Globalising Organisations and Empowering People for High Performance Leadership of Our Multicultural World: Or, Behold, The Demise of Business‐as‐usual is at Hand
Reviews, from an anthropological perspective, three 1993 additions to the Gulf Publishing Company's “Managing Cultural Differences” Series. This trilogy is comprised of the volumes Developing the Global Organization: Strategies for Human Resource Professionals, Transcultural Leadership: Empowering the Diverse Workforce, and Multicultural Management: New Skills for Global Success. Examines the five concepts of globalisation, diversity, multiculturalism, transcultural, and empowerment central to the trilogy and to anthropology, and as they are used in both. Views the global paradox — a bigger world economy requires the more powerful smallest of players (e.g., entrepreneurs) — as a useful framework for understanding these and related concepts as they operate in the global village today, and as they may be employed throughout and beyond the 21st century. Finally, reports on: (1) the training, transformation and development tasks of global managers of complexity in business as well as in government, academia, and the military; and, (2) the intercultural learning strategies through which these tasks are achieved and through which these managers, the multicultural workforce and teams they lead, and their organisations are empowered to contribute, collaborate and fully participate in producing their major project: Service, country, group, business, or social structure through the mixture of peoples or technology” (p. 242). This suggests a process, a becoming. In Developing the Global Organization, Robert T. Moran, Philip R. Harris and William G. Stripp continue that globalisation is both a way to think and to act. Specifically, it moves individuals “away from parochialism towards transnationalism”. And it nurtures a state of mind geared toward a more effective use of personal and organisational resources (p. 299).