International managers face a tremendously complex environment. What worked in the role of a domestic manager does not always prove effective in the international market. Like the domestic managers, international managers must also stick to the four major roles of planning, organising, directing, and controlling. Planning for an international firm assures that the business organisation has some idea of its purpose, where it is heading, and how it will achieve its objectives.
International objectives may require plans that assign to each division goals that differ from what might seem appropriate from a domestic viewpoint. In preparing shorter long-range plans to achieve those goals, international managers must take into consideration not only local conditions but also overall international operations. These considerations should focus on nearby markets, servicing of regional sales divisions, transportation costs, value-added taxes, raw materials, and the purchases of the inputs from other producing divisions (Miller, 1987).
However, plans must be considered and should link operations in ways that achieve global rather than local goals. Therefore, international managers need to be aware of the extent to which local customers, employees, government officials, and suppliers are likely to accept or resist changes. These changes will affect an international manager’s responsibility. The aspect of control in the responsibilities of an international manager includes ensuring that what is happening is what was intended to happen. Control applies to all levels of the organisation.
The organisation uses control in different ways depending on the level and scope of its application. For an international manager, “control should provide managers with the information necessary to monitor the operations of the firm to help achieve its global strategy” (Miller, 1987).
Leadership style
International direction and leadership style is “the way in which a manager chooses to fulfil leadership, delegation, communication, and supervision responsibilities. These choices reflect both personal and cultural differences” (Miller, 1987). In some cultures, employees tend to need explicit directions and supervision from their superior rather than from someone who is considered an equal. In other cultures, the employee’s leadership needs to come from relationships and communication built between co-workers. In addition, a leader should demonstrate a mix of competence in technical, interpersonal, and conceptual skills.
• A leader understands that people do the work and must interact effectively if they are to work well. Secondly, Hal Mason states (1987), "a leader gets organisational work done by motivating people, getting commitment, by energising behaviour, and by creating personal interests and excitement in the organisation’s goals."
• "A leader is keenly aware of what decisions and events mean to the others of the organisation." Mason (1987) continues to say that an effective leader is able to direct others without dominating all decisions and can achieve goals by overcoming all obstacles while utilising resources efficiently.
• A leader develops subordinates by sharing the power and responsibility with them. By delegating the power, the leader is creating opportunities to challenge people to go beyond the limits they have set for themselves and give them a chance to be creative.
• A leader also represents the values, goals, and visions of the organisation. However, in order to do this correctly, the leader must be active.
