Directions: Putting Yourself In The Role Of A Manager

Directionsputting Yourself In The Role Of A Manager Of An Organization

Directionsputting Yourself In The Role Of A Manager Of An Organization

Directions Putting yourself in the role of a manager of an organization, compare and contrast the attitudes toward global business that might exist within that organization. Present what would be your position with each of the attitudes Describe how your organization may go international Explain the relevance of at least two segments of the environment for this business Parameters Word document One to three pages long Font: Times New Roman or Arial, size 12 Paper must follow APA format

Paper For Above instruction

Embarking on the role of a manager within an organization requires a nuanced understanding of attitudes toward global business, which can significantly influence strategic decisions and the organization's growth trajectory. These attitudes often range from enthusiastic support to outright skepticism, each shaped by various internal and external factors. As a manager, adopting a balanced perspective that considers both opportunities and challenges is essential for effective international expansion and sustainable success.

Within a typical organization, attitudes toward global business can be broadly categorized into three main stances: the enthusiastic supporter, the cautious observer, and the skeptical skeptic. Enthusiastic supporters recognize the immense opportunities presented by international markets, including increased revenue streams, access to new customer bases, and diversification of risks. They tend to advocate for aggressive global expansion, leveraging the organization's strengths to capitalize on emerging markets. As a manager with this attitude, I would promote proactive engagement, invest in market research, and foster partnerships that facilitate entry into foreign markets.

Conversely, cautious observers acknowledge the potential benefits of global business but emphasize the inherent risks and complexities. They advocate for a measured approach, emphasizing thorough risk assessments, cultural understanding, and compliance with international regulations. As a manager aligning with this perspective, I would prioritize incremental expansion, pilot programs, and strategic alliances that mitigate risks while exploring international opportunities. This balanced approach ensures that the organization capitalizes on global markets without overextending resources or exposing itself to undue vulnerabilities.

The skeptical skeptic adopts a more resistant stance toward global expansion, often citing concerns about overextension, cultural barriers, and the potential dilution of organizational values. They may argue that focusing on domestic markets is safer and more controllable. If I were to adopt this attitude, I would advocate for maintaining a cautious posture, prioritizing domestic stability, and carefully evaluating whether international ventures align with core competencies and organizational mission.

Despite these divergent attitudes, the organization may consider going international through a phased approach. Initially, it can engage in export activities or licensing agreements to test international waters. Subsequently, it may establish joint ventures or wholly-owned subsidiaries based on market research and risk analysis. Such strategic steps allow the organization to incrementally build a global presence while managing associated risks effectively.

Furthermore, understanding the external environment is crucial for successful international expansion. Two key segments of the environment that directly impact such endeavors are the economic and legal-political segments. The economic segment includes factors like exchange rates, economic stability, inflation rates, and consumer purchasing power, which influence demand and profitability in foreign markets. For example, operating in emerging economies with high growth potential but volatile currencies requires careful financial planning.

The legal-political segment encompasses regulations, trade policies, tariffs, and political stability that can either facilitate or hinder international operations. A favorable political climate and open trade policies can ease market entry, whereas hostile trade barriers or unstable governments can significantly impede progress. Anticipating and adapting to these external factors is vital for crafting resilient international strategies that align with organizational goals.

In conclusion, as a manager, recognizing the spectrum of attitudes toward global business within an organization allows for more tailored and effective approaches to international expansion. Whether adopting an enthusiastic, cautious, or skeptical stance, strategic planning that considers external environmental factors is essential. By carefully navigating these attitudes and external influences, an organization can position itself for sustainable global success, effectively leveraging opportunities while mitigating risks.

References

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