The Global Mindset: A Case Study of Silvio Napoli
Silvio Napoli does not have a global mindset. He could be categorized by Javidan et al. (2010) as an Alan and not a Debra. Global mindset is broadly segregated into intellectual capital, psychological, and social capital. To begin, the word intellectual capital is regarded as the aspect of understanding and integrating concepts. On the other hand, psychological capital entails openness to culture and flexibility in terms of change, while social capital is the valuable connection that is built around the environment of an individual. For a business, it implicates shareholders and clients.
Silvio’s intellectual capital is limited. Though it would be difficult to quantify his knowledge of international business, it is easy to see that he has no capacity to learn by looking at how his fellow colleagues describe him(Steers et al., 2009). His character trait is stained by impulsivity, impatience, over communication and anger. Such personal traits will definitely hinder him from learning anything new about the Indian culture and way of doing things. Additionally, Napoli lacks passion for diversity since he is not set on trying any new ways of doing things. When he finds out that his Indian managers had placed an order for a substandard product, he gets angry instead of finding out whether that is how things are done in India. In the face of challenges, Silvio lacks self-assurance. His confidence levels drop, his sense of humor fades,and his willingness to take risks to new contexts is shattered. Instead of being energized, he allows himself to get drained. He is extremely worried especially during Bonnard’s visit,and his head is filled with feelings of self-doubt, as he wonders whether to seek Bonnard’s help or revise the plan.
Napoli lacks sufficient social capital. He is unable to form connections by building people together and influencing stakeholders. This becomes evident when descriptions of him contrast sharply with those of Singh, who is described as “friendly and easygoing” by one manager and “much more patient…” by another. Silvio is a hard taskmaster who bangs the table during interviews,and it goes without saying that he is feared by his colleagues. It is Napoli’s nature to behave the way he does since the behavior was still the same back in Europe. At the Swiss headquarters, one manager described him as a “sing headed” person.
As for the psychological capital, Napoli appears to be fairing badly. He is not open to different cultures and has no capacity for change. For instance, he complains about barking dogs and whistle blowing by the security guards instead of adapting to this change in the immediate environment. Due to the sheer lack of passion for diversity, Silvio rarely consults during any decision-making processes (Javidan and Bowen, 2013). In fact, according to the HR director, he gains a lot of energy and focuses too much on the issue that he manages to get everybody’s attention in that direction. Since he has no thirst for adventure, discussions would get pulled in every direction since Silvio would not just come to terms with the fact that things are done differently in India. Silvio is indeed falling on his face India due to the lack of a global mindset, but he can easily attain the much needed success, upon clothing himself with a global mindset.
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