International Management: Management Without Borders
The substance of management and its international aspect in particular are defined in the article. Main management goals, along with role of managers and the essence of their work are spotlighted. Modern management approach is considered in details and the most successful existing management styles...
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| Опубліковано в: : | Економічний вісник Донбасу |
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| Дата: | 2013 |
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Інститут економіки промисловості НАН України
2013
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| Цитувати: | International Management: Management Without Borders / O.S. Reznikova, I.E. Grodzynskyi // Економічний вісник Донбасу. — 2013. — № 4 (34). — С. 153–155. — Бібліогр.: 7 назв. — англ. |
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Reznikova, O.S. Grodzynskyi, I.E. 2017-09-03T18:54:16Z 2017-09-03T18:54:16Z 2013 International Management: Management Without Borders / O.S. Reznikova, I.E. Grodzynskyi // Економічний вісник Донбасу. — 2013. — № 4 (34). — С. 153–155. — Бібліогр.: 7 назв. — англ. 1817-3772 https://nasplib.isofts.kiev.ua/handle/123456789/123369 005-047.48(100) The substance of management and its international aspect in particular are defined in the article. Main management goals, along with role of managers and the essence of their work are spotlighted. Modern management approach is considered in details and the most successful existing management styles (American, Japanese, Chinese) are characterized. У статті визначено сутність менеджменту та, зокрема, його міжнародного аспекту. Висвітлено головні цілі менеджменту, а також роль менеджерів та сутність їхньої роботи. Детально розглянуто сучасний підхід до менеджменту взагалі та охарактеризовано найбільш успішно існуючі стилі менеджменту (американський, японський, китайський). В статье определена сущность менеджмента и, в частности, его международного аспекта. Освещены главные цели менеджмента, а также роль менеджеров и суть их работы. Детально рассмотрен современный подход к менеджменту в общем и охарактеризованы наиболее успешно существующие стили менеджмента (американский, японский, китайский). en Інститут економіки промисловості НАН України Економічний вісник Донбасу Management International Management: Management Without Borders Міжнародний менеджмент: менеджмент без кордонів Международный менеджмент: менеджмент без границ Article published earlier |
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Digital Library of Periodicals of National Academy of Sciences of Ukraine |
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DSpace DC |
| title |
International Management: Management Without Borders |
| spellingShingle |
International Management: Management Without Borders Reznikova, O.S. Grodzynskyi, I.E. Management |
| title_short |
International Management: Management Without Borders |
| title_full |
International Management: Management Without Borders |
| title_fullStr |
International Management: Management Without Borders |
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International Management: Management Without Borders |
| title_sort |
international management: management without borders |
| author |
Reznikova, O.S. Grodzynskyi, I.E. |
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Reznikova, O.S. Grodzynskyi, I.E. |
| topic |
Management |
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Management |
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2013 |
| language |
English |
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Економічний вісник Донбасу |
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Інститут економіки промисловості НАН України |
| format |
Article |
| title_alt |
Міжнародний менеджмент: менеджмент без кордонів Международный менеджмент: менеджмент без границ |
| description |
The substance of management and its international aspect in particular are defined in the article. Main management goals, along with role of managers and the essence of their work are spotlighted. Modern management approach is considered in details and the most successful existing management styles (American, Japanese, Chinese) are characterized.
У статті визначено сутність менеджменту та, зокрема, його міжнародного аспекту. Висвітлено головні цілі менеджменту, а також роль менеджерів та сутність їхньої роботи. Детально розглянуто сучасний підхід до менеджменту взагалі та охарактеризовано найбільш успішно існуючі стилі менеджменту (американський, японський, китайський).
В статье определена сущность менеджмента и, в частности, его международного аспекта. Освещены главные цели менеджмента, а также роль менеджеров и суть их работы. Детально рассмотрен современный подход к менеджменту в общем и охарактеризованы наиболее успешно существующие стили менеджмента (американский, японский, китайский).
|
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1817-3772 |
| url |
https://nasplib.isofts.kiev.ua/handle/123456789/123369 |
| citation_txt |
International Management: Management Without Borders / O.S. Reznikova, I.E. Grodzynskyi // Економічний вісник Донбасу. — 2013. — № 4 (34). — С. 153–155. — Бібліогр.: 7 назв. — англ. |
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153
Економічний вісник Донбасу № 4 (34), 2013
Introduction. Work of managers as people who
supervise and control other people’s performance is an
integral part of any business and organizational process.
Nowadays the world economy is becoming global;
thus, managers face the need to work in the multinational
company and interact with employees from different
countries, with international interests, purposes and goals.
According to Phatak, Bhagat and Kashlak, if a firm runs
its business internationally, it usually needs an international
management tools to be implemented [5]. Achieving and
setting goals in the trans-border way lead a firm to have
managers in its home country as well as in others where
their offices are located. These managers have to know
how to work with people of different cultures and how
to make them do their job. An experience gained by
managers worldwide helps them to see clearer how to
work internationally. There are a lot of various styles and
sub-styles of management that make it easier to achieve
purposes in doing business internationally.
As it has been mentioned above, management is
also influenced by the culture. There is a very big
difference in managing English, Japanese, Ukrainian,
Indian, Egyptian, Canadian people because of the culture
of their countries. Cross-cultural management is a very
useful field of study for managers all over the world.
Basic theory of management and international
management. According to Schermerhorn, working
together in order to achieve some common purpose group
of people is an organization [7]. Those purposes can
be producing goods, services, etc. Every organization
has its own measurements such as productivity and
efficiency.
Any organization needs a leader, a person to manage
their work and to set their goals. This man or woman is
a manager. Schermerhorn says that a manager is a head
of a small or a big group of people who is responsible for
their work and achieving their purposes [7]. Every
employee who holds an executive position is a manager:
football team coach, supervisor, dean, school headmaster,
minister, captain in the army, chief-cook etc. But there
are two main types of managers. Top managers, for
example, the CEO mainly fixes the objectives of the
company and makes strategic decisions. A President, for
example, is a representative of this type. Middle managers
are people who are subordinate to top managers. Their
main job is to perform the plans of the company in life,
gathering data and reporting to higher levels. They stay
in charge of either small groups or large organizations.
According to Schermerhorn, team leaders or
supervisors are the most common kinds of managers
[7]. Their main job aimed at of performing higher level
planning and managing employees who are not managers.
Outputs, their organization, cooperation between levels
etc. are run by line managers. Staff managers are classical
representatives of the human resource management
science. They know how to work with employees and
can give them any kind of help or service they need during
the working process. Schermerhorn claims that there
are four main functions of management: planning,
organizing, leading and controlling.
All this knowledge is basic theory for managers all
over the world. It is useful for both local and international
management. According to Phatak, Bhagat and Kashlak,
international management a science about ruling actions
of the firm on an international area, but they say that the
key to define this conception is to understand words
“management” and “international” separately [5]. Gathering
that knowledge these authors define international
management as an effective using of all kinds of firms
resources in order to achieve its goals and purposes on
an international area, and they say that it is gaining firms
purposes and “survival” with the help of adapting to
changing global world environment.
The management is not only about allocating
recourses and setting strategic purposes. A big part of
this science on local and international levels is about
managing people. Phatak, Bhagat and Kashlak say that
there is a big difference between an international and an
intranational human resource management [5]. Hiring
criterions and preparing a stuff methods are two points
which that difference is mostly consists of. The culture
of a worker, for example, plays a major role in that issue.
On an internationally competitive market the quality of
the human recourse management can be a great advantage
of any firm. Correct use of employees from different
countries and cultures on a high level and in different
countries with the same culture can become one more
useful point helping firm to survive in the changing global
environment.
Every manager is a sort of leader on both global
and domestic levels. Moran, Harris and Moran say that a
determination of the global leader is to some extent
UDC 005-047.48(100)
O. S. Reznikova,
I. E. Grodzynskyi,
Donetsk National Technical University
INTERNATIONAL MANAGEMENT: MANAGEMENT WITHOUT BORDERS
O. S. Reznikova, I. E. Grodzynskyi
154
Економічний вісник Донбасу № 4 (34), 2013
psychological [4]. This is a person who cares about the
team and a good head of the group which works in the
global environment. The art of management is deeply
connected with the culture of employees, so the culture
of a person can be a useful thing to manage him or her in
the way that the manager needs. A global market is one
of the best examples of a multicultural management.
According to Moran, Harris and Moran, there are two
types of culture that the manager is interested in: work
culture and global culture. The work culture is also
divided in two parts by a sense. People of one country
level of life is a way of defining it in a macro sense and in
a micro sense it is about groups and institutions that the
person is part of. Peoples’ culture is very personal definition
that is why authors talk about the global culture. The
world-wide media is a border between people and their
real culture. Managers try to use that knowledge to avoid
using something from global world-wide culture in
creating strategies for, for example, the marketing in a
multinational way.
International human resource management:
modern approach. Leadership plays very important role
in the modern human resource management. According
to Mayson, every leader needs to have an ability to adapt
in terms of the global environment. This is due to the
fact that the modern world changes and the manager has
to have flexible abilities of survival in any business
situation. Mayson claims, that managing companies to
an aggressive behavior on their markets and the good
understanding of the global market situation can become
a pledge of successful business in the future. Some
conservative managers of the higher level just think that
they can get through the situation without adapting to it
and these actions lead to new threats for company.
Mayson invokes managers to be up-to-date, but not
conservative leaders. He says, that they should upload
their managing model in time and always see the modern
market situation. Every leader should has his or her own
ideas and opinions without doing the same as colleagues
from other companies do in different situations [2].
With changing of the global situation the management
also improves itself. Reilly says that in the world-wide
status managers in order to improve a performance
usually take a lot of risk. Some people think that their
companies should practice one universal behavior in all
parts of organization but others say that everyone should
adopt it to every part.
According to Reilly, different mistakes in the global
human resource management can lead to bad
consequences like even not knowing what is acceptable
in their kind of environment [6]. The knowledge of local
features in the global size can be very useful for managers
of the high level, during setting strategic purposes. What
is specific about the Chinese labor market? Is the
development level in Brazil developed enough to set our
goals there? Answering such kind of questions is the key
to a successful international management in the future.
What was international or local organization a
century ago? What was it ten years ago? Development
of technologies always makes our life, personal or
business, easier. According to Coulson-Thomas,
introduction of modern technologies leads to easier
managing of a company [1]. Simplification of cooperation
with clients, colleagues government departments all
over the world with help of organizations technological
development is a good way to new successes in
production, selling, etc.
Coulson-Thomas says that new technologies make
easier performance of complicated task, connections,
production and else. This issue has many advantages like
decreasing of time spent on cooperation, costs and
teaching and requirement new employees. Also this
development can help managers to simplify an access to
needed information. Coulson-Thomas claims that easy
getting information is really important in modern global
environment to do successful business.
World never waits and it is very important for the
modern manager to go with the times. These can be the
central to the good strategic planning and companies’
survival and adopting for many years in future.
Culturally-oriented styles of management. Local
and international management experience is the world-
wide issue. According to Mohiuddin, there are three main
culturally defined traditional styles of management:
Japanese, American and Chinese [3].
Mohiuddin claims that features and traditions of
Japanese people are deeply rooted in their management
style. Their purposes and labor are closer connected to
their organizations then their western colleagues. They
give each other more support during the working process
then, for example, Americans. Japanese strategically goals
setting is more long term oriented, a decision making
process is both side distributed depends on decision
situation, employment is more loyal and purposes are
more oriented on increasing quality and efficiency.
Moran, Harris and Moran also admit such feature of
Japanese companies as product quality achieving.
According to them, Japanese managers closely focus on
the decision from different sides. Mohiuddin says that
Japanese workers usually work for one company for
many years and even for all life. A Quality stability of the
working is very important for promotion. Japanese
managers as a rule are also moral and social leaders [3].
According to Mohiuddin, American managers are
real individualists in their work, so they usually take a lot
of risk in their decisions. They do not try to find a
O. S. Reznikova, I. E. Grodzynskyi
155
Економічний вісник Донбасу № 4 (34), 2013
compromise like their Japanese colleagues [3]. Mohiuddin
says American management style means setting short term
goals. Japanese one – life one company is not about
Americans, their job is not such secured. Individualism
is one of the most features also of employees.
According to Mohiuddin, The Chinese management
style consists partly from both American and Japanese.
Decisions can be made by either groups or individuals,
long and short term strategic planning by managers, a
job is like in Japan secured, but a promotion process is
more like in the American version. Chinese managers do
not try to achieve really high quality of their products.
According to Moran, Harris and Moran, deeply rooted in
the Chinese cultural hierarchy can be an obstacle for using
Western management style there.
Conclusion. The managers’ work nowadays
considerably differs from the work of their predecessors.
Developing of new technologies made it easier, but, with
that, in terms of international business additional duties
and responsibilities arose. Considering different styles of
management and cultural features will globally help to
build a new unique style of management. Using up-to-
date theories and technologies is becoming today a key
for good managing. The American management style is
still the leading style in the world, as the Japanese style
started to leave its positions. International management
is truly important tool for surviving of any organization
and its ability to do business both in the long- and the
short-term perspective.
References
1. Coulson-Thomas C. (2013) “New technologies
and performance support” in: Human Resource Management
International Digest, Vol. 21, № 3, 2013, pp. 30 – 32.
2. Mayson S. (2011), “Business must “adapt” or die” in:
Human Resource Management International Digest,
Vol. 19, № 2, 2011, pp 34 – 35. 3. Mohiuddin G. (2012)
“A comparative study on different styles of management”
in: European Journal of Business and Management, Vol. 4,
№ 16, 2012, University Technology Malaysia, Johor,
pp. 45 – 57. 4. Moran P., Harris S., Moran R. (2007)
Managing cultural differences: global leadership strategies
for 21st century, 7th edition, Elsevier, Amsterdam.
5. Phatak A., Bhagat R., Kashlak R. (2005) International
management: managing in a diverse and dynamic global
environment, McGraw-Hill/Irwin, Boston. 6. Reilly P.
(2012) “HR’s future in a global setting” in: Human
Resource Management International Digest, Vol. 20, № 3,
2012, pp. 3 – 5. 7. Schermerhorn J. (1999) Management,
6th edition, Wiley, New York.
Резнікова О. С., Гродзинський І. Е. Міжна-
родний менеджмент: менеджмент без кордонів
У статті визначено сутність менеджменту та, зо-
крема, його міжнародного аспекту. Висвітлено головні
цілі менеджменту, а також роль менеджерів та сутність
їхньої роботи. Детально розглянуто сучасний підхід
до менеджменту взагалі та охарактеризовано найбільш
успішно існуючі стилі менеджменту (американський,
японський, китайський).
Ключові слова: менеджмент, міжнародний мене-
джмент, стилі менеджменту, навколишне середовище,
сучасний підхід.
Резникова О. С., Гродзинский И. Э. Между-
народный менеджмент: менеджмент без границ
В статье определена сущность менеджмента и, в
частности, его международного аспекта. Освещены
главные цели менеджмента, а также роль менеджеров
и суть их работы. Детально рассмотрен современный
подход к менеджменту в общем и охарактеризованы
наиболее успешно существующие стили менеджмен-
та (американский, японский, китайский).
Ключевые слова: менеджмент, международный
менеджмент, стили менеджмента, окружающая сре-
да, современный подход.
Reznikova O. S., Grodzynskyi I. E. International
Management: Management Without Borders
The substance of management and its international
aspect in particular are defined in the article. Main
management goals, along with role of managers and the
essence of their work are spotlighted. Modern management
approach is considered in details and the most successful
existing management styles (American, Japanese, Chinese)
are characterized.
Key words: management, international management,
styles of management, environment, modern approach.
Received by the editors: 10.09.2013
and final form 04.12.2013
O. S. Reznikova, I. E. Grodzynskyi
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