Globalisation has fundamentally altered what it means to be an effective manager, moving the required competencies well beyond technical knowledge toward a more demanding repertoire of interpersonal, cross-cultural, and adaptive skills. Nowadays, many managers are affected by globalisation because most managers are under rigorous tension in terms of the challenges and complexity of demands entailed by globalisation. In fact, these developments in management have resulted in a larger role for the private sector in most managerial development, thus changing the responsibility of public management from being effective and economical to being easier to navigate. Therefore, these changes in management have enhanced the need for public management competence to manage inconsistency, advance private sector development, manage subcontracts, and implement legal and managerial frameworks.
What human skills will be called upon to be effective?
In 1999, a national conference of expatriates and researchers in the United States of America built an agreement to concentrate on a successful variation of the public service in the context of globalisation: (i) the people resources of an organisation, its human capital, need to be charged more greatly and developed more cautiously than present preparation permitted; (ii) greater performance is needed and must become a way of life and a critical part of the culture of the national civil service; (iii) strong management from both supporting and professional managers must arrive at middle stage; (iv) organisations joining together with other levels of organisations and with other sectors must be front-loaded and must focus on joint objectives.
Explain ‘Workforce Diversity’
Workforce diversity is defined as differences and similarities among workers in terms of their age, religion, cultural background, race, and their beliefs. In general speaking, the term “Workforce Diversity” presents a strategy and set of practices that seek to contain people inside a workforce that are regarded to be, in some way, dissimilar from individuals in the existing community. Successful managers are conscious that certain skills are essential in support of creating a successful and diverse workforce. Initially, managers have to identify discrimination and its results. Second, managers must identify their own cultural prejudices (Koonce, 2001). Diversity is not merely about differences among groups but rather about diversities between individuals. Each individual is unique and does not represent or speak for a particular group. Lastly, managers have to be prepared to alter the organisation if it is essential; organisations are required to discover how to manage diversity in the workplace to be accomplished in the future (Flagg, 2002).
What is personality?
Personality is the supreme realisation of the innate habit of a living being. It is expressed in how we feel, experience, and hear ourselves and others. Personality can be typically characterised by thoughts, feelings, and behaviours that make a person unique. A few of the vital factors of personality include: consistency (there is usually a familiar order and regularity to behaviours); psychological and physiological dimensions (personality is an emotional construct influenced by natural development and requirements); its impact on behaviours and actions (personality reasons us to perform in actual ways); and its multiple expressions (personality is represented not only in behaviours but also in thoughts, feelings, close relationships, and other common communication).
What is Emotional Intelligence (EI)?
Emotional intelligence is a diverse kind of intelligence. This type of intelligence is about being “heart smart,” not only “book smart.” Some facts confirm that emotional intelligence matters as much as intellectual ability when it comes to pleasure and achievement in life. Emotional intelligence aids one in creating well-built relationships which will result in accomplishment at work and realisation of goals. Knowledge of emotional intelligence can be built throughout a lifetime. One can improve emotional intelligence through learning to speedily reduce tension, attach the mind to one’s emotions, communicate non-verbally, apply humour and have fun so as to overcome challenges, and resolve misunderstandings through self-reliance and self-confidence.
Emotional intelligence contains four main components: self-awareness (the ability to recognise your own emotions and how they affect your thoughts and behaviour); self-management (the ability to control impulsive feelings and behaviours, attain goals, follow through on commitments, and adapt to changing circumstances); social awareness (the ability to understand the emotions, needs, and concerns of other people, pick up on emotional cues, and recognise the power dynamics in a group or organisation); and relationship management (the ability to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict).
Emotional intelligence (EQ) is a level of one’s emotional intelligence which is expressed as the mandate to use both emotional and cognitive knowledge. EQ is associated with empathy, intuition, creativity, flexibility, resilience, stress management, leadership, integrity, and authenticity. Research suggests that a person with average IQ may be more successful than an IQ genius if the person in question has a greater level of emotional intelligence (EQ), since IQ may help one get through education and college but emotional intelligence helps one navigate life.
What is the major problem with Maslow’s hierarchy of needs in organisational structure?
The problem with Maslow’s hierarchy is that most people disagree with it. It faces challenges concerning the hierarchy due to the fact that it cannot account for selfless manners, courage, and altruistic aid. It also cannot account for the trend of the “starving artist,” who seeks self-actualisation even while basic physiological requirements are unmet. A serious concern is the lack of observed proof and the partial scope of observation before Maslow initiated his theories. This theory’s initiator was unable to account for the sacred side of people and omits many illustrations that do not correspond with his theory. The Maslow hierarchy is only acceptable from a certain perceptive point of view, due to the fact that there is little evidence that maintains its hierarchical ordering. Moreover, there is proof that disagrees with the classification the model requires. A typical example is that some cultures position social needs before physiological ones. In conclusion, there is slight proof that proposes how people are forced to entertain just a single need level at the same time, apart from in cases where there is a disagreement among their needs.
As Goleman, Boyatzis, and McKee (2004) argue in their research on emotional leadership, managers who develop their emotional intelligence competencies alongside their technical expertise are significantly better equipped to handle the cross-cultural complexities, ambiguity, and rapid change that characterise management in a globalised economy. For students studying organisational behaviour, public administration, and business management, understanding how globalisation expands the human skills demanded of managers is foundational preparation for leadership roles in contemporary organisations where cultural intelligence, emotional regulation, and adaptive communication are no longer optional supplements to technical competence but core requirements for effectiveness.
References
Goleman, D., Boyatzis, R., & McKee, A. (2004). Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business School Press. https://doi.org/10.5465/amr.2004.14497560
Hofstede, G. (2001). Culture’s Consequences (2nd ed.). SAGE Publications.
Goleman, D. (2019). Emotional Intelligence: Why It Can Matter More Than IQ (25th Anniversary Ed.). Bantam Books.
Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). SAGE Publications.