Managing Across Cultures
This text examines the opportunities, threats, challenges and possibilities inherent in managing across cultures. International responsibilities and contacts are increasingly widespread through companies, without even the need for international travel. The need to appreciate and be able to manage cultural differences, both in the home, office and abroad, is becoming more and more a part of everyones job. Each culture has its own particular blindspots and insights and knowledge of these can be leveraged for enhanced personal and organizational effectiveness. The book pulls together and integrates literature in crosscultural management, both academic and anecdotal, in a way that is useful to both MBA students and managers.
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part one The meaning of culture
The undertow of culture
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achieve adaptation American managers approach Asian assumptions regarding bank behavior boss British challenge companies competitive advantage considered context corporate culture countries create cross-cultural cross-functional teams cultural assumptions decision-making decisions different cultures discussion diversity economic employees environment ethical Europe example executives expatriates experience firms formal France French managers functional German global grandes ecoles greater Harvard Business Harvard Business Review headquarters hierarchy Human Resource Management important individual industry influence INSEAD integration interaction International Herald Tribune international managers Japan Japanese language Laurent learning Management Review managing cultural differences means MNCs multicultural multicultural teams multinational national culture nature organization organizational perceived percent polychronic potential power distance problems profit recognize relationships responsibility role shared social strategic management strategy structure subsidiaries task team members tion top management uncertainty uncertainty avoidance underlying United United Kingdom versus