Cross-cultural management : essential concepts
Author(s)
Bibliographic Information
Cross-cultural management : essential concepts
SAGE, c2015
3rd ed
Available at 19 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references (p. 245-295) and indexes
Description and Table of Contents
Description
The globalization of the business environment that is being driven by technological and economic factors is resulting in an ever-increasing number of cross-cultural interactions in the workplace. Understanding the influence of culture on interpersonal interactions in organizational settings is now a fundamental requirement of effective international management. This book will be an aid to that understanding.
The Third Edition examines cross-cultural management issues from a predominantly psychological perspective. As opposed to being country specific, this book focuses on the interactions of people from different cultures in organizational settings. That is, the approach used is to understand the effect of culture in a way that can then be applied to a wide variety of cross-cultural interactions in a number of organizational contexts.
Table of Contents
LIST OF TABLES AND FIGURES
PREFACE
ACKNOWLEDGMENTS
PART I. MANAGEMENT AND CULTURE
1. Introduction: The Challenging Role of the Global Manager
2. Describing Culture: What It Is and Where It Comes From
3. Comparing Cultures: Systematically Describing Cultural Differences
4. How Culture Works: Fundamentals of Cross-Cultural Interaction
PART II. ROLES OF THE GLOBAL MANAGER
5. The Manager as Decision Maker: Cross-Cultural Dimensions of Decision Making
6. The Manager as Negotiator: Communicating and Negotiating Across Cultures
7. The Manager as Leader: Motivation and Leadership Across Cultures
PART III. GLOBAL MANAGEMENT CHALLENGES
8. The Challenge of Multicultural Work Groups and Teams
9. The Challenge of International Organizations: Structure and Culture
10. The Challenge of International Assignments
11. The Challenge of Managing Across Cultures in the Future
REFERENCES
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