Managing Global Managers

Organizations thrive to increase revenues and profits by expanding their businesses into the global markets and capitalizing on the opportunities that globalization offers. In this paper, the author aims to present an overview of global managers that are tasked to achieve organizations’ global business objectives. The overview includes definition,challenges, management concepts, and skills development.
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Keywords: global managers, dimensions of national culture, management concepts, tasks, challenges, skills

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Heterogeneous and Homogeneous Management Teams

This paper focuses on multicultural senior management teams and homogeneous team of senior executives selected locally. The author starts with brief descriptions of globalcompanies, responsibilities of senior managers, and global companies’ goals.Through literature review, the author identifies and employs the impacts of teams’ heterogeneity and homogeneity particularly in relation to the cultural backgrounds of teams’ members to appraise the advantages global companies could gain from multicultural senior management team as well as from homogeneous team of senior executives selected locally.

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Keywords: global companies, multicultural, heterogeneous, homogeneous, senior executives, advantages global companies gain

Impact of Culture on Motivation

People around the world have different perceptions of work and have different levels of motivation and commitment to perform work-related tasks. In order to achieveorganizations’ set goals, managers have the task of motivating employees to give their best performance. Motivation has been a topic of research for decades and several theories have been developed suggesting motivation factors and ways these factors could be implemented in employee motivation strategies. Download the e-book.
Keywords: motivation, motivation theories, motivating people, cultural dimensions, hierarchy of needs, Germany, China, United Arab Emirates (UAE), Nigeria



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Brand Extension Research

Brand Extension Authenticity

Brand Extension Authenticity

Although some studies consider the impact of extensions on the parent brand (John, Loken, and Joiner 1998; Loken and John 1993), brand extension research primarily has focused on identifying the factors that define successful brand extensions. Beginning with Aaker and Keller’s (1990) work, researchers have viewed the fit between a parent brand and the extension category as a determinant of the success of the extension. Continue reading

Alignment of Strategy with Structure Using Management Control Systems

Alignment of Strategy with Structure

Alignment of Strategy with Structure

Executives of multibusiness firms are increasingly using management control systems (MCS) to align corporate strategy with organizational structure to create synergies across business units. Senior managers find that it is no longer practical to expend vast resources to continually restructure their organizations in order to align with changes in strategy and environmental conditions (Luke, Walston and Plummer, 2004). Instead, more organizations are learning a far more effective approach–choose an organizational structure that works without major conflicts, and then design MCS to align that structure with strategy (Kaplan and Norton, 2006).Continue reading