Part 2 Development of international managers
Search for the “world-wise" Company executives
The quest for international managers is underway in virtually every industrialised economy. The search has been made urgent by the globalisation of world markets and the growth in cross border mergers and acquisitions. H These trends are pushing companies' existing management resources to the limit. Many firms report being so stretched that they simply do not have enough of the high-quality people they require to lead their expansion.
在每一個工業(yè)化經(jīng)濟下烦秩，對國際經(jīng)理的尋找實際上一直在進行串结。由于全球化市場和跨境兼并與收購不斷的增長外盯，這種尋找已經(jīng)變得非常急迫。這些趨勢正在推動公司現(xiàn)有的管理資源變得非常有限蕊程。許多公司報告顯示他們很緊張，因為他們沒有足夠的高質(zhì)量的人才來領(lǐng)導(dǎo)他們擴張。
Other companies are having difficulties releasing experienced people from existing operations in order to lead new international ventures. There are indications that a shortage of internationally skilled people may be an important constraint on firms' international ambitions. D These problems mean that developing managers who think and operate globally is absolutely vital for companies operating in foreign markets. However, identifying the need for international managers is easier than developing them.
為了領(lǐng)導(dǎo)新的國際企業(yè)，其他的公司也正在面臨著從現(xiàn)有的部門調(diào)出有經(jīng)驗的人員的困難张惹。有一些跡象顯示，對有技能的國際化人員的短缺可能對公司面向國際化進軍是一個重要的限制岭洲。這些問題意味著培養(yǎng)一個有這全球化思想和運營的經(jīng)理是對一個公司在海外市場的運營方面至關(guān)重要诵叁。然而，確定對國際化經(jīng)理人的需求比培養(yǎng)他們?nèi)菀椎亩唷?/p>
So what makes an international manager? Paul Evans, a professor at INSEAD, the European business school, does not believe that any particular nationality produces a more international manager. Neither does he believe that it's a matter of having the ability to cope with a lifestyle that involves working in Madrid one day, London the next and Berlin the day after. F Jet-setting between international operations merely creates a business equivalent of the over-packaged tourist. Rather, he believes that the secret of being a good international manager is being comfortable with managing diversity.
因此钦椭，什么造就了一個國際化經(jīng)理人？ Paul Evans碑诉，歐洲商學院INSEAD的一個教授彪腔，不認為任何一個特殊的國家能產(chǎn)生出更多的國際化經(jīng)理人。他也不認為能夠應(yīng)付第一天在馬德里工作进栽，第二天在倫敦德挣，第三天在柏林這種生活方式是一個問題。國際業(yè)務(wù)中的奢華的生活只是創(chuàng)造出了一種類似于過度包裝的旅游業(yè)的商業(yè)快毛。相反格嗅，他相信成為一個好的國際化的經(jīng)理的秘訣是能夠適應(yīng)管理的多樣性番挺。
Ford of Europe, which has encouraged the development of international managers for more than 20 years, says its managers are globally-mined before they become global operators.**A Form the moment they join the company, employees are faced with having to think internationally. ** A car that you buy in the UK, for example, is going to be the same car that sells in Germany, Finland and Portugal, so the people who are involves in the car's development have to be aware of the market requirements in all those different countries.
已經(jīng)鼓勵培養(yǎng)國際經(jīng)理超過20年的歐洲福特公司， 說他的員工在成為國際經(jīng)理之前已經(jīng)具備了全球化的思維屯掖。當他們在加入公司的那一刻起玄柏，員工都將面對國際化的思維方式。比如說贴铜，一輛你在英國買的車粪摘，將要在德國，芬蘭和葡萄牙銷售绍坝，因此在車輛開發(fā)人員不得不知道這些不同國際的市場要求徘意。
Generally, it seems that the only effective way to develop international skills and perspectives is through direct international experience **B This can be through involvement in international task forces or through living and working abroad. **Such experiences open people's minds to the fact that things are done differently elsewhere and encourage them to think in a wider context.
通常來說，看上去唯一有效的方法去培養(yǎng)國際化技能和視角是通過直接的國際化的工作經(jīng)驗轩褐。這些可能通過參與一些國家化的任務(wù)工作或者生活在國外椎咧。這樣的經(jīng)驗打開了人們的思維方式這一事實，他們會覺得事情可能通過不同的角度來做把介，并且鼓勵他們思考的更多勤讽。
Formulating effective strategies for developing a company's management resource is a demanding exercise, with conflicting issues to be solved.C Should, for example, only an elite few receive international experience in preparation for top jobs or should it be offered to a wider group. Another dilemma is whether to use local managers or expatriates.
形成有效的戰(zhàn)略去發(fā)展一個公司的管理資源是一個要求很高的工作，充滿了需要解決的各種沖突問題劳澄。比如說地技，是讓少數(shù)精英接受國際經(jīng)驗，為高層的工作做準備秒拔，還是為一個更廣闊的人群普遍提供國際經(jīng)驗莫矗？另一個困境是是用本地的人員還是國外的人員.
The recruitment and development of effective international managers requires considerable financial resources and can be hard to justify at budget meetings E Language training, overseas visits and in-house management courses are all expensive to implement. However, without them, companies will continue to find their expansion plans frustrated by a lack of internationally effective managers.
這樣的培養(yǎng)和招聘有效的國際經(jīng)理要求相當?shù)呢攧?wù)費用，并且很難在預(yù)算會議上說清楚砂缩。語言的培訓作谚，海外
出差和公司內(nèi)部的管理培訓課程都非常貴。然后庵芭，沒有他們妹懒，公司將繼續(xù)發(fā)現(xiàn)他們的擴張計劃會因為沒有國際經(jīng)理而困難重重。
