Management, Leadership and Entrepreneurship in Latin America.
The New Land of Opportunity - The Real Leaders in the Global Economy.
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Free Preview Every organization needs great managers, and the individual that is able to delegate skills and responsibilities with ease, have the correct attitude and the ability to motive their employees, will be highly valued. How do you become a great manager internationally? How do you become a great leader internationally? How do you become a great Entrepreneur internally? Are they even the same? To start of, let me clarify the differences that separate a manager from a leader, a leader from an entrepreneur. A leader provides vision and the motivational force to drive a project while a manager skillfully manages resources and juggles tasks essential for the success of the project. Leaders are proactive while managers are reactive. Leaders promote new directions while managers enable existing directions. Entrepreneur is a process of identifying and starting a business venture, sourcing and organizing the required resources and taking both the risks and rewards associated with the venture. In the future most companies will be looking for entrepreneurs to lead their organizations because they have graduated from Leadership School and they are ready to be the innovate force to create new markets while push forward to growing the company. Having said that, manager, leaders and entrepreneur are actually quite similar, both in the terms of qualities exhibited as well as capabilities. They are not mutually exclusive to each other. A good manager can become a good leader, while a good leader must often perform managerial roles and can become a great entrepreneur. Sometimes a good manager must even be all. The ultimate goal of a Leader is to become an Entrepreneur within the organization creating a culture of innovation and promoting the initiative to keep the business moving in the right direction. The international road is a difficult one. Increasing competition at a new land, continuing ideological and policy conflict, practical problems, and day to day difficulties of every kind and from every source place extraordinary demands and almost unbearable pressures on the conscientious executive of today. Looking Latin America requires some five basic processes: a. Initiating Processes (pre-work and some flow of actions and activities); b. Planning Process (Purpose, objectives and schedule estimates); c. Executing Processes (People, Resources involvement, International relations analysis, legal requirements, investment needs, human resources issues and currency and financial considerations); d. Controlling Processes (Measure performance, anticipation of possible problems and corrective action); e. Closing Processes (Lesson learned, best practices and audits). The international business executive in the next decades of this century and beyond must demonstrate unprecedented leadership, leadership that combines disciplined intellect and faith in the highest ideals. The international business manager in a free society truly belongs to the people. Without that highest and noblest dedication, the Latin America economic system, indeed, our richly blessed way of life, will require attention in too many ways. The author was clearly sensitive to and conversant with the problems of running international businesses in our modern world.
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About the Book
Latin America, a region that is constantly recognized as one of the top economies in the world, is growing at an amazing rate. Although Latin America is doing very good, it is facing a severe problem—the local talent is not receiving the correct attention. Every time I talk to managers of large multinational corporations and professors about the talent and human resources in Latin America, I always seem to find a consensus: most of the local talent is not well trained. According to them, key positions inside mid and largesized companies are rarely occupied by local talent. Corporations fill the hole with foreign talent which is more expensive and difficult to find. This could be Latin America’s Achilles’ heel. I personally understand that developing Leadership, Management skills and Entrepreneurship takes time, and that in some cases, that time will be wasted, but it amuses me how some companies complain about the talent and they don’t take the time to develop it. They rely on employees from other companies to fill the empty spots. Companies in Latin America need to start working proactively and not reactively. Over the last 10 years, economic growth averaged 4.2%, and 70 million people escaped poverty. Macroeconomic stability, open-trade policies and pro-business investment climates have supported and will continue to support strong growth in the years to come. Crucially, economic gains are being broadly shared. Latin America grew by 50 million people between 2003 and 2009, an increase of 50%. For a region long riven by wealth inequality, this is a remarkable achievement. The importance of family and personal relationships also impacts the workplace. For example, it is more common in Latin America to seek employment with family members, hire family members, and look to the family for help in times of need. In addition, many Latin Americans feel more comfortable doing business with people they know personally, and developing that relationship is often considered an essential first step. Americans who try to move things along more quickly and “get to the point” may become frustrated and/or offend Latin Americans. This means that establishing business contacts and closing deals are best done in person, and may take more time than is customary in the U.S.
About the Author
Dr. Librado E. Gonzalez, is a Global Human Resources and Operations Professional with track record of hands-on human resources operations, experienced in a multi-unit and multi-national environment. With over 23 years of experience in the field. His educational background comes from a MBA at University of Barcelona, Doctorate of Law at British American University, and a Ph.D. in Management from La Salle University, alone with Mediation Certifications from Duke University and Washington University. He is a Certified Executive Coach, a Master Six Sigma Black Belt Certified and Lean Certified Trainer. He is a Certified Project Management Expert by University of Louisville. He has held executive positions within private and government organizations. He has been a Business and Law Professor for Towson University, State University of New York, Empire State College, Laurel University, Northern California University, Universidad Latina and Catawba Valley Community College. He has been a guess speaker for private and government agencies in the U.S., Latin America, Europe and Asia. He is the author of “How to Understand Communication” 2005; “The Issues Management Book” 2008 and now “How to Become an Extraordinary Manager” 2011. “Human Resources Development in Panama” Florida International University 2014. Latin America research project on "attributes for teaching effectiveness" in collaboration with Tampa University 2013.