Bulletin No. 4 | July – August 2001
GLOBAL TRENDS
Are you really a global player?
By speaking English, no matter how loud you can speak, how hard you convince your audience, you are not what you think you are. A world class manager is a manager who makes change, not someone who is influenced by change. A world class manager is the one who plans for changes, who combines a system that facilitates the changes, who empowers the workforce to make change and who appreciates successful change. To be a global player, you need a long process that is basically rooted in your ‘mindset’.
Let’s look at the characteristics of a successful global leader.
| Personal | Relations with work | Intellectual/Social |
| Patient, persistent | Able to think work as a system | Intellectual and social curiosity |
| Emotionally stable | Able to make decision in uncertainty | Good in establishing rapport |
| Able to accept failure | Able to cope in cultural barriers | Have knowledge on history and social development |
| Open minded | Able to be a respected model | Being sensitive to other’s values |
| Have a sense of humor | Able to anticipate business hints | Have high motivation to work across border |
| Humble | Able to adapt management style | |
| High Imaginative | Technically competent |
Source : Mary O’Hara Devereaux & Robert Johansen, “Global Work”
- Learn more about summary of Asian and Western values and evaluate yourself. What values influence you more?
- It might be worthwhile if you take the advice of some wise world class managers
“Think Globally, Act Locally”
| Asian Values | Western Values |
| Collectivism | Individualism |
| Harmonious relationship | Self- actualization |
| Hierarchies and power distance | Democratic |
| Low tolerance of uncertainty | Tolerance of uncertainty |
| Respect for elders | Respect for merit |
| Respect for status | Respect for achievement |
| Face, sensitivity and feelings | Objective facts and data |
| Indirect; third party assistance | Direct to the point; one to ones |
| Shame culture – external control | Guilt culture internal control |
| Modesty and humility | Winning, assertive, active and outspoken |
| Guarded; limited disclosure | More disclosure |
| Consensus seeking | Consultative; debate |
| Collaboration | Competitiveness |
| Personal and group face | Personal pride and self-esteem |
| Relationship focussed | Task focussed |
| Family spirit; unity | Role and boundary definition |
| Time is life | Time is money |
| Being | Doing |
| Humanistic, spiritual fulfillment | Mechanistic and materialistic |
Source : Robert Burns, “Doing Business in Asia”
PROFILE OF THE MONTH
Rio Tinto in Indonesia
Rio Tinto is acknowledged world leader in the mining industry. Created by the unification of two mining, the RTZ Corporation and CRA Limited, the Rio Tinto Group currently operates major mines located in more than 20 countries and employs 34,000 people.
Rio Tinto has in recent years expanded its Indonesian operations through a series of strategic joint venture agreements. Rio Tinto owns a 50% stake at Kaltim Prima Coal, and operates the Kelian gold mine, both situated in East Kalimantan. In 1995, Rio Tinto established a partnership with Freeport-McMoran Copper & Gold to develop further the Grasberg mine in Irian Jaya.
Rio Tinto realizes that positive community relations and mutual respect are pivotal to long-term success.
In 1995, Rio Tinto established the Rio Tinto Foundation works in close partnership with communities, the government and other supporting organizations to improve the welfare of the people of Indonesia, particularly communities surrounding Rio Tinto’s operations. In all its activities, community development programs are based on the principle of mutual respect, active partnership and long term commitment.
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