The selection of a leader is critical to an organization, as the success lies upon the shoulders of these leaders or more prominently in the organizational context, the managers. They drive an organization towards the success, and enable them to meet the set goals, and even take it beyond the expectations. The good and effective managers manages daily work routine of subordinates, looks after their every query and problems, look to the grievances and most importantly produces leaders from those ruled, through delegation of power.
This article is focused in a manner to provide an overview and guidance in terms of actualizing the program to expand in the North and South American market especially Brazil. The products which has some benefit, worth, and value added could flourish in the North America like USA and Canada, and the Brazilian consumers are physique conscious, whether male or female.
There are the factors which should be seen as in cultural context and the personal specification requirements of the managers to be recruited, and also the critical evaluation would be provided for the leadership and cultural theories.
The dilemma of appointing locale or relocate the existing manager
If the firm opens its offices in foreign countries like USA and Canada. When they open their offices, and starts operations, they would need to hire more of the workforce to perform its operations, and they also need the managers who would look after the workforce, and work as a key element in the organizational success.
The decision of whether appointing the local managers or relocate the current managers, it is the discretion of the organization that what are their management style, and the organizational norms.
There are three different approaches on how the companies could manage and staff their subsidiaries in different countries, and for the companies who have expanded their operations globally.
The first is the ethnocentric approach, where the home country (originated country) operations, practices and the management style prevails in the subsidiary. The home country makes the key decisions, and the important jobs and managerial positions are held by the employees of home country. While the subsidiary companies have to absorb the practices and the management style of the home country, where the headquarter is based.
Secondly the polycentric approach, where the subsidiary company manages the operations and the practices on the local culture and norms. Here the local employees lead the subsidiary company, and make the key decisions, this approach is applicable when the managers of headquarter lacks the necessary local knowledge. All the operations and the human resource management practices are developed locally.
The last and wider dimension of the management style approach is the geocentric approach. This approach takes on the characteristics of the ‘Global integrated business strategy’ which lead, staff and manages the employees on the basis of global grounds. The companies who adopt this approach develop and recruit a portfolio of the international managers, who come from diverse cultural backgrounds. The managers are mobile, and could be sending on jobs to various diverse geographical locations which are dependent upon the organizational needs. This approach is adopted by various successful multinationals.
However, each approach has its own pros and cons, though it is dependent upon the organization itself to which approach to adopt, and depends on the skills, experience, and competency level of its employees.