.

.
.
.

.
. (Living with Knowledge & Challenges)
.
.
.
.
.
. Global mindset is key to success

()
-
- +
- --
-

St John Diocesan Boy's School ( -)

()
()

(B.Arch) MBA (ADAM University, US), Doctor of Business Administration (Brookes University, UK)
HGP, DA., Dip in English, DL 101, Cert: Adva- nce
Diplomatic Skill

()

()
()

Executive CEO Life Style Ecovision
Fashion Image Perfect

CEO AMBO Co
2

Ltd AMBO Hotel Group ADAM University Principal

()

()
10 Days, MBA ()

( )
- ()
()
()

()

()
()

()
()
New 10 Days, MBA ()

()

()

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(Semtember 2010)

Rock & Vote

TV Channel

Kaase and Newton
Changing Levels of Turnout Voters as a perce

ntage of the voting age population at election closest to year in table. Source: Complied from
individual national data sources.

Change Obama

George Washington
The baneful effects of the spirit of party

(Political Institutions)

(Political Party)

() ()

(Khrushchev) ()

Saddams

Hussein

(Multi-party Democracies Crisis)

 (-)

Nation and what we can do together to help the nation

George W. Bush

John F. Kenndy

Ask not what your country can do for you, ask

what you can do for your country

What my country can do for

me

Sources of Political Conflict

. .

What my country can do for me What I can do for my country

(May 2008. The Waves Magazine)

Globalization

Saudal al-Faisal

Newsweek S Dickey

(September 2008. The Waves Magazine)

()

Logic
Evolutionary

Development

()

(Self Actualized)

Interest Oriented

10

 (Knowledge)

(Interest Based) (Knowledge)

Wisdom
Knowledge

(Self Actualized) (Wisdom)

Enlightment
(Know-for-sure)

Knowledge Era Wisdom Age

Actualization

(Knowledge Age)

Knowledge

Wisdom Knowledge

Self-interest / Family interest

11

Public Oriented

()

()

()

12

Civil Society

(Social Affairs)

Civil Society
Social Affairs, Social Activities

Bill Gates

Torrijos

(Personal Interest)

(Leadership)

()

()
()

(Direction of Globalization)

Wisdom

13

(November 2008. The Waves Magazine)

(-)

Industrial Grade

Imperia Gradel

14

() ()

School Goers

(..) CNN

(Partical) (Acce
larator)

(Black Hole)

15

 Civil Society

Management & Administrative

Know Who

Know Who

Know Who

..

School Goers

16

Hybrid

MBA

17

 Knowledge

Knowledge = Education + Experience

CEO Lee Iaccoca MIT

Ford

Motor, Chrysler Motor CEO

18

 (Living with Knowledge & Challenges)

(December 2008. The Waves Magazine)

(Abstract Design - Exper Giovanni Rubaltelli)

(

Living with Knowledge & Challenges

%
% %

Idea ,

Small Business ..

% % %

Management Succession Plan

19


Management

Shareholder

() (Wealth without work)

() (Pleasure without conscience)

() (Knowledge without character)
() (Science without humanity)
() (Politics without principle)

(United States)

.%

(Israel)

.%

(Canada)

.%

(Italy)

.%

(Germany)

.%

(Britain)

(Finland)

.%

.%

() (Economical Challenge)

() (Technoligical Challenge)
() (Political Stability)

() (Government Intervention)

() (Legal Infrastructure)
() (Financila Infrastructure)

(Leading Role)

20

(As Member)
(Servant)

(Management) (Leadership)

Who do things right

Who do right things

(Management) Empowerment

CEO ()
Regional CEO

Leading

(Leader) Effective Leader (

)
Leaders Vs Effective Leaders
Objectivity Perception
Acceptance Rejection

Individual Group Performance

Productivity Satisfaction

() (Practice openness)
() (Promote fairness)
() (Express feeling)

() (Keep confidence)
21

() (Be consistent)

() (Keep promise)
() (Tell the truth)

() (Show competence)

Social Learning

-
- Learning as doing - (practice)

-
- Learning as experience - (meaning)

-
- Learning as becoming - (identity)

- Learning as belonging - (community)

(Vision)

(National
Interest)

Globalization
22

Asia Mindset
() (Centralization)
() (Family Interest)
() (Opportunity)

() (Change Resistance)

Decentralization, Public

interest, Capability rather than opportunity, Change acceptance

Global Competitiveness of Countries

(Finland)

(Finland)
(US)

(Netherland)
(Germany)
(Canada)
(Japan)

()

(%)
%

%
%

23

%
%

%
%

%
%

, ,
,
,

Comparative Age

Taiwan, Singapore, Hong Kong

(Competitive

Advantage)

(Competitiveness)

(Labor Intensive)

Dell Computer Clone

() %
24

 Dell %

JIT Just-in-time -

Dell

% %
Dell

JIT

(Participants)

%
-

CEO

25

 Contentment

..
Good is the enemy of Great

(November 2010. The Waves Magazine)

(Inactive Person)

(Active Person)

Reactive Proactive Reactive Acting in resp

onse to a situation rather than creating or controlling it

Reactive
Inactive

Proactive Creating or controlling a situation rather than

just responding to it

Transactional Leader

(Skill)

(Planning)

(Effective Leaders)

(Vision) (Concept)
26

 (Planning) (Strategic Plan

ning) (Far Future)

(Transformation)

Mind Set

(Vicious Cycle) (Fixed Mind

set) () (Virtuous Cycle)

(Growth Mindset)

(Immutable)

(Outlook)

(Uncertainty)

(New Experience)
27

Amazon.com
Fixed Mindset CEO

(Repertoire)

(Data)

(Manage
risk throught analysis)

Fixed Mindset

(Growth Mindset) Fixed Mindset

(Uncertainty)

CEO Growth Mindset

Transforma
tional Leaders

Who dare wins

Growth Mindset

Red Ocean

Blue Ocean Blue Ocean

Growth Mindset

28

Growth Mindset

(March 2010. Youth)

()

29

""

" "

Civil Society

Civil Society

Civil Society

""

()

(Terrorism)
30

" "

"
"

""

""

~
31

(September 2010. First-11 Journal)

()

'' '
'

'' ''
()

() ()

() () ()
()

32

Analytical Thinking, Critical Think

ing, Vertical Thinking '

'

''

' '

'' '' ''

'' ''

''

''

(Necessity) (Survival)

''

''

Ethics

Determinism Predestination

33

'' '' ' '

'
'

Value (Effectiveness)

(Positive Result)

Effectiveness

* ()

34

* ()

* ()

(Wednesday, 01 December 2010 22:40. )

E-mail

(%)

35

Myanmar Monk Students Welfare Association
Hotel Mahayana

36

37

(Friday, 07 January 2011 12:46 )

Warren Buffett ''What

we learn from history is that people dont learn from History.''

Warren

''You dont have to make money (success) back the same way you lost it.''

38

()

39

Self Interest

()

Global mindset is key to success

Integrating corporate and local cultures is increasingly crucial for multinational companies
Global companies today have an interdependent relationship with their foreign subsidiaries

to build their business empire.

40

The human resource management (HRM) function takes on the immense task of managing

a workforce across multiple locations where divergent customs, practices and languages pose a number of challenges.

Keeping a global minset is the key in shaping behaviours and resolving issues of governan-

ce, ownership and engagement. The HRM function needs to be fully intergrated with the business
strategy and the strategic needs of the company.

Strategic moves

In recent years, HRM in global companies has leapt beyond its administrative functions to

play a strategic role in aligning the companys subsidiaries business strategies of planning,

selection, performance evaluation, compensation, development and staffing with the parent organisation.

Large geographically dispersed organizations with several lines of businesses can also imple-

ment shared service centres for consolidating their HRM functions across borders for greater efficiency and synergy.

When HRM builds a strategy, it needs to develop employment policies that will maintain a

synergy between the employers and employees across departments, countries and continents.
These policies ultimately help increase shareholder value, employee commitment and the
companys brand recognition.

Shaping Behaviour

HR managers neet to check that subsidiaries are conforming to the underlying values,

beliefs and principles that serve as a foundation for the parent organisations management system.
To keep employees motivated and committed with a sense of personal involvement, good

practices can be shared and various activities organized to help employees seamlessly integrate and
adapt to the corporate culture, irrespective of where they are based in the world.

Local cultures are encouraged nonetheless to maintain their identity in the context of the co-

prorate culture.

Having to interact across multiple cultures can be stressful, whether it is from parent compa-

ny to subsidiary or vice versa. Global corporations like IBM and Hewlett-Packard conduct cultural

awareness and diversity courses for their employees so they can familiarize themselves with verbal

and nonverbal cues and codes of conduct to communicate better in the relevant countries they will
be dealing with.

Respect and advocacy for diversity in the workplace should be communicated clearly. This

can be demonstrated at all company levels with clear and positive responses, and the commitment
to resolve any issues in an ethical and responsible manner.

Some best practices for workplace diversity include:

Strong support from senior management team members;

Middle management team members playing a greater role in cultural diversity and team
members talent development;

41

Cultivating a mentorship culture and having mentorship programmes at all levels of the
organization;

Making diversity a part of the companys strategic plans and core values;
Organising diversity orientation sessions;
Advertising hiring opportunities for a diverse group of possible candidates from different
nationalities; and

Being aware of, and removing, images that are offensive to various cultures.

Clear communication

The internet has squeezed the world into a screen. The HRM division needs to make the

companys critical web content and marketing communications available to all foreign subsidiaries in
their respective native languages.

Similarly, the companys values need to be communicated clearly across borders. HRM can

employ subject matter specialists, mother tongue translators and cultural experts with local

knowledge to communicate and convey the companys corporate identity and core brand values

succinctly. These professionals help multinationals to go global and assure clarity of communication
at every stage.

Article by Nicholas Goh, CEO of Verztec Consulting. For more Visit www.verztec.com
(The Straits Times. Monday May 10 2010.)

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