International management behavior
Author(s)
Bibliographic Information
International management behavior
Blackwell, 1997
3rd ed
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Note
Previous ed.: Boston: PWS-Kent, 1992
Description and Table of Contents
Description
The volume has an integrated approach to teaching international business grounded by theory and practice. Its content includes text, readings and cases. To be an effective global manager requires a basic understanding of theory, concepts and practice. There are three main parts: Part One, "Intercultural Effectiveness in Global Management"; Part Two, "Implementing strategy, structure and systems; and Part Three, "Corporate social behavior in a global economy". In each part there are approximately 5 readings and cases, as well as an even more concentrated effort to promote culture as the key to understanding world business. Part Two on strategy has been revised to concentrate on a better integration of the strategic process. As with the previous editions, there is an instructor's manual available to adopters.
Table of Contents
- Introduction: management and culture the influence of culture on management behavior
- conducting business internationally
- new perspectives - globalization and the global manager
- ability to develop and use global strategic skills
- ability to manage change and transition
- ability to manage cultural diversity
- ability to design and to function in flexible organizations
- ability to work with others and in teams
- ability to communicate
- ability to learn and to transfer knowledge in an organization
- objectives of this book - orientations
- components of effective management
- action
- the readings and cases
- a note about disguised cases and terminology
- disguised cases
- terminology - gender terminology, geography and nationality. Part 1 Intercultural effectiveness in global management: intercultural communication and effectiveness
- the dynamics of differing world views
- descriptions, interpretations and evaluations
- a general model of interpersonal and team effectiveness
- cultural maps
- some clarifications and caveats
- value orientations
- framework - a map relation to nature
- time orientation
- basic nature of human beings
- activity orientation
- relationships among people
- orientation to space
- summary applications of the model
- a final caution - knowledge does not equal skill
- reading 1 - key concepts - underlying structures of culture, Edward Hall and Mildred Hall
- reading 2 - cultural constraints in management theories, Geert Hofstede
- reading 3 - the Japanese manager's traumatic entry into the United States, understanding the Japanese-American cultural divide, Richard Linowes
- reading 4 - face to face - doing business the Mexican way, Kathryn Leger
- READING 5 - understanding the bear - a portrait of Russian business leaders, Sheila Puffer, case 1 - David Shorter, case 2 - Bob Chen, case 3 - Japanese-American Seating Inc, case 4 - Canada China Computer Crises, a revised case 5 - Footwear International, case 6 - Provigo Distribution, case 7 - urban architecture. Part 2 Implementing strategy, structure and systems: introduction - a global balancing act
- strategy in global organizations - culture's influence on strategy and implementation, the optimal strategy business, risk
- structures - organizing for effectiveness - culture's influence on structure, the optimal structure
- systems - managing the global expatriates - selection training, the reality of culture shock, repatriations
- conclusion - reading 6 - strategic mangement thought in East Asia, Rosalie Tung, reading 7: matrix management - not a structure, a frame of mind, C. Barlett and S. Ghosal, reading 8 - cross-cultural co-operative behaviour in joint ventures in LDC's, H. Lane and P. Beamish, reading 9 - human resources systems in an international alliance - the undoing of a done deal?, Wayne F. Cascio et al, reading 10 - competitive frontiers - women managing across borders, Nancy Adler. (Part contents)
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