Global Management Strategic and Interpersonal

by Deresky, Helen

• ISBN13: 9780130619648
• ISBN10: 0130619647
• Edition: 1st
• Format: Paperback
• Copyright: 2002-01-16
• Publisher: Pearson

Summary

This book addresses the actual management functions and behaviors necessary to develop global vision and management skills at both an organizationalstrategic(macro) level, and theinterpersonal(micro) level. This book places the executive or reader in the role of a manager of any nationality, encouraging the reader to take a truly global perspective in dealing with dynamic management issues in both foreign and diverse host environments.Throughout, the book emphasizes how the variable of culture interacts with other national and international factors to affect managerial processes and behaviors. In addition, the growing competitive influence of technology is emphasized, with boxes featuring the use of e-business for global competitive strategic positioning. A four-part organization covers the global manager's environment, the cultural context of global management, formulating and implementing strategy for international and global operations, and global human resources management.For executives trying to improve their global vision and management skills in order to better themselves and the various organizations for which they work.

Author Biography

Helen Deresky (Ph.D., Concordia University, Montreal) is Professor of Strategic Management and International Management and Director of the International Business Program at the State University of New York, Plattsburgh. She is a Canadian Studies Associate and a member of the U.S.-Canada Business Council. She is a consultant for the Institute for International Business Education, Research, and Training (IBERT). Professor Deresky was born in England and worked and consulted in various industries in Europe for a number of years before settling in the United States and entering academia. Since then, her research interests have been in strategic implementation and also in management in Latin American countries and in Canada, for which she has developed teaching modules under U.S.D.E. research grants. Professor Deresky has published in various journals, including the Strategic Management Journal, Organizational Dynamics, and the Journal of Business Education, and has presented papers at numerous conferences in the United States and Canada. She consults for regional universities and colleges wishing to internationalize their curricula. She teaches courses in strategic management and international management. This is her fourth book on the subject of international management.

Table of Contents

I. THE GLOBAL MANAGER'S ENVIRONMENT.

1. Assessing the Environment—Political, Economic, Legal, Technological.
2. Managing Interdependence: Social Responsibility and Ethics.

II. THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT.

3. Understanding the Role of Culture.
4. Communicating across Cultures.
5. Cross-Cultural Negotiation and Decision Making.

III. FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS.

6. Formulating Strategy.
7. Global Alliances and Strategy Implementation.
8. Organizing Structure, Control Systems, and Labor Relations.

IV. GLOBAL HUMAN RESOURCE MANAGEMENT.

9. Developing a Global Management Cadre.
10. Motivating and Leading.

Excerpts

The hypercompetitive global arena of the twenty-first century mandates that managers develop the skills necessary to design and implement global strategies, to conduct effective cross-national interactions, and to manage daily operations in foreign subsidiaries. Companies operating abroad often report that their global strategy is undermined by expatriate failure--the ineffective management of intercultural relations. This means that the fate of overseas operations depends at least in part on the international manager's cultural skills and sensitivity, as well as the ability to carry out the company's strategy within the host country's business practices.Clearly, the skills needed for effective management of people and processes in a global context are crucial for the twenty-first century. There is thus a pronounced need for a comprehensive textbook that addresses the actual management functions and behaviors necessary to develop global vision and management skills at both an organizational orstrategic(macro) level and aninterpersonal(micro) level.Global Management: Strategic and Interpersonal,fills this need.This text places the executive or student in the role of a manager of any nationality, encouraging the student to take a truly global perspective in dealing with dynamic management issues in both foreign and diverse host environments. Competitive strategy is evaluated in the context of global changes--the European Union, the North American Free Trade Agreement (NAFTA), the liberalization of Eastern Europe, and the evolving marketplace of the Commonwealth of Independent States--that require new management applications. Throughout, the text emphasizes how the variable of culture interacts with other national and international factors to affect managerial processes and behaviors. In addition, the growing competitive influence of technology is emphasized, with boxes featuring the use of e-business for global competitive strategic positioning.This book is designed as a concise, practitioner-oriented alternative to the typical 600-plus page textbook. It is especially useful for executive training and graduate courses, and for undergraduate courses in global management, international management or business, and cross-cultural management where the professor wishes to use his or her own pedagogical supplements. The emphasis is on practical currency, research grounding, and the integration of technology, business ethics, and global managerial skills. DISTINCTIVE TEXT FEATURES Chapter opening profilesgive practical and current illustrations of the chapter topics, such as "Nokia's China Strategy" and "The DaimlerChrysler AG Global Alliance Backfires." Comparative Management in Focusnarratives provide in-depth comparative application of chapter topics in specific countries. Some examples are "Strategic Planning for the EU market," "Motivation in Mexico," "Communicating with Arabs," "Negotiating with the Chinese." E-Biz Boxesoffer examples of the application of IT, specifically B2B, around the world. These include "Siemens AG Launches Global E-Company, " "Covisint, LLC, " and "FedEx E-Commerce Solutions in Asia. Comprehensive Casesplace the manager in a decision-making role to wrestle with situations regarding strategy, culture, HRM, social responsibility, politics, and technology in the global arena. SUPPLEMENTS PACKAGEInstructor's Manual with Test Item File:For each chapter, the Instructor's Manual provides a comprehensive lecture outline, chapter discussion questions, and "Student Stimulation" questions and exercises, as well as additional Teaching Resources and Lecture Notes annotated in the lecture outline. There are also additional Experiential Exercises for selected chapters. The Test Item File consists of multiple choice questions (with page references for instru