In the earlier chapters, we spent some time examining the nature of management and produced frameworks for thinking about the well-rounded manager. In constructing these frameworks, my desire was to make you aware that effective management had to be related to the contexts in which it was practised. We referred to inner and outer contexts and to near and far contexts in these frameworks, but only touched on the international context. This chapter has been written to provide you with a much greater insight into this increasingly important international backdrop to how cultures and institutions will affect the work of managers and their dealings with others. In this section, we need to spell out in more detail what internationalization or globalization might mean for managers in their everyday working lives. We can do this by looking at the changing views of the 'international manager' and the kinds of characteristics, biographies and competences that seem to be necessary to work well in diverse cultural and institutional contexts. We can also examine how organizations best approach the development of international managers for such changing contexts.