Identifying and developing International Management Competence.

From simply being a well used phrase "managing internationally" is now a constant reality for more managers and organisations than ever before. What skills and characteristics are required of managers in the highly demanding and fast-moving international business environment? How are ortanisations to assess international management potential? And how are they to help managers develop the necessary international capability? Some companies sue a competence-based approach to address these questions. This has attracted controversy with critics doubting the strategic and development advantages of generic competencies foe international managers. But, with organizations increasingly forced to operate in a global context, competencies provide a foundation from which to integrate and develop the skills of managers. When applied in a dynamic and flexible way, a competency-based approach can help human resource practitioners to provide people in their organizations with focus and direction without restraining innovation and change. In an international organization effective use of competencies can allow the company to accommodate and to benefit from its local diversity.

Barham, K. & Heimer, C. (1995) Identifying and developing International Management Competence, in Crainer, S.(ed) The Financial Times Handbook of Management, Pitman, pp. 887-899