Business Management – Top Manager Skills Memo – Due Fri 12/3

Due to the profound changes in the business field, many business entities have sought the global mindset. Understandably, pursuing the global perspective has been made easier through the use of technology. Over time, businesses have grown internationally simply by embracing technology. For Easy Chairs to embrace international marketing and expand their manufacturing operations abroad, the managers should consider the following.

The planning and decision-making process, organizing process, leading strategy, staffing, and controlling process are fundamental. Easy Chair managers must make quality decisions regarding their workforce and strategic plans for their operations and procedures. In Planning, Easy Chairs should choose the appropriate strategies and actions and the resources to achieve its goals and objectives of manufacturing abroad. The organizing process mainly involves worker engagement and relationships (Gleeson, 2017). Workers, therefore, need to work together to achieve organizational goals. According to Peter Drucker's management principle, the leading process requires managers to have desirable leadership qualities. Easy Chairs managers should be able to motivate, inspire and create good communication with their employees. Additionally, the management should ensure proper division of labor and specialization when staffing (Trapp, 2014). Lastly, in the control process, the managers must provide ongoing monitoring and evaluation to obtain preset goals of manufacturing abroad.

To achieve global manufacturing goals, I would advise Easy Chairs managers to ensure skills such as cultural knowledge. This is a critical area as culture clash hinders business growth (Colvin, 2006). Cultural knowledge and understanding are essential in order for Easy Chair to succeed internationally. Leadership must incorporate cultural training to educate managers on local social norms, business customs, ethics, political systems, rules, and regulations. Another critical component is flexibility and adaptability. A manager's ability to be fluid in changing situations will assist ongoing quality production and disrupt manufacturing. There will always be an issue that crops up; managers must learn to adapt fast (Gleeson, 2017). If the quality aspect is a threat in the USA, then the required courses of action should be anticipated.

Similarly, a particular fear associated with expansion and becoming too much to handle must be addressed. Seeking management skills such as effective communication and cultural understanding must be a top priority and embraced. Additionally, curiosity is a critical skill in developing a global mindset. The art of spreading risks as a leader and an investor is encouraged. It is through curiosity that attempts are made.

Easy Chairs will want to consider manufacturing abroad, specifically in cities and not rural areas. The reason is, cities provide more comprehensive marketing, workforce, and resources. There is a significant advantage to cities compared to rural areas. Research has it that there are 61% machine experts in the USA. The following are some of the benefits of going global; learning and adapting new methods. Carrying out business in many countries helps learn different approaches and cultures (Cavusgil, Knight, Riesenberger, Rammal, & Rose, 2014).

Similarly, going global reduces the vulnerabilities that may be associated with a given country. In case of disastrous events in a given country, the business still stands a chance in another country (Cavusgil, Knight, Riesenberger, Rammal, & Rose, 2014). Growth opportunity and lesser competition are equally associated with business globalization. However, the significant disadvantages associated with manufacturing abroad are the language barriers, cultural differences, employees, and quality aspects. Nevertheless, cultural, language and quality challenges can be embraced gradually and require courses of action to help the business fit through aggressive and focused management.

Bibliography Cavusgil, T. S., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2014). Part 4 Entering and operating in international markets. In International Business (pp. 393-516). Australia: Pearson Australia. Retrieved May 20, 2021, from https://books.google.co.ke/books?id=KcSaBQAAQBAJ&pg=PA1&dq=advantages+and+disadvantages+of+global+business&lr=&source=gbs_toc_r&cad=3#v=onepage&q=advantages%20and%20disadvantages%20of%20global%20business&f=false Colvin, G. (2006, October 2). Managing in chaos. Fortune, 154(7). Retrieved May 2, 2021, from https://archive.fortune.com/magazines/fortune/fortune_archive/2006/10/02/8387417/index.htm Gleeson, B. (2017, March 27). The Future Of Leadership And Management In The 21st-Century Organization. Retrieved May 20, 2021, from Forbes: https://www.forbes.com/sites/brentgleeson/2017/03/27/the-future-of-leadership-and-management-in-the-21st-century-organization/?sh=9317af3218ff Trapp, R. (2014, March 23). Successful Organizations Need Leaders At All Levels. Retrieved May 20, 2021, from Forbes: https://www.forbes.com/sites/rogertrapp/2014/03/23/organizations-need-leaders-at-all-levels/?sh=10249a743ab1

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