Management in developing countries
Author(s)
Bibliographic Information
Management in developing countries
（Organizational behaviour and management series）
Routledge, 1990
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Note
Includes bibliographical references
Description and Table of Contents
Description
Management theories and techniques developed in Western industrialized countries are frequently difficult to apply in the context of the Third World, and the challenges managers face in a developing country are very different from those facing their counterparts in the developed world. This volume provides an assessment of how management theories and techniques used successfully in the West can be applied in developing countries. The contributors identify the key issues which face managers in developing countries, summarize the lessons which have been learned and put forward alternative approaches better suited to conditions in the Third World. They look at the nature of the work cultures to be found in developing countries and discuss ways of working within them, focusing on work motivation and organizational leadership. They emphasize the importance of developing relevant management theories based on local conditions and circumstances. The book makes a major contribution to contemporary management theory by identifying the specific environmental-cultural dimensions that distinguish organizations operating in developing countries from those operating in developed countries.
It provides an overview of the issues facing managers in developing countries and will be of interest to advanced students of organizational behaviour, comparative management, and development studies.
Table of Contents
Part 1 Managing organizations in developing country environment: macro-level perspectives. Part 2 Strategic development organizations: some behavioural properties, Pradip N.Khandwalla. Part 3 Managing structural adjustment in developing countries: an organizational perspective, Moses Kiggundu. Part 4 Organizational life-cycle and effectiveness criteria in state owned enterprises: the case of East Africa, Jan J.Jorgensen. Part 5 Leadership and strategy making for institution building and innovation: the case of a Brazilian University, Cynthia Hardy. Part 6 Organization and culture in developing countries: a configurational model, Fritz Rieger and Durhane Wong-Rieger. Part 7 Limitations of Western techniques in the management of organizations in developing countries. Part 8 The applicability of Western management techniques in developing countries: a cultural perspective, Alfred M.Jaeger. Part 9 Limitations to the application of sociotechnical systems in developing countries, Moses Kiggundu. Part 10 Will China adopt Western management pratices?, Shirley C.Zhuang. Part 11 Indian organizations: value dilemmas in managerial roles, Indira Parikh and Pulin Garg. Part 12 Developing indigenous perspectives: work motivation and organizational leadership in developing countries. Part 13 Work alienation in developing countries: Western models and Eastern realities, Rabindra N.Kanungo. Part 14 Holistic strategies for worker disalienation in developing countries, K.M.Srinivas. Part 15 Managing people for productivity in developing countries, Manuel Mendonca and Rabindra N.Kanungo. Part 16 Model of effective leadership styles in India, J.B.P.Sinha. Part 17 Management of development in other cultures: ideology and leadership, Sitakant Mahapatra. Part 18 Managing political modernization: charismatic leadership in developing countries, James Woycke.
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