Management Across Cultures

Höfundar: Richard M. Steers; Joyce S. Osland; Betina Szkudlarek (Útgáfa: 5)
Management Across Cultures

Kaup valmöguleikar

In today's highly competitive global economy, it is said that most managers are - or soon will be - global managers. Whether they work abroad or in their home country, their work is influenced by global events and people from different cultural backgrounds. Success depends on knowing how to work effectively with people and companies worldwide and requires both intercultural competence and global management skills.

This revised fifth edition presents the latest theories, research, and practices in global management. It contains a rich assortment of management applications that feature the experiences of one hundred companies, plus fifty global managers from thirty different countries. The book is organized around a new Skills Development Model designed to enhance students' acquisition of global knowledge and competencies.

Nánar um bókina

Útgefandi
Cambridge University Press
ISBN
9781009359269
Print ISBN
9781009359306
Format
ePub
Útgáfa
5
Höfundar
Richard M. Steers; Joyce S. Osland; Betina Szkudlarek
Tungumál
English
Útgefið
2023-09-21
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Half title
  • Reviews
  • Title page
  • Imprints page
  • Contents
  • Exhibits
  • Applications
  • Preface
  • Rationale for this Book
  • Learning Strategy
  • Acknowledgments
  • Part I Foundational Skills for Global Managers
  • 1 Global Managers in a Changing World
  • Global Managers at Work: Dermot Boden, Mary Gadams, and Roos Dekker
  • Changing World of Business
  • Challenges of Globalization
  • Pressures for Change
  • Globally Adaptive Organizations
  • Changing World of Management
  • From Managers to Global Managers
  • Common Characteristics of Global Managers
  • Global Managers at Home and Abroad
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 2 Developing Global Management Skills
  • Global Managers at Work: Samantha Mitchell, Australia to Hong Kong
  • Intercultural Competence
  • Developing Global Management Skills: A Model
  • Foundational Skills: Global Knowledge and Personal Attributes
  • Global Business Knowledge
  • Personal Attributes
  • Foundational Skills: Global Mindset
  • What Is a Global Mindset?
  • Developing a Global Mindset
  • Developing Global Management Skills: Corporate Examples
  • Field Training at Google
  • In-House Training at IBM
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • Part II Contextual Skills for Global Managers
  • 3 Cultural Environments
  • Global Managers at Work: Lucy Chen, Canada to Indonesia
  • Framing Cultural Environments
  • Beliefs, Values, and Worldviews
  • Characteristics of Cultures
  • Customer Service in Japan: An Example
  • Cultures and Subcultures
  • Emic and Etic Perspectives
  • Models of National Cultures
  • Core Cultural Values
  • Environment
  • Power Distribution
  • Interpersonal Relationships
  • Time Orientation
  • Action
  • Sources of Truth
  • Using Cultural Models
  • Anna Håkansson, Sweden to Bahrain: An Example
  • Tight vs. Loose Cultures
  • Cultural Differences and Global Business
  • Caveats About Using Cultural Models
  • Social Complexity, Biculturalism, and Multiculturalism
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 4 Organizational Environments
  • Global Managers at Work: Kai Bendix, Germany to India
  • Framing Organizational Environments
  • Stakeholders, Strategies, and Structures
  • Stakeholders and Corporate Strategies
  • Institutional Environments and Corporate Strategy
  • Regional Organizing Models
  • Inside a Chinese Gong-si
  • Characteristics of Chinese Business Organizations
  • China’s Work Culture: 996 and Lying Flat
  • Inside a Japanese Keiretsu
  • Characteristics of Japanese Business Organizations
  • Ikigai and the Changing Japanese Workplace
  • Inside a German Konzern
  • Characteristics of German Business Organizations
  • Germany’s Mittelstand Firms
  • Organizational Decision-Making
  • Ringi-sei Decision Process
  • Co-determination Decision Process
  • Corporate Culture and Collective Behavior
  • Characteristics of Corporate Cultures
  • Corporate Culture at Taiwan Semiconductor, Taiwan and USA: An Example
  • Corporate Culture at Dentsu International, Japan: An Example
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 5 Managerial Work Environments
  • Global Managers at Work: Samsung Electronics, South Korea to Mexico
  • Framing Managerial Work Environments
  • Managerial Role Expectations
  • Patterns of Managerial Thinking
  • Inside the Managerial Mind
  • Cognitive Schemas: What Is a Supervisor?
  • Culture and Managerial Selection
  • Situational Contingencies and Managerial Behavior
  • Situational Contingencies, Türkiye to Iraq: An Example
  • Management and Motivation
  • Work Values
  • Cultural Influences on Work Motivation
  • Compensation and Distributive Justice
  • Distributive Justice at Lincoln Electric: An Example
  • Pay Discrimination
  • Diversity and Inclusion in the Global Workplace
  • Managing Diversity at KPMG, Australia: An Example
  • Building Inclusion Competence
  • Inclusion and the Bottom Line at L’Oréal: An Example
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • Part III Relationship-Building Skills for Global Managers
  • 6 Leading People and Organizations
  • Global Managers at Work: Halla Tómasdóttir, Iceland
  • What Is Leadership?
  • Leadership vs. Management in a Global Context
  • Leadership as a Cultural Construct
  • Leadership Expectations
  • Symbolic Leadership at TEPCO, Japan: An Example
  • Eastern and Western Leadership Traditions
  • Cultural Foundations of Leadership
  • Leadership Challenges at Emerson Electric, China: An Example
  • Models of Leadership in Global Settings
  • The GLOBE Model: Comparing Global Leadership Styles
  • GLOBE Leadership Dimensions
  • Leadership in Brazil: An Example from the GLOBE Study
  • Management Takeaways from the GLOBE Model
  • The Pyramid Model: Building Global Leadership Competencies
  • A Closer Look at System Skills
  • From Global Managers to Global Leaders
  • Tedros Adhanom Ghebreyesus, Global Leader: An Example
  • Management Takeaways from the Pyramid Model
  • Women in Senior Leadership Roles
  • Gender and Global Leadership
  • Women Leaders in Uganda and India: Examples
  • Evaluating Leadership Outcomes
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 7 Communicating Across Cultures
  • Global Managers at Work: Sirikit Chainarong, Thailand to England
  • Seeking Common Understanding
  • A-I-A Model of Interpersonal Communication
  • Cultural Screens on Communication
  • Language and Linguistic Structures
  • Cognitive Evaluation
  • Personal Biases
  • Cultural Logic
  • Communication Conventions
  • Message Formatting: Direct and Indirect Messaging
  • Language’s Hidden Dimensions: Proxemics, Eye Contact, Haptics
  • Edward Hall’s Model of Content and Context
  • Summer Internship in Ecuador: An Example
  • Culturally-Sensitive Feedback
  • Misinterpreting Messages: Two Examples
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 8 Managing Responsibly
  • Global Managers at Work: What Would You Do?
  • Managing in an Imperfect World
  • Ethical and Institutional Conflicts
  • Ethical Conflicts
  • The World Runs on Batteries, Congo: An Example
  • Institutional Conflicts
  • Ethical Managerial Behavior
  • Ethical Mindset at GSK, UK: An Example
  • Institutional Initiatives for Managing Responsibly
  • Country and Regional Laws and Conventions
  • OECD Guidelines for Multinational Enterprises
  • UN Global Compact
  • Corruption Perceptions Index
  • UN Sustainable Development Goals
  • Climate Agreements
  • How Ethical Conventions Work: An Example
  • Corporate Initiatives for Managing Responsibly
  • Environmental Initiative: BMW, Germany
  • Social Initiative: IKEA, Australia
  • Corporate Governance Initiative: Nestlé, Switzerland
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 9 Negotiating Global Agreements
  • Global Managers at Work: René Magritte, Belgium to China
  • Trust and Mutual Benefit
  • Building Global Partnerships
  • Building Responsible Global Partnerships in Africa: An Example
  • Preparing for Global Negotiations
  • Step 1. Select the Right Partner
  • Step 2. Develop a Clear Negotiating Strategy
  • Step 3. Manage the Negotiation Process
  • Perils of Being a Junior Manager: An Example
  • Negotiation Strategies
  • Competitive versus Problem-Solving Strategies
  • Sequential versus Holistic Bargaining Strategies
  • Bargaining in Japan, Brazil, and the US: An Example
  • Managing and Resolving Conflicts
  • Conflict Resolution Strategies
  • Contingency Factors in Conflict Resolution
  • Steps in Conflict Resolution
  • Managing Global Agreements and Contracts
  • Mutual Trust and Contract Interpretation
  • Doctrine of Changed Circumstances
  • Supply Chain Headaches, Asia-Pacific: An Example
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 10 Managing Global Teams
  • Global Managers at Work: Mieke Aben, Netherlands to Singapore
  • Global Teams
  • Types of Global Teams
  • Advantages and Drawbacks of Global Teams
  • On-site and Dispersed Teams
  • Managing Tasks and Team Processes
  • Managing Team Tasks
  • Managing Team Processes
  • Global Teams at Intelehealth, US and India: An Example
  • Creating Global Team Synergy
  • Global Team Structure and Leadership
  • Team Cohesion and Trust
  • Challenges of Dispersed Global Teams
  • Lack of Mutual Knowledge
  • Overdependence on Technology
  • Loss of Useful Detail
  • Managing Dispersed Global Teams
  • Process Issues in Dispersed Global Teams
  • Dispersed Global Teams at IBM Cloud Labs: An Example
  • Leadership and Global Team-Building
  • Role of Team Leader
  • Global Team-Building at Te Kaihau, New Zealand: An Example
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 11 Working and Living Globally
  • Global Managers at Work: Grzegorz Stanisz, Poland to South Korea
  • Expatriates and Global Mobility
  • Reasons for Using Expatriates
  • Types of Expatriates
  • Establishing a Field Office in Senegal: An Example
  • Long-Term and Short-Term Global Assignments
  • Gender and Global Assignments
  • Benefits and Challenges of Working Globally
  • Personal, Family, and Career Considerations
  • Personal Considerations
  • Family Considerations
  • Career Considerations
  • Shell’s Global Outpost, Nigeria: An Example
  • Finding Your Way: Coping with Culture Shock
  • Psychological Adjustment
  • Stages of Psychological Adjustment
  • Facilitating Psychological Adjustment
  • Finding Your Place: Acculturation Strategies
  • Acculturation Strategies
  • Managing Repatriation
  • Review and Discussion
  • Chapter Summary
  • Terms and Concepts
  • Discussion Questions
  • Key Takeaways
  • Notes
  • 12 Lessons Learned: A Review
  • What Have We Learned?
  • Common Characteristics of Global Managers
  • Developing Global Management Skills
  • Where Do We Go from Here?
  • Discussion Questions
  • Notes
  • Appendix National Culture Models (Details)
  • Name and Organization Index
  • Subject Index