Global World

Global World, learn more.
Managing in a globalized world There once was a time when a single chain of command drove performance and results. But with the emergence of cross-functional teams, virtual environments, and dotted-line reporting relationships, top-down hierarchies are being replaced with web-like organizational charts. Welcome to the world of matrix management. Learn more at HRDQ, Click here to visit HRDQ

The rise of matrix management is rooted in three workplace trends that have developed over the last few decades:

Workforce globalization Fueled by increasing costs, go-to-market strategies, workforce scalability, and the globalization of talent, today’s managers juggle the schedules of workers operating in multiple time zones. They have to navigate in and around unfamiliar cultures, and they have to contend with widely varying competency levels among team members.

Customer insistence Technology has caused the upheaval of traditional decision-making processes and hierarchical problem solving. Customers now have a closer connection to the development process and they expect to be heard. This reality requires managers to learn new ways of taking action and responding to client needs.

Technology fluctuation Fluctuations in technology challenge managers to find more efficient ways to assess, categorize, and utilize a never-ending flow of information and determine which new tools offer a real benefit to business performance and success.

In addition to these significant workplace trends, the widespread globalization of talent and the endless pursuit of operational efficiencies have contributed to the breakdown of the traditional “Command and Control” structure that was once a successful management strategy.

Distinguishing traditional and matrix management environments.

It’s not surprising that these organizational shifts and structural realignment are challenging the capabilities of even the most talented managers. Today’s managers are required to motivate employees to improve their performance without having direct control—and this requires both traditional Command and Control and new fluid Influence and Collaboration skills. Each approach has a unique set of core competencies:
Command and Control—expertise of activities:
1. Knowledge of content
2. Correctness of information
3. Consistency of Image
4. Evidence of Regulation
Influence and Collaboration—building relationships with individuals and groups:
1. Empowerment of workers
2. Risk taking
3. Participation
4. Development of others
Find more at HRDQ.Click here to visit HRDQHow each approach should be applied and balanced depends on the business context. But when paired together, these leadership paradigms create a broad spectrum of competencies that drive success.

As a trainer, it’s important for you to take a look at the managers in your organization and the environment in which they must perform. Are they equipped with the proper skills? With guidance, training, and knowledge you can prepare the managers in your organization to be successful in today’s collaborative and global environment. Click here to visit HRDQ

The Matrix Manager Inventory: Leading in a Collaborative Environment
Learn more at HRDQ, Click here to visit HRDQ


: the act or process of globalizing : the state of being globalized; especially: the development of an increasingly integrated global economy marked especially by free trade, free flow of capital, and the tapping of cheaper foreign labor markets

Globalization: What Does It Really Mean?

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