By Tora K. Bikson
Recommends that U.S. organisations that experience a global succeed in or which are fascinated with getting ready participants for careers that contain an internatinal part motivate the advance of portfolioo careers; enhance group of workers practices to aid portfolio careers, and overseas college curricula.
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Extra info for New Challenges for International Leadership: Lessons from Organizations with Global Missions
Sample text
Many public sector respondents likewise emphasized the serious challenge of finding people with strong managerial skills in addition to professional competence and international experience.
12, for example, over two-thirds of for-profit sector respondents report that few to none of the critical competencies required for their global missions are lacking at higher organizational levels. 7). 12 Are There Competencies for International Career Employees That You Find in Short Supply at Mid-Career Levels or Higher? 001. Although the severity of the shortfalls may vary across sectors, qualitative data make it clear that their nature is essentially the same. According to respondents in the for-profit sector, it is difficult to find people at mid-career and higher levels with technical and managerial skills, along with international knowledge and welldeveloped political skills.
Both the for-profit and non-profit sector respondents give a significantly higher rating to substantive knowledge in specific professional or technical areas than do public sector interviewees. ____________ 12 Very little difference is observed in importance ratings as a function of respondent role, with the exception of two attributes. 01). 10). - 27 - • The non-profit sector accords significantly more importance to cross-cultural competence than the others do. • The ability to think in policy and strategy terms is valued especially highly by the non-profit and public sectors, as is the ability to take an empathic, nonjudgmental perspective.