52 A17 3.80 0.73 A14 3.64 0.89 A16 3.80 0.84 5 A7 4.00 0.68 A16 3.77 0.82 A10 3.59 0.73 A14 3.75 0.78 6 A19 3.89 0.46 A4 3.75 0.81 A15 3.40 1.04 A9 3.58 0.78 7 A17 3.83 0.51 A7 3.69 0.81 A9 3.36 0.79 A4 3.56 0.77 8 A8 3.83 0.56 A9 3.63 0.81 A19 3.26 0.85 A3 3.55 1.01 9 A16 3.83 0.65 A3 3.60 0.94 A4 3.22 0.50 A1 3.55 1.11 10 A9 3.81 0.62 A15 3.51 0.83 A3 3.09 1.11 A15 3.50 0.89 11 A10 3.78 0.68 A2 3.43 0.91 A6 3.07 0.49 A18 3.39 1.03 12 A4 3.69 0.86 A11 3.41 0.90 A18 2.97 1.15 A2 3.36 1.14 13 A14 3.67 0.68 A18 3.33 0.81 A1 2.76 1.17 A19 3.31 1.09 14 A15 3.67 0.72 A6 3.29 0.88 A11 2.62 0.97 A6 3.25 0.73 15 A13 3.47 0.61 A8 3.25 0.78 A2 2.59 1.08 A11 3.11 0.92 16 A6 3.47 0.61 A19 3.10 1.33 A13 2.38 1.02 A8 3.06 0.97 17 A20 3.28 0.70 A13 2.88 1.00 A8 2.31 0.92 A13 2.84 1.02 18 A11 3.22 0.48 A20 2.30 1.07 A20 2.19 1.33 A20 2.46 1.17
Descriptive statistics of management activities by industry type
Manufacturing (102) Service(75) All respondents(177) Rank No. Mean S.D No. Mean S.D No. Mean S.D 1 A16 3.97 0.85 A7 3.84 0.75 A17 3.89 0.66 2 A17 3.96 0.60 A17 3.80 0.74 A10 3.80 0.79 3 A10 3.92 0.84 A10 3.64 0.69 A7 3.80 0.81 4 A14 3.89 0.76 A15 3.60 0.77 A16 3.80 0.84 5 A7 3.77 0.85 A14 3.56 0.78 A14 3.75 0.78 6 A9 3.70 0.78 A16 3.56 0.78 A9 3.58 0.78 7 A19 3.61 0.98 A3 3.56 0.98 A4 3.56 0.77 8 A1 3.60 1.17 A4 3.55 0.78 A3 3.55 1.01 9 A4 3.58 0.76 A1 3.48 1.03 A1 3.55 1.11 10 A3 3.55 1.04 A2 3.45 1.00 A15 3.50 0.89 11 A18 3.52 1.10 A9 3.41 0.76 A18 3.39 1.03 12 A15 3.43 0.96 A6 3.23 0.75 A2 3.36 1.14 13 A2 3.28 1.23 A18 3.21 0.90 A19 3.31 1.09 14 A6 3.27 0.72 A8 3.05 1.00 A6 3.25 0.73 15 A11 3.19 1.02 A11 3.01 0.76 A11 3.11 0.92 16 A8 3.07 0.96 A19 2.91 1.12 A8 3.06 0.97 17 A13 2.90 1.00 A13 2.75 1.04 A13 2.84 1.02 18 A20 2.61 1.07 A20 2.27 1.28 A20 2.46 1.17
Factor analysis
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .799
Approx. Chi-Square 2123.317
df 190
Bartlett's Test of Sphericity
Sig. .000
Communalities
Initial Extraction
Strategy setting 1.000 .740
Seeking and assessing new business opportunities globally
1.000 .781
Long-term planning 1.000 .741
Distribution available
resources 1.000 .612
Design of standard operation
procedure 1.000 .597
Participating international
conference or meeting 1.000 .518
Budget planning and
execusion 1.000 .762
Organization design 1.000 .658
Human resource allocation 1.000 .761 Conflict resolution and
motivation of employees 1.000 .627
Multi-culture recruiting 1.000 .626
Planning and implementation
for training 1.000 .825
International affairs
involvment 1.000 .653
Personnel performance
evaluation 1.000 .594
Cost–benefit analysis 1.000 .619
Monitoring work schedule 1.000 .740
Analysis and review of work
status 1.000 .804
Local relationship building 1.000 .639 Neogtiation on behalf of
organization 1.000 .705
Boundary spanning 1.000 .698
Extraction Method: Principal Component Analysis.
Total Variance Explained
Component Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
1 7.129 35.647 35.647 7.129 35.647 35.647
2 3.135 15.675 51.322 3.135 15.675 51.322
3 1.258 6.288 57.610 1.258 6.288 57.610
4 1.142 5.711 63.321 1.142 5.711 63.321
5 1.035 5.177 68.498 1.035 5.177 68.498
6 .983 4.915 73.413
7 .857 4.285 77.698
8 .741 3.705 81.403
9 .570 2.849 84.252
10 .505 2.524 86.776
11 .442 2.210 88.986
12 .423 2.117 91.103
13 .355 1.773 92.876
14 .315 1.577 94.453
15 .292 1.462 95.915
16 .223 1.115 97.029
17 .203 1.013 98.042
18 .175 .876 98.918
19 .115 .575 99.493
20 .101 .507 100.000
Extraction Method: Principal Component Analysis.
Reliability Statistics for factor 1
Cronbach's
Alpha N of Items
.917 9
Item-Total Statistics Seeking and assessing new
business opportunities globally
25.2768 41.588 .769 .903
Strategy setting 25.0847 41.362 .810 .900
International affairs
involvment 25.7966 43.674 .705 .908
Boundary spanning 26.1695 41.073 .781 .902
Long-term planning 25.0791 43.551 .721 .907
Organization design 25.5706 44.042 .713 .908
Local relationship building 25.2429 43.617 .700 .908
Neogtiation on behalf of
organization 25.3220 44.185 .607 .915
Multi-culture recruiting 25.5198 46.240 .566 .916
Reliability Statistics for factor 2
11.1073 4.074 .541 .738
Budget planning and execusion
10.5593 3.543 .653 .678
Conflict resolution and motivation of employees
10.5593 3.884 .542 .737
Cost–benefit analysis 10.8588 3.497 .578 .721
Reliability Statistics for factor 3
Human resource allocation 3.7514 .608 .489 .(a)
Personnel performance evaluation
3.5763 .609 .489 .(a)
a The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item codings.
Reliability Statistics for factor 4
Monitoring work schedule 3.8927 .437 .563 .(a)
Analysis and review of
work status 3.7966 .708 .563 .(a)
a The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item codings.
t-test
One-Sample Test for top level
Test Value = 3.50
95% Confidence Interval of the Difference
t df Sig. (2-tailed) Mean Difference Lower Upper
A1 6.932 35 .000 .750 .53 .97
A2 7.514 35 .000 .917 .67 1.16
A3 7.940 35 .000 .694 .52 .87
A4 1.363 35 .182 .194 -.10 .48
A5 -5.299 35 .000 -.694 -.96 -.43
A6 -.274 35 .786 -.028 -.23 .18
A7 4.437 35 .000 .500 .27 .73
A8 3.568 35 .001 .333 .14 .52
A9 2.937 35 .006 .306 .09 .52
A10 2.448 35 .020 .278 .05 .51
A11 -3.439 35 .002 -.278 -.44 -.11
A12 -4.955 35 .000 -.889 -1.25 -.52
A13 -.274 35 .786 -.028 -.23 .18
A14 1.479 35 .148 .167 -.06 .40
A15 1.394 35 .172 .167 -.08 .41
A16 3.055 35 .004 .333 .11 .55
A17 3.944 35 .000 .333 .16 .50
A18 5.701 35 .000 .722 .47 .98
A19 5.022 35 .000 .389 .23 .55
A20 -1.901 35 .066 -.222 -.46 .02
One-Sample Test for middle level
Test Value = 3.50
95% Confidence Interval of the Difference
t df Sig. (2-tailed) Mean Difference Lower Upper
A1 3.009 82 .003 .29518 .1000 .4904
A2 -.661 82 .510 -.06627 -.2657 .1331
A3 .997 82 .322 .10241 -.1020 .3068
A4 2.781 82 .007 .24699 .0703 .4237
A5 1.967 82 .053 .16265 -.0019 .3272
A6 -2.190 82 .031 -.21084 -.4023 -.0194
A7 2.099 82 .039 .18675 .0098 .3637
A8 -2.891 82 .005 -.24699 -.4170 -.0770
A9 1.428 82 .157 .12651 -.0497 .3028
A10 4.987 82 .000 .46386 .2788 .6489
A11 -.917 82 .362 -.09036 -.2864 .1056
A12 4.704 82 .000 .36747 .2121 .5229
A13 -5.626 82 .000 -.62048 -.8399 -.4011
A14 4.594 82 .000 .36747 .2084 .5266
A15 .066 82 .948 .00602 -.1756 .1877
A16 3.025 82 .003 .27108 .0928 .4493
A17 3.691 82 .000 .29518 .1361 .4543
A!8 -1.957 82 .054 -.17470 -.3523 .0029
A19 -2.763 82 .007 -.40361 -.6942 -.1130
A20 -10.230 82 .000 -1.19880 -1.4319 -.9657
One-Sample Test for supervisory level
Test Value = 3.50
95% Confidence Interval of the Difference
t df Sig. (2-tailed) Mean Difference Lower Upper
A1 -4.808 57 .000 -.741 -1.05 -.43
A2 -6.464 57 .000 -.914 -1.20 -.63
A3 -2.832 57 .006 -.414 -.71 -.12
A4 -4.226 57 .000 -.276 -.41 -.15
A5 3.729 57 .000 .397 .18 .61
A6 -6.690 57 .000 -.431 -.56 -.30
A7 3.003 57 .004 .345 .11 .57
A8 -9.831 57 .000 -1.190 -1.43 -.95
A9 -1.333 57 .188 -.138 -.35 .07
A10 .904 57 .370 .086 -.10 .28
A11 -6.902 57 .000 -.879 -1.13 -.62
A12 .000 57 1.000 .000 -.19 .19
A13 -8.343 57 .000 -1.121 -1.39 -.85
A14 1.177 57 .244 .138 -.10 .37
A15 -.756 57 .453 -.103 -.38 .17
A16 2.408 57 .019 .310 .05 .57
A17 7.019 57 .000 .569 .41 .73
A18 -3.527 57 .001 -.534 -.84 -.23
A19 -2.164 57 .035 -.241 -.46 -.02
A20 -7.500 57 .000 -1.310 -1.66 -.96
Questionnaire of Cross culture management study
The purpose of this questionnaire is to help to collect necessary managerial skill for different manager's activity under globalized environment for academic survey, based on your current position level, please mark your opinion in terms of degree of importance of ranking for the part 2 survey, all the response would be treated as confidential, your kind assistance will be highly appreciated.
Instruction
1. industry type: two choice F1,F2 to be marked in column B10-B11 based on your industry type
2. current position : three choice P1,P2,P3 to be marked in column B14-B16 based on your position level
3. you are asked to evaluated and show the degree of perceived importance for each activity in your position level in column D21--D41 which is--1:strongly disagree, 2: disagree to some extent, 3: uncertain, 4:agree to some extent, 5:
strongly agree
4. 4 if degree ranked 3 or above, please marked the associated skills from the below description S1-S11, there may be more than one skill related to each activity, for example, activity A1, if your rank is 4, associated skill marked may be S3.S6.S8.S9
F2for banking , finance or others service
position level
p1: top level, p2: middle level, p3: supervisory level
Part 2 Managerial activity and associated skill needed NO Activity Description
Degree of strategies and polices to achieve them, and
developing detailed plans to achieve the objective
A2
To pursue an aggressive competitive strategy pioneering products and markets, to understand the changes and innovations in the industry and uncertainty of actions of competitors and customers
A3 Long-term planning
To align the organization’s long-range plan with its strategic business plan.
Rapidly changing business environments, increased involvement by end users, and accelerated
technological changes underscore the need to continue improving strategic negotiating with internal and external resources to satisfy project needs and
constraints in a timely manner
Serving as a liaison between the company and the external resource monitoring, evaluation and/or influencing the performance of the provider
elementary operations and updating timly based on local government's law and regulation
Prepare budget for routine activity or future
To identify and update the major function categories used within an enterprise and their relationships to business processe
To assign interesting tasks, make sure that employees’
work with competent colleagues and work on professionally important projects, and to provide jobs for employee
To resolve the conflicts between subordinates and
peers; to motivate them
A11 Multi-culture recruiting
To make up for the current and future shortages of qualified employee coach, keeping track of subordinate training and special skills as they relate to job assignments to
facilitate their personal growth and development
A13 International
Evaluating the quality of subordinate job
performance
A15 Cost–benefit analysis
Installing new cost metrics to purchase low cost and distribution cost analysis of department
A16 Monitoring work schedule
Keeping up with information on the progress of
operations in the company
A19 Neogtiation on behalf of organization
To take charge when organization must engage in important negotiation within or outside the department
A20 Boundary spanning
Acting as interpreter between homes and host countries across technical and social-culture issues
NO Managerial skill description
S1 Conceptual skill Ability to analyze events,perceive trends,anticipate change and recognize opportunities and threats
S2 Creativity (innovation) skill
Perceiving and responding to the direction in which the business should grow, company objectives and policies and stockholders' and employees' interests
S3 Planning and organizing skill
Setting targets or goals; detailing the steps and then allocating resources, arranging or forming these actions into a coherent unity or functioning whole to accomplish those plans
S4 Leadership skill
Identifying the relationship with subordinates, defining the milieu in which they work, motivating them, probing into their activities to keep them alert, and taking responsibility for hiring, training and promoting them
S5 Self-Monitoring Personal flexibility, adjusting to social demands of different culture
S6
Communication, persuasiveness and coordination skill
Having a strong vocabulary for effectively translating ideas into words fluidly to adapt the message to fit the audience and situation
To bridge two ideas, and create a total meaning having far greater impact that logical, discursive explanation
S7 Learning and adapting skill
Understanding and appreciating different and opposing perspectives on an issue. Having the perspective on an issue adapting to changing situations;
accepting change in the organization or work requirements
S8 Multi-lingual skill Proficiently listening, speaking, reading and writing with official languages
S9 Cognitive complexity
Intuitive perceptual sensitivity to different cultures, thought and behavior patterns
S10 Multi culture sensitivity Comfortability in dealing with staff from different cultures
S11 Flexible problem solving skill Maintaining a flexible attitude to create accetable solution