The paper "Multinational Organizations Must Retain and Develop a Workforce with a Global Mindset" is an outstanding example of business coursework. Multinational organizations are those organizations with facilities as well as other assets in at least one country other than their home country. In other words, they have offices and operations in different countries though having a centralized head office from where they coordinate global management. Being a multinational organization, therefore, imply that they operate in an economic landscape that is rapidly changing hence becoming increasingly global. According to Anil and Vijay (2014), for virtually all multinationals, market opportunities, cutting edge ideas, critical resources as well as competitors lurk not just in their home countries but more so in the distant and hence little understood regions across the globe.
As such, for such multinationals to succeed in exploiting emerging opportunities and tackling related challenges depending on their intelligently observing and interpreting the ever-changing world in which they operate. Anil and Vijay (2014) therefore call for the multinationals to create a global mindset in a bid to create the required intelligence.
In this regard, creating a global mindset in the organization will not only be a preserve of the top leadership of the organization but also the human resources department must endeavor to ensure that they retain and develop a workforce with a global mindset if the organization is to succeed in the contemporary dynamic world. This paper addresses the importance of a global mindset and hence the reason why multinationals must retain and develop a workforce with a global mindset. Retaining and developing a workforce with a global mindset would be a key source of long-term competitive advantage in the global marketplace given the ever-intensifying global competition.
According to Gupta, A$, Govindarajan, (2008), multinational organizations are subjected to simultaneous as well as conflicting pressures for global integration and local responsiveness as globalization intensifies. This means that the multinationals must integrate and coordinate geographically dispersed operations as well as their culturally diverse workforce. This is in addition to responding to local demands while managing inter-organizational relationships with different stakeholders including strategic partners, suppliers, customers and host governments which necessitate finding a balance between the competing country, functional concerns and business.
Retaining and developing a workforce with global mindset would, therefore, help the multinationals in overcoming these challenges hence ensuring their smooth running which would act as their competitive advantage as stated above. This would enable such organizations to always think globally while acting locally and hence being able to seize opportunities that arise in whatever market the workforce operates in while not being left behind on the global front. As put by Levy et al (2007), a workforce with a global mindset would possess an openness to and awareness of diversity across cultures and markets with a propensity and ability to synthesize across the diversity.
This is even more so for the different levels of leaders and managers for they drive the corporate vision. A multinational with employees who have a global mindset will be able to think globally as a whole and hence be able to take advantage of global opportunities whenever and wherever they arise. As put by Anil and Vijay (2014), in the global environment, multinationals require highly specialized but closely networked groups of global country, regional and worldwide functional workforce.
This would mean that the organization will therefore not depend on one person’ s ability to think globally but will rely on the network of the interconnected global mindset of the workforce across countries and levels in taking advantage of all the global opportunities. The implication of this is that organizations workforce possessing global mindset is that they will not only be able to do all things but will be able to understand the complexities and nuances of the global environment including the tradeoffs and opportunities whenever they avail themselves.
This is a key aspect of international strategic management especially in balancing competing for the business, country and functional interests. In other words, it is paramount for multinational organizations to retain and develop a workforce with a global mindset if they are to be successful in combining speed with the accurate response and hence being able to seize opportunities whenever and wherever they arise.
Anil, G& Vijay, G2014, Cultivating a global mindset, Academy of management executive, vol. 16, no. 1, pp. 116-126.
Bartlet, C&, Ghoshal, S, 1992, what is a global manager? Harvard Business Review, September 1992, pp. 124-132.
Gupta, A&, Govindarajan, V2008, The quest for global dominance: Transforming global presence into global competitive advantage, San Francisco, Jossey-Bass.
Levy, O, Beechler, S, Taylor, S&, Boyacigiller, N2007, What we talk about when we talk about when we talk about global mindset: Managerial cognition in multinational corporations, Journal of international business, vol. 38, pp, 231-258.