Overseas assets

Article Abstract:

A survey of international managers by Ashridge reveals the active and personal abilities required for competent overseas administration. As global strategists and coordinators, they must assist local management in organizational planning and stress co-equality in their dealings with such teams. They should also be proficient in cultural mediation and become catalysts for change in the fulfillment of their cross-border duties. In addition, they must also be adept at self-management, given the many on-the-job pressures involved due to travelling and stress. Alternatively, the personal traits necessary in international management are psychological maturity, emotional energy and cognitive complexity. These involve commitmment, realism, open-mindedness, morality and multi-dimensional viewpoints.

Executives, Vocational guidance, Management training

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Reshaping European industry

Article Abstract:

European industrial giants have set upon an ambitious program through which they hope to adopt the latest in high technology without relying on sources outside Europe. The G-22 club, as this group has been called, includes members from such European firms as Siemens, Philips, Nestle, Olivetti, and Selenia-Elsag, all of which hope to present a relatively united front from which to battle such international companies as IBM and ITT. The goals of the G-22 club, including its battle to halt the trend toward European industry surrendering high technology markets to firms in the U.S. and Japan, and the problems facing the group in bringing such divergent companies, who so recently were bitter rivals in many cases, together are described.

Europe, Economic aspects, Economic development, Industrial management

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How Japanese-style management techniques can be adapted for India

Article Abstract:

Matsushita Electric Industrial Co. (MEI) has been successful in exporting its Japanese-style management principals to Novino Batteries of India, with the battery-assembly operation of the Indian company managed in much the same way other MEI affiliates worldwide are operated. Novino implemented a modern marketing plan to accompany its modern assembly techniques, with advertising for their batteries emphasizing the high-tech aspects of their production. The Novino operation is analyzed in terms of both production and marketing, the benefits the company has realized as a result of its adoption of the Japanese-style management strategy are described, and the Japanese-based management-training program used is discussed.

ELECTRONIC & OTHER ELECTRIC EQUIPMENT, Social aspects, India, Industrial productivity

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