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Management Across Cultures : Challenges and Strategiesby Richard M. Steers , Carlos J. Sanchez-Runde , Luciara Nardon
Cambridge University Press
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Management practices and processes frequently differ across national and regional boundaries. What may be acceptable managerial behaviour in one culture may be counterproductive or even unacceptable in another. As managers increasingly find themselves working across cultures, the need to understand these differences has become increasingly important. This book examines why these differences exist and how global managers can develop strategies and tactics to deal with them. Key features: · Draws on recent research in anthropology, psychology, and management, to explain the cultural and psychological underpinnings that shape managerial attitudes and behaviours · Introduces a learning model to guide in the intellectual and practical development of managers seeking enhanced global expertise · Offers user-friendly conceptual models to guide understanding and exploration of topics · Summarizes and integrates the lessons learned in each chapter in applications-oriented 'Manager's Notebooks' · A companion website featuring course outlines, slides, and case studies is available at www.cambridge.org/management_across_cultures.
Richard M. Steers is Professor of organization and Management in the Lundquist college of Business, university of Oregon, USA. Carlos J. Sanchez-Runde is Professor of People Management at IESE Business School, Barcelona, Spain. Luciara Nardon is Assistant Professor of international Business at the sprott school of Business, carleton University, Canada.
Table of Contents
|List of exhibits||p. viii|
|Global realities and management challenges||p. 1|
|Globalization, change, and competitiveness||p. 3|
|The new global realities||p. 12|
|Challenges facing global managers||p. 17|
|Developing global management skills||p. 24|
|Traditional views of management||p. 26|
|Global managers: variety of the species||p. 28|
|Rethinking managerial roles||p. 35|
|Rethinking managerial skills||p. 36|
|Manager's Notebook: Developing global management skills||p. 39|
|Culture, values, and worldviews||p. 45|
|Culture, socialization, and normative behavior||p. 49|
|Core cultural dimensions: a starting point||p. 55|
|Regional trends and cultural differences||p. 64|
|Digging deeper: cultural complexities and contradictions||p. 66|
|Manager's Notebook: Culture, values, and worldviews||p. 76|
|Inside the managerial mind: culture, cognition, and action||p. 85|
|Culture, cognition, and managerial action: a model||p. 88|
|Patterns of managerial thinking||p. 91|
|The geography of thought||p. 96|
|Culture and the managerial role||p. 102|
|Management patterns across cultures||p. 106|
|Are management patterns converging?||p. 115|
|Manager's Notebook: Inside the managerial mind||p. 118|
|Inside the organizational mind: stakeholders, strategies, and decision making||p. 126|
|Stakeholders and strategic choice: a model||p. 128|
|The strategy-structure nexus||p. 134|
|Organizational decision making: a model||p. 137|
|Decision strategies across cultures||p. 139|
|Manager's Notebook: Inside the organizational mind||p. 149|
|Organizing frameworks: a comparative assessment||p. 155|
|Culture and organization design: a model||p. 157|
|US corporations||p. 159|
|Japanese kaisha and keiretsu||p. 165|
|Chinese gong-si||p. 175|
|German konzern||p. 181|
|Mexican grupo||p. 186|
|Manager's Notebook: Organizing frameworks||p. 193|
|Communication across cultures||p. 199|
|Eye of the beholder||p. 201|
|Culture and communication: a model||p. 202|
|Language, logic, and communication||p. 204|
|Lingua franca and message comprehension||p. 210|
|Cross-cultural communication strategies||p. 214|
|Communication on the fly||p. 228|
|Manager's Notebook: Communication across cultures||p. 232|
|Leadership and global teams||p. 241|
|The meaning of leadership||p. 245|
|GLOBE leadership study||p. 253|
|Culture and leadership: a model||p. 256|
|Global teams||p. 261|
|Working with global teams||p. 262|
|Manager's Notebook: Leadership and global teams||p. 270|
|Culture, work, and motivation||p. 279|
|The world of work||p. 284|
|Work and leisure||p. 290|
|Culture, motivation, and work behavior: a model||p. 292|
|Culture and the psychology of work||p. 295|
|Incentives and rewards across cultures||p. 299|
|Manager's Notebook: Culture, work, and motivation||p. 310|
|Negotiation and global partnerships||p. 317|
|Seeking common cause||p. 321|
|Culture and negotiation: a model||p. 328|
|The negotiation process: strategies, concessions, and contracts||p. 330|
|Negotiation patterns across cultures||p. 337|
|Building global partnerships||p. 342|
|Managing global partnerships||p. 346|
|Manager's Notebook: Negotiation and global partnerships||p. 350|
|Managing in an imperfect world||p. 363|
|Rules of the game||p. 364|
|Bases of cross-cultural conflicts||p. 367|
|Ethics, laws, and social control: a model||p. 373|
|Ethical conflicts and challenges||p. 374|
|Institutional conflicts and challenges||p. 384|
|Manager's Notebook: Managing in an imperfect world||p. 395|
|Epilogue: the journey continues||p. 404|
|Learning from the past||p. 405|
|Looking to the future||p. 407|
|Models of national cultures||p. 411|
|OECD guidelines for global managers||p. 421|
|Table of Contents provided by Ingram. All Rights Reserved.|