Globalization and its impact on global managers' decision processes
Author(s)
Harvey, M
Fisher, R
McPhail, R
Moeller, M
Year published
2009
Metadata
Show full item recordAbstract
Globalization of business can have a profound impact on the decision-making processes of managers responsible for making these complex interrelated decisions. This paper explores the global decision-making processes of global managers. The first element examined is the multiple intelligences that global managers need to be able to address the issues associated with global decisions. These eight IQs are considered critical elements in the decision-making capabilities of global managers. Following this discussion, the composition of global groups and their impact on the decision-making process is explored to determine how ...
View more >Globalization of business can have a profound impact on the decision-making processes of managers responsible for making these complex interrelated decisions. This paper explores the global decision-making processes of global managers. The first element examined is the multiple intelligences that global managers need to be able to address the issues associated with global decisions. These eight IQs are considered critical elements in the decision-making capabilities of global managers. Following this discussion, the composition of global groups and their impact on the decision-making process is explored to determine how the composition of the group inhibits/supports the global manager. The next step in the decision-making process discussed in the paper is that of the nature of the task(s). The type of task can have a direct impact on the effectiveness as well as the efficiency of global manager's decision-making. The crux of the issue is that a global orientation to decision-making is poised as being significantly different from decision processes use by managers in a multinational context.
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View more >Globalization of business can have a profound impact on the decision-making processes of managers responsible for making these complex interrelated decisions. This paper explores the global decision-making processes of global managers. The first element examined is the multiple intelligences that global managers need to be able to address the issues associated with global decisions. These eight IQs are considered critical elements in the decision-making capabilities of global managers. Following this discussion, the composition of global groups and their impact on the decision-making process is explored to determine how the composition of the group inhibits/supports the global manager. The next step in the decision-making process discussed in the paper is that of the nature of the task(s). The type of task can have a direct impact on the effectiveness as well as the efficiency of global manager's decision-making. The crux of the issue is that a global orientation to decision-making is poised as being significantly different from decision processes use by managers in a multinational context.
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Journal Title
Human Resource Development International
Volume
12
Issue
4
Subject
Human Resources Management
Business and Management