Developing Managers :: GCSE Business Marketing Coursework

Developing Managers The Functional, the Symbolic, the Sacred and the Profane *.Author/s Ken Kamoche synopsisThis paper offers a new perspective on international worry by examining the role of culture and direction development in creating international expertise, a sense of identity and realizing organizational control. A critical digest of the culture transmission and management development philosophy and practice of a UK-based transnational reveals how the transmission of culture accomplishes management development objectives, while management development itself serves as a vehicle for the transmission of the desired somatic values. This recursiveness is sustained by a corporate ideology that urges the creation of consolidative values and, in turn, is legitimized by the quest for favourable functional and symbolical consequences.Descriptors management didactics and development, culture, ideology, functionalism, symbolismIntroductionReconciling headquarter-subsidiary interests while maintaining a distinct identity continues to be a major challenge for transnational firms, hence the think global/act local paradox. For Ghoshal and Bartlett (1990) this chore can be addressed by effectively handling the engagement of exchange relationships. Other solutions include socialization and the management of expatriates (e.g. Edstrom and Galbraith 1977 Tung 1982) managing relationships betwixt expatriates and host-country subordinates (e.g. Shaw 1990) creating heathenish synergy (e.g. Adler 1980) fostering cooperative relationships and developing conflict-resolution mechanisms (e.g. Doz et al. 1981) diffusing best proven practices (e.g. Rosenzweig and Singh 1991) reconciling organizational linkages (e.g. Borys and Jemison 1989) and diffusing and leveraging knowledge (e.g. Gupta and Govindarajan 1991 Kamoche 1996). Bartlett and Ghoshal (1989 187) arrange that successful transnational firms used management development to build cultural norms, sha pe organizational processes and influence individual managerial behaviour in a way that reinforced worldwide strategies and organizational objectives. This implies a potentially integrative role for culture and management training and development (MTD).Going beyond the typical concern with better skills, this study offers a much more Byzantine and multi-faceted picture of MTD which reveals an intricate interplay between MTD and corporate culture. We show how managers in a multinational firm disguised as International Products (IP) account for their training and career development activities and how they rationalize such activities in terms of an integrative corporate culture. 1 Thus, MTD serves as a tool for the transmission of culture, while a putative integrative culture in turn furnishes the rationale for MTD. This recursiveness finds authenticity in the ideological premise, promulgated by senior management, that it is in the control stick interests of the firm and the managers to absorb and i nternalize the organizational values inherent in the corporate culture, because this helps managers to secure a high-flying career.