Rapidly growing technology and globalization have put tremendous pressure on management teams. Technological developments with far reaching implications on social, economic, political, and environmental ecosystems cannot be underemphasized. Currently, organizations are trying to be more inclusive and aware of diversity, rapid technology growth, and globalization along with remotely operating businesses for profit motivation. The delegative and individual employee-based management styles of the past have become obsolete. With globalization, virtual offices, and rapid technology growth, management challenges have become an expensive force to reckon with.

In this book, the authors address the recent trends in management in global environments. The authors explore issues such as managing virtual teams, gender and management, e-commerce, biased financing, quantum computing, and disruption in the financial services industry. The book will serve as a valuable resource to researchers interested in the future management challenges facing global organizations.

Bharat Thakkar, Ph.D., is CEO of PREM Group, Inc, a consulting firm in Wheaton, Illinois, USA, and an adjunct professor at the Illinois Institute of Technology, Chicago, Illinois, USA. He has expertise in design of systems packaging, reliability management, and heavy machinery design using reliability principles.

1;Foreword;6 2;Preface;10 3;Acknowledgment;15 4;Contents;17 5;Notes on Contributors;19 6;List of Figures;27 7;List of Tables;28 8;Chapter 1: From Small Is Beautiful to The Fortune at the Bottom of the Pyramid: Management "As If People Mattered";30 8.1;Introduction;30 8.2;The Background;31 8.3;The Problem: Greed and Human Needs;31 8.4;Poverty and Inequality in the PRC;31 8.5;The Case of India;34 8.5.1;The Notion of "Big Is Better";34 8.6;The Grameen Bank: Management "As If People Mattered";36 8.7;The Fortune at the Bottom of the Pyramid;37 8.8;Conclusion;39 8.9;References;40 9;Chapter 2: A Paradigm Shift in Management Philosophy: Future Challenges in Global Organizations;41 9.1;Introduction;41 9.2;The Virtual Manager;43 9.3;Hybrid Management in a Global Marketplace; Paradigm Shift in Management Philosophy;44 9.4;Situational Bias and Blindness;46 9.5;Understanding Cultural Differences;47 9.6;Communication Considerations;50 9.7;A Clash of Cultures;51 9.8;Gender Issues;54 9.9;Managing Multiple Cultures in a Virtual Hybrid Organization;55 9.10;Developing an Effective Management Style;57 9.11;Driving Out Fear from the Workplace;58 9.12;A Way Forward for Prospective Virtual Managers;59 9.13;References;61 10;Chapter 3: Twenty-First-Century Global Human Resource Management: Strategic Business Partner and Servant Leader;65 10.1;Introduction;65 10.2;Strategic HR Management;67 10.2.1;Strategy;67 10.2.2;HRM Strategy;68 10.2.3;Surveys of HRM Strategic Focus;73 10.3;HRM Strategic Business Partner;79 10.4;Strategic HRM SBP as Servant Leader;83 10.4.1;Theory of Servant Leadership;83 10.4.2;Servant Leadership in Action;84 10.5;Transformation of Traditional HRM to Global Strategic Business Partner and Servant Leader;87 10.6;Conclusion;90 10.7;References;90 11;Chapter 4: Walmart's Acquisition of Flipkart: A Paradigm Shift in Retail Management Strategy-Current and Future Implications for Various Stakeholders;92 11.1;Introduction;92 11.2;A Brief History of Flipkart: From Inception to Takeover by Walmart;93 11.3;Implications of the Acquisition;93 11.3.1;Walmart's India Strategy;93 11.3.2;Implications for Flipkart;96 11.3.3;Effects on Flipkart Founders and Top Management Team;98 11.3.4;Implications for Flipkart Financiers;100 11.3.5;Implications for Amazon;102 11.4;Paradigm Shifts That Emerge from the Acquisition;103 11.4.1;Convergence of Online and Offline Retail Sector in India;104 11.4.2;Entrepreneurial Ecosystem and Culture in India;105 11.4.3;E-Commerce Governance in India;106 11.4.4;Internet-Based Business Models Beyond E-Commerce;108 11.5;The Final Thought;109 11.6;Issues for Further Discussion Based on the Likely Paradigm Shifts;109 11.7;References;111 12;Chapter 5: Biased Finance: Understanding Economic Growth;114 12.1;A Brief History of Money: Functionalism Versus Chartalism;115 12.2;What Is Biased Finance?;117 12.2.1;Goals and Objectives of Central Banks;117 12.3;Threats to Economic Stability;118 12.3.1;From Apartheid Monetary Policy to Reconstruction and Development?;118 12.4;The Democratization of Commerce and Technological Innovation;120 12.4.1;System D, the Black Market, and the Hustle Economy;121 12.5;The Role of the Central Bank in the Digital Economy;122 12.6;The Emerging Economy: What's Next?;123 12.7;Recommendations;125 12.8;Conclusion;126 12.9;References;126 13;Chapter 6: Current and Future Global Challenges in Management and Leadership: Finance and Quantum Computing;129 13.1;Quantum Optimization: Personality Test and Emotional Intelligence Tests;137 13.2;Quantum Optimization: Employee Training;139 13.3;Quantum Optimization: Best Practices of Management Philosophy;140 13.4;Quantum Optimization: Operations;141 13.5;Quantum Optimization: How a Manager Navigates Macroeconomics;142 13.6;Quantum Optimization: Trust;147 13.7;Quantum Optimization: Big Data, Chat Bots, Cognitive Automation;148 13.8;Quantum Optimization: Process Improvement;149 13.9;Conclusion;151 13.10;References;154 14;Chapter 7: Women in Management: Disrupting the Pres