Managing Cultural Differences: Global Leadership Strategies for Cross-cultural Business Success

Front Cover
Routledge, 2011 - Business & Economics - 570 pages
2 Reviews
The international nature of modern Business means that individual and organizational success is no longer dependent solely on business acumen- our ability to understand, communicate and work with people in different countries and cultures around the world is more important than ever as more companies rely on their global reach to achieve the best profit and performance. For this reason, international business and cross-cultural management are key topics in undergraduate business, MBA and executive education programs worldwide as companies and institutions prepare current and future business leaders for the global marketplace.

*This classic has been praised as "the bible of multiculturalism" (New York Times News Service)
*Demographic information has been updated, case studies added to each chapter, additional student resources new to this edition are on the companion website
*Five-hundred page on-line instructor's manual available from publisher packed with learning exercises, test banks, student activities, graphics and powerpoint slides for lectures
*Find out more about the book from co-author Robert Mohan in this article and video - http://knowledgenetwork.thunderbird.edu/research/2010/12/10/robert-moran/
  

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nice

Review: Managing Cultural Differences: Global Leadership Strategies for the 21st Century

User Review  - Kevin Buckley - Goodreads

This book is very redundant. One can get the point in the first chapter. It is important to be openminded when working with someone from another culture. Read full review

Contents

Cultural Impacts on Global Management
1
Regional Cultural specifics
251

Common terms and phrases

About the author (2011)

Robert Moran, Ph.D., is a Professor of Global Management, Emeritus at Thunderbird School of Global Management in Arizona, USA.

Dr. Philip R. Harris is President of Harris International, Ltd. in LaJolla, California. He is Series Editor of the Managing Cultural Differences Series and co-author of B-H books Managing Cultural Differences, Multicultural Management 2000, and Transcultural Leadership. He is on the advisory board of the European Business Review.

Sarah Moran has worked extensively in the areas of organizational and cross-cultural relations. She co-facilitated employee relations workshops with internal teams for Motorola and Intel employees to use cross-cultural management strategies to better manage global responsibilities. She has also worked with high level military nurses serving the U.S. Army, Navy and Air Force regarding fiscal priorities regarding health care concerns. As a member of the Diversity and Inclusion Council with The Hartford Company she worked implementing diversity awareness strategies to improve employee productivity. As a corporate examiner with Arizona Quality Alliance, she formulated an onsite examination strategy which included an analysis of organizational performance, development and leadership. Sarah earned her Masters in Organizational and Intercultural Communications from Arizona State University. She is currently a PhD student focusing her studies on Cross Cultural Management in the Organizational Behavior research area of Desautels Faculty of Management, McGill University, at Montreal, Canada.

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