跨國公司主管需具備管理才能之研究

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(1)國立中山大學企業管理學系英語 MBA 碩士論文. 跨國公司主管需具備管理才能之研究 Management development: A study of multinational managerial activities and skills. 指導教授：吳仁和博士郭倉義博士研究生：魯啟明撰. 中華民國九十六年五月.

(2) Abstract This study discusses an activity competency model (ACM) which was utilized to investigate the perceived importance of managerial activities and skills/knowledge required of three management levels of Multi-national Corporation (MNC) under cross culture working environment in Middle Eastern area country. The 177 samples of this study collected mainly on different level of mangers from seven oil; petrochemical manufacturing industries and six service industries such as financial companies; bank and trade companies. Many quantitative methods, including factor analysis, one-way ANOVA, t-test, data correlation were utilized to test the hypothesis of this research. The major findings of this study are summarized as following: (1) the importance of MNC managerial activities varies significantly for both different levels of management and different industries. (2) the most important managerial three skills; communication, persuasiveness and coordination skill; planning and organizing skill; leadership skill are all identical in each management level and industry type as well. (3) it is very diversity in terms of cross-relationship between managerial skill and activity. (4) it is more concern on diversity of culture for lower management level than for upper level due to frequent personal contact and communication. The results of this study have implications for MNC management development, training, and management career planning. They can also serve as a guideline for recruiting or dispatching the capable expatriate manager for international business enterprise. Key words: Activity competency model; Multi-national Corporation (MNC); globalization, expatriate. i.

(3) 摘要本研究探索位於中東地區跨國公司多國籍各級主管對工作上所需職能,管理技巧重要性之認知,並以管理活動職能模式(ACM)推演結果. 研究對像大都是石化油氣六家製造業及五家銀行貿易等服務業, 研究方法以多重問卷調查方式收集資料後,有效樣本 177 件,以統計軟體 SPSS 之 factor analysis, one-way ANOVA, t-test, data correlation 分析歸納並與各假說比對. 主要研究發現為(一)跨國公司各級主管對管理活動重要性之認知因職位高低,不同行業均有顯著差異. (二)不論任何職位行業均認為溝通,說服,協調能力,計劃組織能力及領導力為執行管理活動最重要三項技巧. (三)管理活動與其個別所需技巧因職位行業不同有顯著差異. (四)中低階主管認為對掌握多元文化有關之管理技巧重要性高於高階主管. 本研究結果對跨國公司主管管理才能發展訓練,生涯規劃有相當參考價值.同時也可當作主管海外派任選拔或雇用之能力指標.. 關鍵詞: 管理活動職能模式, 跨國公司, 海外派任,全球化.. ii.

(4) Table of contents 1. Introduction……………………………………………………………………..1 2. Literature Review………………………………………………………………3 2.1 Activity competency model…………………………………………………3 2.2 Literature of MNC management roles , function, activities and skills….5 2.3 Conceptual framework and hypotheses…………………………………..8 3. Research Design……………………………………………………………....13 3.1 Instrument development and pilot study…………………………………13 3.2 Sampling…………………………………………………………………….17 4. Data analysis…………………………………………………………………..17 4.1 Sample characteristics……………………………………………………..17 4.2 Factor analysis……………………………………………………………...18 4.3 Description statistics of Management activities………………………….20 4.3.1The five least and most important managerial activities by industry....20 4.3.2 The five least and most important managerial activities by level…….20 4.4 Testing of the hypotheses………………………………………………….22 4.4.1 One way AOVA test of Effects of industry type and management Level on management activity……………………………………..….22 4.4.2 t-Test of analysis of importance of management activities…….….24 4.4.3 Analysis of importance of management skills………………………27 4.4.4 Correlation of analysis of relationship between managerial activities and skills………………………………………………………………….28 5. Implication and conclusions………………………………………………….32 5.1 Discussion of result……………………………………………………….32 5.2 Implication and suggestion………………………………………………34 Reference…………………………………………………………………………36 Appendix…………………………………………………………………………..38 Descriptive statistics of management activities………………………………..38 Factor analysis………………………………………………………………….39 Reliability Statistics test………………………………………………………..41 One-Sample t-Test……………………………………………………………..44 Questionnaire for the study…………………………………………………....47 iii.

(5) Figure index Fig 1 Activity Competency Model……………………………………………….7 Fig 2 Conceptual framework……………………………………………………12 Fig 3 The five most important managerial activities by industry type………21 Fig 4 The five least important managerial activities by industry type………22 Fig 5 The five most important managerial activities by management level..22 Fig 6 The five least important managerial activities by management level..22 Fig 7 Skill ranking………………………………………………………………..27 Fig 8 Skill portfolio in different management level……………………………28 Fig 9 Skill portfolio in different management industry………………………..28 Table index Table 1 Managerial activity……………………………………………………..15 Table 2 managerial skill………………………………………………………...16 Table 3 Profile of respondents by management level and industry type…..18 Table 4 Varimax rotated factor matrix of 18-item instrument……………….19 Table 5 Result of one-way AVONA for industry type………………………...23 Table 6 Scheffe’s multiple comparisons of management activities among management levels…………………………………………………….24 Table 7 t-Test of perceived importance of management activity by management level……………………………………………………...25 Table 8 t-Test of perceived importance of management activity by industry type………………………………………………………………………26 Table 9 Managerial activities and the needed skills by management levels……………………………………………………………………..30 Table10 Managerial activities and the most significant needed skills by management levels………………………………………………………..31. iv.

(6) 1. Introduction Globalization has created a need for organizations to conduct business and sends staff to manage operations in disparate cultures. Increased cross cultural contacts are likely to result in misunderstanding and conflict unless people can learn how to deal effectively and harmoniously with persons from other cultures. There is no doubt that selecting someone for an international assignment requires something more than the usual stringent criteria for outstanding performance in a domestic scenario. The multi-national corporation (MNC) is a more complex form that usually has fully autonomous units operating in multiple countries. These companies have traditionally given their foreign subsidiaries a great deal of latitude to address such as consumer preferences, political pressures and economic trends in different regions of the world (Miroshnik ,2002). Important trends in recent years have been a focusing on cross cultural interactions and the recognition among academics and professionals that culture is important to understanding international organizational behavior and human resource management. The rise of transnational companies and the dependence of even the smallest companies create a need for a new type of manager. It has been frequently argued that managers successful in domestic operation do not, for some reason, succeed in the international area (Jokinen a, 2005). Global managers must have the skills and abilities to interact with and manage people from the diverse cultural backgrounds that populate their multinational companies (Cullen and Parboteeah, 2006). Management competencies are the ways in which a person interacts with other people in an organization, be they peers, superiors, staff or. 1.

(7) subordinates. Almost every job requires interaction with people, regardless of the type of organization or the seniority of the position held. Global leadership competencies are seen as those universal qualities that enable individuals to perform their job outside their own national as well as organizational culture, no matter what their educational or ethnical background is, what their functional area; level and their job description represents, or what organization they come from (Jokinen b, 2005). Empirical studies found expatriate managers typically apply a leadership style used in their home country rather than adjust or adapt to the local culture norms (Black and Porter,1991; Bakhtari,1995). How expatriate managers adjust their leadership style due to cross-cultural differences? whether and how the local subordinates perceive the styles of expatriates to differ from locals after possible adjustments? Discussion about necessary competencies of both expatriate managers and global managers has recently been lively raised, since the need for such managers is increasing due to the globalization of business. Here the cultural competencies of managers have been typically stressed, including issues such as being able to recognize the influence of one’s own cultural background (self-understanding), being sensitive to cross-cultural differences, and as an outcome the capability to adjust one’s behavior so that it is effective in cross-cultural settings. In this context, the leadership point of view is very central since cross-cultural leadership competencies are a key prerequisite for making things happen successfully within organizations. Cross-cultural leadership research has largely been comparatively researched contrasting leadership styles of managers from different countries.. 2.

(8) Therefore, obtaining and retaining MNC managers with the skills and knowledge required to support the organization effectively is an important challenge. To address this, management development must be provided to managers, a successful program is MNC management based on clear management development requirements with systematic training on design and effective program implementation. However, the training courses are often proposed by employees based on their own feelings and not necessarily their real needs or is suggested by external consulting firms based on popular current issues. While both approaches may provide some people with needed training, neither is sufficient or efficient as an approach to meet real challenges in a firm. As a consequence, a systematic study of MNC management development requirements is becoming more important. The objectives of this survey were to investigate critical MNC managerial activities and skills requirements based on the appropriate managerial level. The key research questions were: (1) What constitutes a typical set of critical management activities performed by MNC managers at various organizational levels? (2) What are the skills required to perform these management activities at each MNC management level? (3) Do the set of critical management activities and the needed skills differ among various management levels and industries?. 2. Literature Review 2.1 Activity competency model. 3.

(9) Based on personal overseas working experience, together with many research literatures, successful global manager is generally summarized to be a person with following characteristics: -Cosmopolitan: is sufficiently flexible to operate comfortably in pluralistic cultural environments. -Skilled at intercultural communication: knows at least one foreign language and understands the complexities of interaction with people from other cultures. -Culturally sensitive: uses experience in different national, regional, and organizational cultures to build relationships with culturally different people. -A rapid acculturation: rapidly acculturates or adjusts to strange or different cultural settings. -Knowledgeable of cultural and institutional influences of management: understands how national culture and a country’s social institutions affect the entire management process. -A facilitator of subordinate intercultural performance: uses a deep understanding of cultural differences in work and living to prepare subordinates for successful overseas experiences. -A user of cultural synergy: takes advantage of cultural differences by finding a synergy that combines the strengths of each cultural group. -A promoter and user of the growing world culture: understands, uses, and takes advantage of the growth international advances in media, transportation, and travel that support the globalization of international business. -A commitment to continuous improvement in self-awareness and renewal: understanding and questioning one’s self (Cullen and Parboteeah ,2006). 4.

(10) 2.2 Literature of MNC management roles ,function, activities and skills To meet the many demands of performing their functions, managers are assumed with multiple roles (Carroll and Gillen ,1987). A role is an organized set of behaviors. 1973, Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional (Mintzberg ,1971). The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be implemented at various time spans by the same manager and to different degrees depending on the level and function of management. The ten roles are described individually, but they form an integrated whole. The three interpersonal roles are primarily concerned with interpersonal relationships. The direct relationships with people in the interpersonal roles place the manager in a unique position to get information. Thus, the three informational roles are primarily concerned with the information aspects of managerial work. The unique access to information locates the manager at the center of organizational decision making as four decisional roles. The job of every manager involves what is known as the functions of management: planning; organizing; directing; and controlling. These functions are goal-directed, interrelated and interdependent. Planning involves devising a systematic process for attaining the goals of the organization, it prepares the organization for the future. Organizing involves arranging the necessary resources to carry out the plan, it is the process of. 5.

(11) creating structure, establishing relationships, and allocating resources to accomplish the goals of the organization. Directing involves the guiding, leading, and overseeing of employees to achieve organizational goals. Controlling involves verifying that actual performance matches the plan, if performance results do not match the plan, corrective action should be taken. Management role and skill from website of ( http://ollie.dcccd.edu/mgmt1374/book_contents/1overview/managerial_role s/mgrl_roles.htm) To complete each manager’s function or task, necessary knowledge and related skill are very critical, knowledge is usually assumed solid and easy to be defined. However, skills differ from inherent personality traits (e.g., being aggressive), motives (e.g., need for security), roles (e.g., supervisor), and functions (e.g., planning). On one hand, they encompass more than single managerial actions such as writing one’s name or smiling at an employee. On the other hand, they encompass less than the multiple behaviors involved in the classic management functions. Skills include cognitive knowledge or how to perform an action, but they involve more than just knowledge itself. While it is difficult, and somewhat arbitrary, to establish the boundaries for what is and what isn’t to be considered a skill, we feel comfortable in adopting the following definition of management skills: A management skill involves a sequential pattern of behaviors performed in order to achieve a desired outcome. This definition eliminates traits such as honesty or loyalty since these concepts are not defined by a specific, sequential set of behaviors. It also eliminates roles or functions such as leading or controlling as skills since they involve a variety of behaviors.. 6.

(12) Management skills from website (http://cobe.boisestate.edu/msr/index.htm) Extracted from these above mentioned topics regarding role and function in different level of manager with particular skill or knowledge in conjunction with theory of necessary managerial activities, we establish a working perspective of managerial activity and competency that could guide our exploration of MNC manager performance and what skills they actually need. • What MNC managers usually do and • What skills and knowledge they need based on industry type and level? We call this an activity competency model (ACM). It shows the hierarchical structures between the level of management of given MNC manger’s concerned management activity, and their necessary requisite skills/knowledge sets, as shown in Fig 1.. Manager’s Roles/ Functions. Managerial Activities. Managerial Knowledge/Skills. Fig 1 Activity Competency Model At the top of the ACM, are the levels of MNC management characterized by the MNC manager’s roles or critical functions vital to the success. Following. 7.

(13) the lower levels, manager’s roles and functions are broken down into their special activities; each level of management needs to complete these work activities to accomplish their defined functions effectively. Obviously, different levels of management perceive the importance of their activities in different way. How well the performance at each work activity and its appropriate level depends on how efficient utilization of the more elementary competencies at their skill and knowledge level that are the key competencies that they support in accomplishing to the organization’s success. Naturally, a competency at a lower level is likely to support more than one competency at a higher level. Nevertheless, many competencies at lower levels are required to support a specific competency at a higher level. 2.3 Conceptual framework and hypotheses The extent to which managers perform the functions of management varies by level in the management hierarchy. The term “supervisor” could be applied at all management levels of the organization to those who direct the work of others. In common usage, however, the title tends to be used only in the first level of the management hierarchy. If an organization were divided into top, middle, and lower managerial levels, this term generally applies to the lower level. Supervisors are managers whose major functions emphasize directing and controlling the work of employees in order to achieve the team goals. They are the only level of management managing non-managers. Thus, most of the supervisor’s time is allocated to the functions of directing and controlling. In contrast, top managers spend most of their time on the functions of planning and organizing. The top manager determines the mission and sets the goals for the organization. His or her. 8.

(14) primary function is long-term planning. In sum, top management is accountable for the overall management of the organization, where middle management implements top management goals, supervisory management directs the actual work of the organization at the operating level. Adler and Bartholomew compared the qualities of MNC competent managers with those of traditional managers. They specified the qualities for managing globally competent people as follows (Adler and Bartholomew 1992): -understanding the worldwide business environment from a global. perspective learning about many cultures -working with and learning from people from various cultures simultaneously -creating a culturally synergistic organizational environment -adapting to living in many foreign cultures -using cross-culture international skill on a daily basis -treating foreign colleagues equally From Jassawal, Truglia and Garvey’s study 2004 in terms of components of selection criteria for expatriate managers is suggested to be: -Self awareness: knowledge of difference between home and host cultures, realization of the impact of culture values on performance. -Self regulation: being open to new perspectives, managing uncertainties with self learning and improvement, resisting the urge to impose own values on host cultures, understanding the link between host culture and cross-culture conflicts, being flexible and patient when uncomfortable situations arise. -Self motivation: maintaining optimism in the new challenges, effectively 9.

(15) handling stress, seeking new ways of achieving assignment goals. -Empathy: listening skill, sensitivity to differences, asking questions and seeking to understanding before reacting, willing to change so as to show respect for others, opening sharing information. -Social skill: being outgoing, smiling and friendly, building friendships, seeking common ground despite cross-culture differences, being open-minded and engaging in discussion rather than passing judgment, socializing and communication informally to build rapport and future cooperation. Therefore an effective manager is likely to possess complementary managerial skills that are aligned with the organization’s strategy and design, in a complex array that integrates external and internal elements. Carmeli’s study summarized the following skill: Cleverness (intelligence), Conceptual skills, Creativity Diplomacy and tact, Fluency in speaking ,Knowledge about group Organizing skills (administrative ability) ,Persuasiveness , Social skills which are very necessary for any cross culture managers (Carmeli, 2006). Ali and Camp 1996 also implemented a survey and found skill and qualities needed for global managers as follow: Global perspective, Effectiveness in dealing with human resources , Flexible attitude, Adequate technical literacy, Comfort ability in dealing with people from different cultures, Knowledge of social economic, and political environment of other country, Problem solving skill , Adaptability and commitment to change , Willing to Foreign assignment, Long term perspective on business perfprmance, Overseas experience , Proficiency in local language, Personal relations skill. 10.

(16) To understand the difference between domestic and global management, it is necessary to understand the ways in which cultures vary. Anthropology has produced a literature rich in description of alternative culture system. “Culture is that complex whole which includes knowledge, belief, art, law, morals, customs, and any capabilities and habits acquired by a man as a member of society”( Taylor,1977). People from different culture fail to understand one another; they do not work in the same ways or at the same pace. The potential for increased confusion becomes highest when the organization requires clarity. However, diversity culture leads to advantages when organization wants to expand such as new idea, new approach, new market, due to mixture of creativity (Miroshnik, 2002).In terms of cross-culture management effectiveness, Phatak offered us five values, which are vary necessary to know for foreign manager to manage effectively which are Individualism, Informality, Materialism, Change, Time orientation (Phatak ,1986). A well-known discovery by Hofstede, he found that, “Manager and employee vary on four primary dimensions: individualism/collectivism, power distance, uncertainty, avoidance and masculinity”. All this researches are discussing management impact from cross culture point of view (Hofstede,1980). Thus, we predict that MNC managers in different industries on different level should perceive the relative importance of managerial activities and associated skills. Although previous research focused on relative importance of managerial roles in Individual function, meanwhile, necessary skills are also suggested for MNC manager frequently, however rarely survey being found in terms of. 11.

(17) how is the cross relationship between activity and associated skill for MNC managers, therefore the ACM model is used for guide our research and conceptual framework of this study which shown in Fig 2 Level of Management Type of Industry. Management Activities. Management Skills. Fig 2 Conceptual framework. As a result, we establish the following research hypotheses: 1. Effects of industry type and management level on management activity. H1.1: There is no interaction between management level and industry type on the importance of the management activity. H1.2: There is no difference among the management levels regarding the importance of the management activities. H1.3: There is no difference among the industry types regarding the importance of these management activities. 2. The importance of management activities to management level and industry type. H2.1: Each management activity is unimportant to each level of management. H2.2: Each management activity is unimportant to each type of industry. 3. The importance of management skills to management level and. 12.

(18) industry type. H3.1: Each management skill is unimportant to each level of management. H3.2: Each management skill is unimportant to each type of industry. 4. The relationship between managerial activities and skills. H4: The management skills are unimportant to each managerial activity for each one of the three management levels.. 3. Research Design 3.1 Instrument development and pilot study A survey instrument was utilized to collect the data applied in our study, a questionnaire, which was composed of two parts: basic data and management activities and required skills. Data were collected using a five point Likert-type scale, where 1 = strongly disagree; 2 = disagree to some extent; 3 = uncertain; 4 = agree to some extent; 5 = strongly agree. The basic data portion only asked managers to provide their industry’s type and their current management level. In the management activity and skill section, managers were asked to evaluate the perceived importance of each activity based on their positions (management level). If the degree of importance for the activity ranked 3 or above in importance, they were asked to choose all the related skills which are crucial to accomplish the activity effectively. As a whole, we try to survey the critical managerial activities and skills required by MNC managers. All the efforts were focusing on examining the important managerial roles or skills for different levels of management, after. 13.

(19) developing a questionnaire, sending it to concerned managers, and then analyze it. The three levels of MNC managers were classified as follows: top management (e.g, General Manager, CEO), middle management (e.g., Department manager, Director), and supervisory management (e.g., Superintendent, Assistant manager, Chief, Head). It was decided, in this study, to use multiple item measures to construct the roles and functions discovered by researchers and adapts them to be implemented in this survey. This involved a survey of practitioners and to ensure that a comprehensive set of scales was included in this survey questionnaire, the work of above mentioned researchers was reviewed, filtered and summarized to be an initial questionnaire. To accomplish a pilot study, this initial questionnaire was sent to concerned 18 people who are currently working under cross culture environment in variety of country mainly in Middle Eastern area, few in Far Eastern region including three different levels of managers. After collecting responses and comments from them, the questionnaire was refined and further modified to be a valid one. Finally 20 management activities and 11 managerial skills were emerged. These are listed in Table 1 and 2. Among them,S1,S2,S3,S6,S8 are relevant to the MNC management skill which were suggested by Carmeli ; where S7,S9,S10,S11 are relevant to the skill required for the global manager which were provided by Ali and Camp , other skills were recommended by participator of the pilot study.. 14.

(20) Table 1 Managerial activity NO Activity. Description. A1. Formulating organization objectives, defining strategies and polices to. Strategy setting. achieve them, and developing detailed plans to achieve the objective A2. Seeking and assessing new. To pursue an aggressive competitive strategy pioneering products and. business opportunities globally. 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 planning skills. A4. Distribution available resources. Selecting, accepting and/or 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 A5. A6. Design of standard operation. Setting standards for elementary operations. and updating timely based. procedure. on local government's law and regulation. Participating international. Representing company to participate international conference, or any event. conference or meeting A7. Budget planning. Prepare budget for routine activity or future improvement for organization. and execution A8. Organization design. To identify and update the major function categories used within an enterprise and their relationships to business processes. A9. Human resource allocation. To assign interesting tasks, make sure that employees’ work with competent colleagues and. work on professionally important projects, and to provide. jobs for employee A10. Conflict resolution and. To resolve the conflicts between subordinates and peers; to motivate them. motivation of employees A11. Multi-culture recruiting. To make up for the current and future shortages of qualified employee worldwide. A12. Planning and implementation. Conducting knowledge/skills needs assessments, determining requisite. for training. areas of significant deficiencies and appropriate education/training programs for the staff Being a role of coach, keeping track of subordinate training and special skills as they relate to job assignments to facilitate their personal growth and development. A13. International affairs involvement. Legal, joint venture, licensing, commercial documents review and execution. 15.

(21) A14. Personnel performance. Evaluating the quality of subordinate job performance. evaluation 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. A17. Analysis and review of work. Gathering the pertinent information needed to evaluate proposed and/or. status. current project work. Local relationship building. Establishing good business relationship with local government, industry. A18. efficiently A19. A20. Negotiation on behalf of. To take charge when organization must engage in important negotiation. organization. within or outside the department. Boundary spanning. Acting as interpreter between homes and host countries across technical and social-culture issues. Table2 managerial skill NO. 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. Setting targets or goals; detailing the steps and then allocating resources,. skill. 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,. Having a strong vocabulary for effectively translating ideas into words fluidly to. persuasiveness and. adapt the message to fit the audience and situation. To bridge two ideas, and. coordination skill. 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. S9. Cognitive complexity. Intuitive perceptual sensitivity to different cultures, thought and behavior patterns. S10. Multi culture sensitivity. Comfort ability in dealing with staff from different cultures. 16. languages.

(22) S11. Flexible problem solving. Maintaining a flexible attitude to create acceptable solution. skill. 3.2 Sampling The targeted MNC managers in this study are mostly working for international enterprises in Middle Eastern country, most countries are muslin country, their culture is quite different from others, and meanwhile, those enterprises have most diversity nationality of employee due to higher salary package which attracts most skillful and capable employee from worldwide. Main industry in this area is manufacturing related to petrochemical or oil; gas company. Therefore more samples came from manufacturing industry, while others are from service industry such as bank, engineering service company. 4. Data analysis 4.1 Sample characteristics After close contact with those companies and receiving confirmation, we sent 261 questionnaires across different level of overseas MNC managers who are willing to participate this study in Saudi Arabia, Qatar, Oman, UAE, Bahrain. and received 193 responses, their industries included six chemical manufactures, one oil refinery, three financial companies, two engineering service companies and one trading company. They were classified into two industry types; manufacturing, service industry. After screening invalid responses,177 valid responses then were collected and analyzed statistically with the response rate of 67%. The respondents profile is shown in Table 3. 17.

(23) Table 3 Profile of respondents by management level and industry type N=177 Item. Number of respondents Manufacturing. Percent %. 102. 57.6. Service. 75. 42.3. Top. 36. 20.3. Middle. 83. 46.8. Supervisory. 58. 32.9. 177. 100.0. Industry type. Management level. Total 4.2 Factor analysis. All the analysis was conducted by SPSS software, factor analysis was used to investigate the 20 activities in more detail and to reduce the variables into a smaller number of factors. Bartlett’s sphericity test showed that the P-value was less than 0.01. This test result suggested that factor analysis was worth pursuing. The 177 responses were examined using principle component factor analysis as the extraction technique and varimax as the orthogonal rotation method. To derive a stable factor structure, two commonly employed decision rules were applied to eliminate scales: (1) eigenvalue less than 1 (2) loadings of less than 0.5 on all scale factors. Factor analysis evaluation and scale elimination were repeated. Finally a stable set of four factors was created as Table 4, they were defined to be names as following: ” International business planning and strategy setting” as factor 1, ”Budget allocation and communication” as factor 2. “Human resource management” as factor 3.. 18.

(24) “Operation management” as factor 4. These explained 63.3% of the variance in the data set. The reliability of the data set was tested by using Cronbach’s α; because its values for the factor 1, 2, 4, were greater than 0.7 and for the factor 3 was 0.657, the reliability of data is acceptable. Table 4 Varimax rotated factor matrix of 18-item instrument No. Activity. Factor 1. Factor 2. Factor 3. Factor 4. 0.87. 0.09. -0.11. -0.10. A1 Strategy setting. 0.82. 0.24. 0.05. 0.12. A13 International affairs involvement. 0.80. 0.01. 0.02. -0.02. A20 Boundary spanning. 0.78. 0.25. 0.11. 0.08. A3 Long-term planning. 0.74. 0.28. -0.17. 0.28. A8 Organization design. 0.72. 0.22. 0.28. 0.00. A18 Local relationship building. 0.69. 0.26. 0.24. 0.00. A19 Negotiation on behalf. 0.59. 0.18. 0.44. 0.21. A11 Multi-culture recruiting. 0.58. 0.28. 0.09. -0.01. A4 Distribution available resources. 0.46. -0.17. 0.45. 0.18. A7 Budget planning and execution. 0.13. 0.78. 0.34. 0.13. A15 Cost–benefit analysis. 0.41. 0.64. -0.02. 0.18. A6 Participating international. 0.25. 0.64. 0.18. 0.02. 0.33. 0.54. 0.19. 0.18. A9 Human resource allocation. 0.07. 0.31. 0.81. 0.03. A14 Personnel performance evaluation. 0.00. 0.24. 0.61. 0.29. A17 Analysis and review of work status. 0.07. 0.01. 0.27. 0.85. A16 Monitoring work schedule. 0.07. 0.25. -0.01. 0.80. A2 Seeking and assessing new business opportunities globally. of organization. conference or meeting A10 Conflict resolution and motivation of employees. Eigenvalues. 7.13. 3.14. 1.26. 1.14. Cumulative percentage. 35.6. 51.3. 57.6. 63.3. Cronbach’s α. 0.917. 0.774. 0.657. 19. 0.707.

(25) 4.3 Description statistics of Management activities 4.3.1The five least and most important managerial activities by industry type The importance of 18 management activities, based on industry type and level of management, are summarized in Appendix A. From industry point of view, The most 5 important management activities and 5 least important management activities are very similar ,most 5 important management activities are (1) budget planning and execution(A7) (2) analysis and review of work status(A17) (3) conflict resolution and motivation of employees(A10) (4) monitoring work schedule(A16) (5) personnel performance evaluation(A14), where 5 least important management activities are (1) boundary spanning(A20) (2) international affairs involvement(A13) (3) multi-culture recruiting(A11) (4) organization design(A8) (5) participating international conference or meeting(A6). However there are still slightly different ranking in terms of most and least important activities group. For example, activities of personnel performance evaluation (A14) and monitoring work schedule (A16) in manufacturing industry are relatively higher scale which means the personal issue is always a critical concern for manufacturing industry in terms of production level, meanwhile budget planning and execution (A7) is more crucial in service industry like bank or financial investment enterprise since budget issue is a core business of this industry. 4.3.2 The five least and most important managerial activities by level Among manager level, there is a significant difference for top level manager (CEO, chairman..), compared to other two levels , the most 5 important activities of middle and supervisor managers are (1) analysis and review of work status (2) budget planning and execution (3) personnel performance 20.

(26) evaluation (4) conflict resolution and motivation of employees (5) monitoring work schedule. Nevertheless, top managers are more concentrating on (1) strategy setting (A1) (2) seeking and assessing new business opportunities globally (A2) (3)local relationship building. (A18), naturally it is well proved according to many management theories. Regarding least important activities, all three level manager’s perception are very close, (1) boundary spanning (A20) (2) international affairs involvement (A13) (3) multi-culture recruiting (A11) are ranked at bottom group, while participating international conference or meeting (A6) is at middle important level for middle manager’s activity, it is quite understood that middle manager is required to be involved this activity for understanding latest technology trend of his or her industry. Organization design (A8) is located at middle ranking for top manager, it is obviously shown this activity is related to long term planning and can not be. M ean. classified the least important issue.. 4 3.9 3.8 3.7 3.6 3.5 3.4 3.3. Manufacture Service All respondents. A17. A7. A10. A16. A14. Top 5 important activity. Fig 3 The five most important managerial activities by industry type. 21.

(27) M ean. 3.5 3 2.5 2 1.5 1 0.5 0. Manufacture Service All respondents. A20. A13. A8. A11. A6. Least 5 important activity. Fig 4 The five least important managerial activities by industry type. 4.2. M ean. 4. Top. 3.8. Middle. 3.6. Supervisor. 3.4. All respondent. 3.2 A17. A10. A16. A14. A7. Top 5 important activity. Fig 5 The five most important managerial activities by management level. M ean. 5 4. Top. 3. Middle. 2. Supervisor. 1. All respondent. 0 A20. A13. A11. A8. A6. Least 5 important activity. Fig 6 The five least important managerial activities by management level. 4.4 Testing of the hypotheses 4.4.1 One way ANOVA test of Effects of industry type and management level 22.

(28) on management activity To test whether the four management activities factors were equally important to these two industries, one-way AVONA testing was used, the results showed in Table 5, we found significant different among factor 3 and factor 4 in these two industries. It can be explained that human resource management and operation management are more critical in between manufacturing and service industries. Table 5 Result of one-way AVONA for industry type ANOVA F1. F2. F3. F4. Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total. Sum of Squares 119.379 10368.700 10488.079 .392 1090.466 1090.859 16.342 302.653 318.994 14.110 297.800 311.910. df 1 175 176 1 175 176 1 175 176 1 175 176. Mean Square 119.379 59.250. F 2.015. Sig. .158. .392 6.231. .063. .802. 16.342 1.729. 9.449. .002. 14.110 1.702. 8.292. .004. F1, 2, 3, 4 denote Factor 1,2,3,4 By doing Schiff’s test, the result showed three level of managers only perceive the importance of factor 1 significantly different, but it is not obviously different in terms of other three factors among three level manager, From the table 6, top manager perceive factor 1 more important than middle manager by 5.6, and than supervisory manager by 11, that is, top managers tend to be more concerned with international strategic planning, supervisory managers show least concern on the same.. 23.

(29) Table6 Scheffe’s multiple comparisons of management activities among management levels Multiple Comparisons Scheffe Mean Difference (J) B2 Std. Error (I-J) middle 5.62885* 1.32666 supervisor 11.09291* 1.41051 middle top -5.62885* 1.32666 supervisor 5.46406* 1.13772 supervisor top -11.09291* 1.41051 middle -5.46406* 1.13772 F2 top middle .47088 .49410 supervisor 1.02011 .52533 middle top -.47088 .49410 supervisor .54923 .42373 supervisor top -1.02011 .52533 middle -.54923 .42373 F3 top middle -.02175 .26625 supervisor .47222 .28308 middle top .02175 .26625 supervisor .49398 .22833 supervisor top -.47222 .28308 middle -.49398 .22833 F4 top middle .10040 .26574 supervisor -.21264 .28254 middle top -.10040 .26574 supervisor -.31305 .22790 supervisor top .21264 .28254 middle .31305 .22790 *. The mean difference is significant at the .05 level. Dependent Variabl (I) B2 F1 top. 95% Confidence Interval Sig. Lower Bound Upper Bound .000 2.3534 8.9043 .000 7.6104 14.5754 .000 -8.9043 -2.3534 .000 2.6551 8.2730 .000 -14.5754 -7.6104 .000 -8.2730 -2.6551 .636 -.7490 1.6908 .155 -.2769 2.3171 .636 -1.6908 .7490 .433 -.4969 1.5954 .155 -2.3171 .2769 .433 -1.5954 .4969 .997 -.6791 .6356 .251 -.2267 1.1711 .997 -.6356 .6791 .099 -.0698 1.0577 .251 -1.1711 .2267 .099 -1.0577 .0698 .931 -.5557 .7565 .754 -.9102 .4849 .931 -.7565 .5557 .391 -.8757 .2496 .754 -.4849 .9102 .391 -.2496 .8757. F1, 2, 3, 4 denote factor 1,2,3,4. 4.4.2 t-Test of analysis of importance of management activities t-Test of perceived importance f management activity by management level is shown in table 7, the number of important activity is ranged 8-11 among three levels, A1, A8, A17, are all significant in every manager level. Supervisory level perceived highest number of activities with 11, middle level only with 8 ,but middle managers are more concentrating on A14 ;personnel performance evaluation, A17; analysis and review of work status,A16; monitoring work schedule. Obviously these are core activities for middle 24.

(30) manager. In terms of A3, long-term planning, perceived critical important for top level manager. Table7 t-Test of perceived importance of management activity by management levels Factor 1. Management level (test value=3.5). Activity. Top. A2 Seeking and assessing new business. Middle. *. Supervisory *. opportunities globally A1. 2. Strategy setting. *. *. *. A13 International affairs involvement. *. *. A20 Boundary spanning. *. *. *. *. A3. Long-term planning. *. A8. Organization design. *. A18 Local relationship building. *. A19 Negotiation on behalf of organization. *. A11 Multi-culture recruitment. *. A4. Distribution available resources. A7. Budget planning and execution. A6. Participating international conference. * * * *. *. * *. meeting A10 Conflict resolution and motivation on employees. 3. A9. Human resource allocation. A14 Personnel performance evaluation. 4. *. A17 Analysis and review of work status. *. *. A16 Monitoring work schedule. *. *. 10. 8. Total * p<0.01 25. *. 11.

(31) On the other hand, from table 8, manufacturing industry shows more important activities than service industry which is 11 to 9; manufacturing industry is more emphasizing on factor 2, 3, 4. where service industry is mainly on factor 1 Table 8 t-Test of perceived importance of management activity by industry type Management level (test value=3.5) Factor 1. 2. 3. 4. Activity. manufacture service. A13 International affairs involvement. *. *. A20 Boundary spanning. *. *. A8. *. *. Organization design. A18 Local relationship building. *. A19 Negotiation on behalf of organization. *. A11 Multi-culture recruitment. *. *. A7. *. *. A6 Participating international conference or meeting. *. *. A10 Conflict resolution and motivation of employees. *. A9. *. Budget planning and execution. Human resource allocation. A14 Personnel performance evaluation. *. A17 Analysis and review of work status. *. A16 Monitoring work schedule. *. Total. 11. * p<0.01. 26. *. 9.

(32) 4.4.3 Analysis of importance of management skills From Table 2, S6, S9, S10 are considered in connection with culture issue, when conducting MNC manager activities, those skills should be emphasized to help doing business smoothly. From the Fig7, S6; communication, persuasiveness and coordination skill, S3; planning and organizing skill, S4; leadership skill are ranked from top. Our finding shows clearly these top three skills are playing almost same important role among two industries and different management levels. However, referring to Fig 8, for S2; creativity (innovation) skill,S4; leadership skill, top and middle managers perceive more important than do supervisory managers, for S10; multi culture sensitivity, middle managers believe culture sensitivity is more critical since they need to follow order from top level and be supported by staff in MNC environment. Furthermore, we cannot identify significant different on skill in between two industries from Table 9.. 10.00 8.00 Mean 6.00 4.00 2.00 0.00 S5. S2. S7. S8. S10. S9 Skill. Fig 7 Skill ranking. 27. S11. S1. S4. S3. S6.

(33) Mean. 12.00 10.00 8.00. Top Middle. 6.00 4.00. supervisor all respondents. 2.00 0.00 S1. S2. S3. S4. S5 *. S6*. S7. S8. S9 * S10 * S11. Skill. Fig 8 Skill portfolio in different management level 10.00. Mean. 8.00 manufacture. 6.00. service. 4.00. all respondents. 2.00 0.00 S1. S2. S3. S4. S5 * S6 *. S7. S8. S9* S10* S11. Skill. Fig 9 Skill portfolio in different management industry. 4.4.4 Correlation of analysis of relationship between managerial activities and skills A correlation test was analyzed the relationship between managerial activities and skills for each level. The combined results are shown in Table 9, indicating which of the management skills are required to perform each of the 18 management activities based on each level of management. First of all, performing international business planning and strategy setting activities needs creativity (innovation) skill; persuasiveness and coordination skill; learning and adapting skill; cognitive complexity; multi culture sensitivity for each level of management. However, top level needs additional conceptual skill; leadership skill. Middle level also needs leadership skill plus. 28.

(34) self-monitoring skill, supervisory level needs flexible problem solving skill additionally. Second, performing budget allocation and communication activities, the skills of creativity (innovation); planning and organizing skill; cognitive complexity are commonly required. Nevertheless, supervisory level needs more skill of communication, persuasiveness and coordination; multi-lingual; flexible problem solving. Third, to conduct human resource management, communication, persuasiveness and coordination skill; multi-lingual skill; cognitive complexity are needed by middle and supervisory level. In addition, top level needs self-Monitoring ; learning and adapting skill. Generally speaking, the results indicated performing all the activities in connection with associated skill showing differently on Factor 4, operation management, and top levels concern very little to this issue. Among 11 skills, the most frequent critical skill for each management level is not homogenous, they are , communication, persuasiveness and coordination skill; learning and adapting skill for top level, self-Monitoring; multi-lingual skill; cognitive complexity for middle level, multi culture sensitivity; planning and organizing skill for supervisory level. Regarding culture issue, each management level shows importance of S6; S9; S10 on ”international business planning and strategy setting” activity ,”budget allocation,communication” activity and “human resource management” activity .Another interest finding is, ranking of significant frequency of S9, S10 shown for each level reveal highest for supervisory, then for Middle level, This phenomena suggests more concern on diversity of culture for lower management level due to their frequent personal contact and communication on daily basis. On the other hand, top level concentrates 29.

(35) strategy and long term planning activity which needs less culture consideration. Table 9 Managerial activities and the needed skills by management levels Top level. Middle level. Supervisory level. Factor S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11. No A1. *. **. A3. *. A2. ** ** **. * *. A4. **. ** *. **. **. ** *. **. **. ** *. *. ** ** ** *. * *. A8. *. ** * **. *. *. *. *. ** **. **. **. **. * *. ** **. ** ** **. ** ** **. *. **. ** ** **. *. **. **. ** ** ** **. *. ** **. *. ** *. ** *. **. **. **. *. **. *. ** ** *. ** ** *. ** **. 1 A11 A13. ** **. *. ** *. **. A18. **. A19. **. A20. *. **. ** ** ** ** *. ** **. * * *. * * ** ** * **. *. **. *. A6. * ** *. **. A7. *. **. ** **. *. **. *. **. ** ** ** ** **. **. **. *. **. ** ** ** ** ** **. ** ** ** **. *. **. ** ** ** *. ** ** **. **. *. *. ** ** ** *. **. *. ** ** **. **. ** ** **. *. **. **. *. **. ** *. *. ** ** *. **. ** ** ** **. *. ** ** *. **. ** ** ** **. 2 A10 A15. * * * **. A9. ** **. ** **. ** **. * ** **. *. *. ** ** ** *. **. ** **. ** *. ** **. **. ** ** ** *. **. ** **. ** *. **. **. ** ** ** **. *. **. **. ** ** *. 3 A14. *. **. **. A16. *. A17. *. ** ** ** **. *. ** ** *. ** ** ** ** ** *. **. *. *. *. *. *. *. *. 4. Frequency 6 3 5 4 2 8. ** 6 3 6 7. 4. **. 3 9 6 7 16 4 12 15 15 7. 30. 2. *. ** **. *. 11 14 18 7 3 8 8 14 10 18 13.

(36) S1-S11 denote skills * p<0.05. ** p<0.01. Table 10 Managerial activities and the most significant needed skills by management levels. (S1-S11 denote skills with **p<0.01). Level. Top level. Middle level. Supervisory level. A1. S6. S1 S5 S9. S3 S7. S8. A3. S1. S5 S6 S7 S9. S2 S3. S7 S10. A2. S1 S2. S3 S6 S7. S4 S5 S7 S8 S9. S3 S7. S10. A4. S4 S6. S7. S4 S5 S7 S8 S9. S1 S2. S3 S5 S9 S10. S5 S7 S8 S9. S3 S7. S8. S2 S5 S7 S8 S9. S1 S2. S3 S8 S9 S10 S11. factor Activity. A8. 1 A11. S2 S9. A13. S1 S3. S9. S3 S4 S5 S6 S10. S3 S7. S10. A18. S4 S9. S10. S10. S3 S6. S8 S9 S10 S7. A19. S5 S10. S11. S2 S4 S5 S7 S8 S9 S10. S4 S6. S8 S10 S7. A20. S6. S4 S7 S8 S9. S3 S7. S10. A6. S9. S2 S9. S2 S3. S6 S8 S9 S10 S11. A7. S7. S7 S8 S9. S2 S3. S6 S8 S9 S10 S11. S2 S3 S5 S7 S8 S9. S10. 2 A10 A15. S3 S6. S7. S5 S7 S8 S9. S1 S2 S3 S8 S10 S11. A9. S5 S7. S10. S5 S8 S9. S2 S3 S6 S8 S9 S10 S11 S4. A14. S6 S10. S5 S8 S9. S4 S6 S8 S9. A16. S3 S4 S5 S6 S8 S9. S1 S2 S3 S4 S5 S8. A17. S5 S9. S3 S4. 3. 4. 31.

(37) 5. Implication and conclusions 5.1 Discussion of result Discussion of results of Hypotheses. Result. H1.1: There is no interaction between management level and industry type on the importance of the management activity. Yes, referring to Fig 3,Fig 5,the most 5 important activities for both industry type and management level are same, A17 analysis and review of work status, A10 conflict resolution and motivation of employees, A16 monitoring. Yes. work schedule,A14 personnel performance evaluation,A7bBudget planning and execution. This implies the importance of conflict management and employee performance evaluation under multi-culture company globally among most industry. H1.2: There is no difference among the management levels regarding the important of the management activities. No, referring to table 6, top level shows very different important activities from middle and supervisory level on factor 1” international business planning and. No. strategy setting”, Naturally top manager is always spending most of his effort on achieving company’s goal in international market or product innovation, but no significant sign appears on other 3 activity factor. H1.3: There is no difference among the industry types regarding the importance of these management activities. No, referring to Table 5, significant difference appears in Factor 3 No “human resource management” and factor 4 “operation management”. The nationality and culture of MNC employee is very diversity, therefore how to Integrate and lead the subordinates to accomplish the task smoothly is. 32.

(38) tough especially In manufacturing industry .Since the product of service industry is quite intangible ,thus their focus could be in other area.. H2.1.Each management activity is unimportant to each level of management. Yes Yes, referring to Table 7, half of the activities fall on different activity among different management level. H2.2: Each management activity is unimportant to each type of industry. Yes, according to Table 8, critical activity for manufacturing industry are. Yes. mainly on factor 2,3,4 where on factor 1 for service industry H3.1: Each management skill is unimportant to each level of management. Referring to Fig 9, the top 3 high ranking skills S6, communication, No persuasiveness and coordination skill , S3, planning and organizing skill , S4,leadership skill are identical in each management level H3.2: Each management skill is unimportant to each type of industry. Referring to Fig 10, the top 3 high ranking skills S6, communication, No persuasiveness and coordination skill , S3, planning and organizing skill ,S4, leadership skill are identical in two Industry type. H4: The management skills are unimportant to each managerial activity for each one of the three management levels. Referring to Table 10, it is very diversity in terms of skill and activity cross Yes, it relationship, middle and supervisory level perceived more skills than top is very Level did since they need to handle more detail and more front line job. This diversity also means more personal contact, mutual understanding, tolerating diversity culture is necessary to control the complexity and frequent communication within organization. 33.

(39) 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. 34.

(40) 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.. 35.

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(43) 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. 38.

(44) 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. Bartlett's Test of Sphericity. .799. Approx. Chi-Square. 2123.317. df. 190. Sig.. .000. 39.

(45) Communalities. Initial Strategy setting. Extraction. 1.000. .740. 1.000. .781. 1.000. .741. 1.000. .612. 1.000. .597. 1.000. .518. 1.000. .762. 1.000. .658. 1.000. .761. 1.000. .627. 1.000. .626. 1.000. .825. 1.000. .653. 1.000. .594. Cost–benefit analysis. 1.000. .619. Monitoring work schedule. 1.000. .740. 1.000. .804. 1.000. .639. 1.000. .705. 1.000. .698. Seeking and assessing new business opportunities globally Long-term planning Distribution available resources Design of standard operation procedure Participating international conference or meeting Budget planning and execusion Organization design Human resource allocation Conflict resolution and motivation of employees Multi-culture recruiting Planning and implementation for training International affairs involvment Personnel performance evaluation. Analysis and review of work status Local relationship building Neogtiation on behalf of organization Boundary spanning. Extraction Method: Principal Component Analysis.. 40.

(46) Total Variance Explained. Component. Initial Eigenvalues Total. % of Variance. Extraction Sums of Squared Loadings 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 .917. N of Items 9. 41.

(47) Item-Total Statistics. Corrected. Cronbach's. Scale Mean if. Scale Variance. Item-Total. Alpha if Item. Item Deleted. if Item Deleted. Correlation. Deleted. Seeking and assessing new business opportunities. 25.2768. 41.588. .769. .903. 25.0847. 41.362. .810. .900. 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. 25.3220. 44.185. .607. .915. 25.5198. 46.240. .566. .916. globally Strategy setting International affairs involvment. Neogtiation on behalf of organization Multi-culture recruiting. Reliability Statistics for factor 2. Cronbach's Alpha. N of Items. .774. 4. Item-Total Statistics. Corrected. Cronbach's. Scale Mean if. Scale Variance. Item-Total. Alpha if Item. Item Deleted. if Item Deleted. Correlation. Deleted. Participating international 11.1073. 4.074. .541. .738. 10.5593. 3.543. .653. .678. 10.5593. 3.884. .542. .737. 10.8588. 3.497. .578. .721. conference or meeting Budget planning and execusion Conflict resolution and motivation of employees Cost–benefit analysis. 42.

(48) Reliability Statistics for factor 3. Cronbach's Alpha. N of Items. .657. 2. Item-Total Statistics. Human resource allocation. Corrected. Cronbach's. Scale Mean if. Scale Variance. Item-Total. Alpha if Item. Item Deleted. if Item Deleted. Correlation. Deleted. 3.7514. .608. .489. .(a). 3.5763. .609. .489. .(a). Personnel performance evaluation 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 Cronbach's Alpha. N of Items. .707. 2. Item-Total Statistics. Monitoring work schedule. Corrected. Cronbach's. Scale Mean if. Scale Variance. Item-Total. Alpha if Item. Item Deleted. if Item Deleted. Correlation. Deleted. 3.8927. .437. .563. .(a). 3.7966. .708. .563. .(a). Analysis and review of work status 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.. 43.