Most people grow up using the word "literacy" to refer to the ability to recognize words on a page or in the simplest language to read. But today literacy has come to mean much more. Our abilities as individuals and as cultures depend on our understanding of continuous growth to literate thought and its recognition in social norms. This requires an understanding of the landscapes of culture and literacy based on example and knowledge of knowledge from several areas in order to gain a global perspective. Robert Rosen, in his book Global Literacy, discusses acquiring business acumen as literacy on several levels, including personal literacy, social literacy, business literacy and cultural literacy, requiring “shared individualism” to use applicable knowledge in the interests of others.
No longer just getting along well enough to be a world class organization. He is familiar with the actions in accordance with personal beliefs arising from historical precedents and cultural expectations for the development of the organization. Rosen believes that it is provided through executive management, through which "good leadership is the main catalyst for growth, and bad leadership can be the main cause of business failure." 2 This is one of the most complex business realities that focuses leadership efforts on the number of businesses and forces them to ignore other areas or literacy that will help the organization move beyond average productivity to exceptional growth.
How can these literacy theories be implemented today for business? Rosen presents five good questions that apply to all businesses, regardless of the size, the market being served or the country in which it operates. These five universal business questions are:
1. Where are we going?
2. How do we get there?
3. How do we work together?
4. What resources do we need?
5. How do we measure success?
In accordance with the above questions, a business must have and understand why a business is going out or a goal. A business requires a roadmap or plans to promote it. The business must use internal and external relationships, although the network to gain knowledge of competitive advantages and core competencies. A business must identify and clarify the resources it needs to remain competitive through innovation and differentiation. Finally, he needs to know what needs to be measured in order to be successful. Each element is a necessary part of becoming a globally competent company.3
Today, more than ever, leaders must be regular students of the global economy. The emphasis on economic growth for many years has been the driving force behind the privatization or deregulation of many industries and markets. Many countries have allowed physical barriers to disappear, and politics has become secondary as the formation and expansion of national economies. This required countries to recognize the steps to be taken first, to become competitive and, secondly, to remain competitive. The functional relationship of competence is based on eight specific quantitative and qualitative factors, which Rosen states as follows:
o Openness: Is the economy open to international trade and finance?
o Finance: how well developed are financial markets?
o Technology: What is the quality of the technological infrastructure?
o Labor: Is the labor market efficient and flexible?
o Government: What is the level of state regulation of the economy?
o Infrastructure: What is the quality of the physical infrastructure (for example, transport and utilities)?
o Management: Does business management learn modern technology?
o Institutions: how impartial and stable are judicial and political institutions?
Assuming recognition of the areas listed above, each area has many circumstances that must act together so that an organization can gain and maintain momentum in a competitive market. Which literacy is more important to understand and implement? The answer lies in certain aspects of each literacy discussed, based on a sense of history. Not recognizing the past, today it is difficult for companies to recognize emerging business models. The world creates new and unrepresented chaos for leaders who have not had to manage for some time, if ever. Chaos leads to unforeseen changes in organizations and their leadership, requiring quick response time and flexibility to maneuver through turbulence.
Jason Jennings and Lawrence Hoton wrote a book about the speed requirements of today's business organizations. They put it like this:
"Most business people are so busy working for their business or in their business that they never find time for their business." Thus, they cannot foresee what can happen or what they can do. "5
It is with the understanding that management and organizations must recognize in their business literacy that a sense of history is required to navigate through chaos. Without historical precedent, future survival becomes difficult and the future success of improbability. Rosen calls this a “historical futurist” 6 demanding “business-savvy leaders” ... [to] explore and celebrate the past, understand and own the present, and also represent and create the future ... each phase [building] on "
Does any one literal outweigh the others? If so, which one, or should they all work together to manage the organization's literacy factor? Depending on the situation that arises, managers must determine the literacy landscape of the facts that govern decisions for their organizations. Many leaders may have indeed inherited a “leadership-resilient architecture”, as reflected in the “conspiracy about employment” 8, which creates many problems for them. Associate members who are part of an organization may appear to be working or engaged, but not necessarily providing the forward movement necessary to create positive business inertia. Thus, their organization will tend to have more at the level of “ecosystems where there is more access to everything, and [their] people support and educate each other with confidence ”9, although the actual function of the organization is questionable. It is in a harsh contract with strong individualism, which has been reflected in the growth supported by technology companies over the past two decades.
Other leaders may have a completely different set of working conditions, requiring not only creative approaches, but also creative solutions that take into account the literal bias of the organization. This can be based on any of several factors that indicate that the type of leader at the top of the organization, as well as the type of organization itself, are subject to historical and social literacy evasion. Only in cases where business views of self-esteem regarding the values and true culture that are part of the landscape, the organization ensures that the solutions are really correct for continuous survival and the advancement of the business.
"Different cultures differ in several concepts built into the trust of the pragmatist [which poses questions such as]: What is a promise? Should I define myself as an interest in both myself and my group? Should I pay more attention to the relationship or rules of "Pragmatic trust requires disclosure." 10
Rosen argues that “social literacy contributes to the spread of knowledge,” and to be effective, communication must first “clarify priorities and expectations,” telling people what to do, and “creating the right tone,” making people feel good about deciding 11
A truly global organization operates in an open atmosphere that encourages creativity, experimentation and pragmatism to be trusted through information disclosure in order to develop business both at a multinational and at a local level. As shown above by Jennings and Houghton, the speed with which the company moves is of paramount importance. The flow of technology and the growing amount of information that needs to be released create complex business relationships that need to be addressed in order to thrive. As a result, the aspect of both social and cultural literacy depends largely on the majority of decisions made by leaders, providing the sense of history needed to see where the organization came from and provide an opportunity to recognize repetitive circumstances within the organization. The future is really unknown. However, effective leadership, recognizing cultural and social norms, can provide the correct organizational roadmap to follow, but only by recognizing the contribution of the organization as a whole.
Is leadership important in moving literacy into motion or starting it at lower levels of the organization? Rosen offers many examples of leadership interviews and surveys that support top-down theory. No case has been noticed when organizational changes are brought from the bottom echelons of an organization offering guidance for change is a must for moving forward. This does not mean that workers at lower levels are irrelevant to the growth process. On the contrary, management should provide “the best impatience with a constructive pursuit of excellence” [that] creates enough anxiety to move people forward, rather than paralyzing them. ” Rosen uses the example of a rubber band that says “if you pull it too hard, it will break. If you don’t pull it hard enough, you don’t maximize the potential of the group. ” 12 This creates a basis for teaching the binder, because great leaders are both great students and great teachers.
“Work should be a place of insatiable curiosity, a breeding ground for the continuous development of all employees. Learning arises from the creative juxtaposition of people, ideas, and technology, and not from the individual efforts of individuals.]engages all personal and social literacy skills. "13
Recognizing these skills, management and employees can identify the most important aspect of working with others and influencing others.
inspiration - Employees need the value that inspirational leaders bring with them to the organization. Inspiration is supplanted by the motivation of both internal and external success.
connection - Knowledge of the intuitive elements of communication, not only the power of words that are used, as well as verbal and non-verbal signals in conversation or negotiations are crucial. When used properly, communication provides a strategic structure and context for understanding.
listening - Hearing spoken and unspoken is crucial to the success of organizations. This means listening to not only the ears, but also the head and the heart. This means recognition of moods, as well as verbal and non-verbal communication.
Common goals and values - Understanding shared goals that are coordinated with systems of individual and organizational value are crucial to success. Without a common approach and understanding, organizations that are looking forward to lag behind.
Training and coaching - Leaders should take a collaborative approach to teaching and learning14. They must develop a routine that consistently supports the efforts of the group along with the established goals of the organization. This is a confirmation of both individual and collective goals.
Replacing conflict with creative action - It is functionally unreasonable to dwell on chaos, whether internally produced or externally. By addressing every challenge with creative solutions, the organization will instill a sense of pride that will contribute to positive cultural effects.
Hiroshi Okuda, president and CEO of Toyota Motor Corporation in Japan, uses these tactics to support his management style. Having weighed social and historical literacy in Japan, he perked up and challenged Toyota. Without all the components mentioned above, the continued success of his leadership style as well as the global mastery of the organization will fluctuate.
Are there other literacies that should be considered as part of the success equation? Of course, moral and ethical literacy are important components of the literacy landscape. Unfortunately, in recent years, they have overlooked primarily corporate leadership in the United States. Why did this not happen in other countries? It is an insatiable greed and lack of moral business training that aggravates the corporate world with numerous examples of poor judgment and ethical discrepancies15.
In addition, the political landscape of the world is changing and implementing traditional business models that require adaptation. War and unilateral actions, although not unprecedented in world history, but certainly unprecedented in American history, require world companies to adjust organizational policies and procedures. As a result, new problems arise, such as internal security, external sales efforts, communication style, and global positioning, to name just a few.
John Sculley, the former CEO of Apple Computer, talked with Warren Bennis about recurring business topics. Scully's comments on him are powerful, straight and sharp.
“The old hierarchical model is no longer suitable. The new model is a global in scale, interdependent network. Thus, the new leader is faced with new tests, for example, how he leads people who do not inform him - people in other companies, in Japan or Europe, even competitors. How do you navigate this intense, interdependent network environment? This requires a completely different set of skills based on the ideas, skills and values of people. What happens in the world, because they base their explanations on their experience with the old paradigm. ”16
If the people following the leadership are not inclined to follow, the problem becomes one of the inner culture and the need to provide a reason and willingness to accept change. For no good reason or willingness on the part of employees, management must remain with the old paradigms to lead the organization or simply watch where the masses lead and then follow them. By pointing out the above, the historical literacy aspect can be viewed negatively when social literacy becomes common and random within the organization. Management will strive to “just go with it” in order to focus priorities and business acts. Employee empowerment is no longer just a foresight, but an internal culture that will produce results.
Working together, employees and management can structure a company to provide business objectives, plan for the future, an integrated network for internal and external communications, resources that are tools for growth, and the ability to create a measurement system that provides progress for organizations, businesses and participants. individuals. Rosen argues that knowledge, attitudes and culture are the main factors that create intangible "soft" assets that can be viewed in the following forms of capital:
o Financial capital: money, investments, property and equipment.
o Human capital: people and their abilities, knowledge, skills, experience.
o Customer Capital: Customer Relationship Management.
o Organizational capital: systems, structure and processes.
o Capital of reputation: a cache of images and brands.
Leaders around the world continue to focus on results and the measurement process, which allows them to “build a culture of accountability and [an on-going] sustainable enterprise. "
The process of recognizing intercultural literacy landscapes is one that takes time and a deep understanding of global leadership. Although all the literacy discussed by Rosen is important, the aspect of understanding how landscapes of social and historical literacy is of paramount importance for the success of an organization. The task becomes the awareness of organizational sabotage of "ethnocentrism and blind thinking." 18 In the end, citing an example, using a basic understanding of social and historical literacy, today allows enterprises to understand and thrive in intercultural literacy landscapes.
NOTES:
1 Global literacy Robert Rosen, published by Simon & Schuster, Inc., New York, NY 10020 in 2000, Chapter 1.
2Ibid, p. 25.
3Ibid, p. 29.
4 Global literature p. 42
5 This is not the one that is Small, this is fast, which is slow, Jason Jennings and Lawrence Hoton, published by HarperCollins Publishers, New York, New York, 2000, p. 20.
6 Global literature Ibid, p. 135.
7Ibid, p. 139.
8 Культивирование лидерства в школе: объединение людей, их цель и практика, Дж. Дональдсон-младший, изданный Teachers College Press, Нью-Йорк, штат Нью-Йорк, 2001, стр. 145-147.
9 Раненный лидер, Ричардом Акерманом и Пэт Маслином-Островским, опубликованным John Wiley & Sons, San Francisco, CA 2002, стр. 132.
10 Глобальная литература, Там же, стр. 98.
11Ibid, с. 98.
РЕСУРСЫ:
Со-активный коучинг, Лаурой Уитворт, Генри Кимси-Хаусом и Филом Сандалом, опубликованной издательством Дэвис-Блэк, отпечаток o Consulting Psychologists Press, Inc. Пало-Альто, Калифорния, 1998.
Культивирование лидерства в школах: объединение людей, цель и практика, Дж. Дональдсон-младший, изданный Teachers College Press, Нью-Йорк, штат Нью-Йорк, 2001 г.
Глобальная литература: уроки лидерства в бизнесе и национальные культуры, Роберт Х. Розен (редактор), Патрисия Дай, Маршалл Сингер, опубликованная Simon & Schuster, Inc., Нью-Йорк, Нью-Йорк 10020 в 2000 году.
Это не тот самый, что есть Маленький, это быстрый, который есть медленно, Джейсон Дженнингс и Лоуренс Хотон, изданный HarperCollins Publishers, Нью-Йорк, Нью-Йорк, 2000.
Управление мечтой; Размышления о лидерстве и перемену, Уоррен Беннис, опубликованный издательством Perseus Publishing, Cambridge, MA, 2000.
Раненный лидер, Ричард Акерман и Пэт Маслин-Островский, опубликованный Джоном Вили и сыновьями, Сан-Франциско, Калифорния, 2002 год.
