Management Across Cultures: Challenges and Strategies

by Richard M. Steers , Carlos J. Sanchez-Runde , Luciara Nardon

• ISBN13: 9780521734974
• ISBN10: 0521734975
• Format: Paperback
• Copyright: 2010-03-08
• Publisher: Cambridge University Press

Summary

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.

Author Biography

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
Preface	p. xiii
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
Index	p. 430
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