Cross-Cultural Management: Essential Concepts introduces readers to the fundamentals of cross-cultural management by exploring the influence of culture on interpersonal interactions in organizational settings and examining the ever-increasing number of cross-cultural challenges that global managers face in today s workplace. The Fourth Edition reflects the most current thinking on the topic and includes a series of new features including: Enhanced coverage of language issues, offering strategies for improving communication in multinational companies (Ch.6) New discussions about the…mehr
Cross-Cultural Management: Essential Concepts introduces readers to the fundamentals of cross-cultural management by exploring the influence of culture on interpersonal interactions in organizational settings and examining the ever-increasing number of cross-cultural challenges that global managers face in today s workplace.
The Fourth Edition reflects the most current thinking on the topic and includes a series of new features including: Enhanced coverage of language issues, offering strategies for improving communication in multinational companies (Ch.6) New discussions about the relationship between immigration and international management (Ch. 11) Increased emphasis on understanding the mechanisms of cross-cultural interactions Best practices for transferring knowledge across cultures (Ch.9) Expanded coverage of cross-generational considerations (Ch.11) New and updated examples, statistics, discussion questions and references. The book is complemented by a companion website featuring a range of tools and resources for lecturers, including chapter-specific PowerPoint slides, and a Microsoft Word test bank containing multiple-choice, true/false, and open-ended questions for each chapter.
Suitable reading for undergraduate and postgraduate students taking Change Management courses.
David C Thomas (PhD University of South Carolina) is a Professor in the Gustavson School of Business, University of Victoria and Professor Emeritus of International Management at Simon Fraser University, Canada. He is the author of a dozen books including (with Kerr Inkson) the bestselling Cultural Intelligence, Berrett-Koehler Publishers. His book Cross-Cultural Management: Essential Concepts (2008, Sage Publications) was the winner of the R. Wayne Pace Human Resource Development book of the year award for 2008. In addition, he has edited (with Peter B. Smith and Mark Peterson) The Handbook of Cross-Cultural Management Research from Sage Publications. His research on cross-cultural interactions in organizational settings has appeared in the leading journals in the field. He is currently serves on the editorial boards of the Journal of International Business Studies, the Journal of Organizational Behavior, and European Journal of Cross-Cultural Competence and Management. Dr. Thomas' academic postings have included positions at the Australian Graduate School of Management (AGSM), University of New South Wales, the Pennsylvania State University and The University of Auckland, New Zealand, where he was also Director of the Master of International Business Program. He has held visiting positions at Koç University, Istanbul, Turkey, The Chinese University of Hong Kong, the University of Hawaii, Massey University, New Zealand, and ESCEM, Tours, France. In addition to teaching at both undergraduate and postgraduate level, Dr Thomas has consulted on cultural diversity issues with numerous organizations. When not teaching or writing he can often be found scraping or varnishing or sometimes sailing his 1984 Hans Christian cutter, "Clovelly."
Inhaltsangabe
PART I: MANAGEMENT AND CULTURE Chapter 1: Introduction: The Challenging Role of the Global Manager Chapter 2: Describing Culture: What It Is and Where It Comes From Chapter 3: Comparing Cultures: Systematically Describing Cultural Differences Chapter 4: How Culture Works: Fundamentals of Cross-Cultural Interaction PART II: ROLES OF THE GLOBAL MANAGER Chapter 5: The Manager as Decision Maker: Cross-Cultural Dimensions of Decision-Making Chapter 6: The Manager as Negotiator: Communicating and Negotiating Across Cultures Chapter 7: The Manager as Leader: Motivation and Leadership across Cultures PART III: GLOBAL MANAGEMENT CHALLENGES Chapter 8: The Challenge of Multicultural Work Groups and Teams Chapter 9: The Challenge of International Organizations: Structure and Culture Chapter 10: The Challenge of International Assignments Chapter 11: The Challenge of Managing Across Cultures in the Future References Name Index Subject Index
PART I: MANAGEMENT AND CULTURE Chapter 1: Introduction: The Challenging Role of the Global Manager Chapter 2: Describing Culture: What It Is and Where It Comes From Chapter 3: Comparing Cultures: Systematically Describing Cultural Differences Chapter 4: How Culture Works: Fundamentals of Cross-Cultural Interaction PART II: ROLES OF THE GLOBAL MANAGER Chapter 5: The Manager as Decision Maker: Cross-Cultural Dimensions of Decision-Making Chapter 6: The Manager as Negotiator: Communicating and Negotiating Across Cultures Chapter 7: The Manager as Leader: Motivation and Leadership across Cultures PART III: GLOBAL MANAGEMENT CHALLENGES Chapter 8: The Challenge of Multicultural Work Groups and Teams Chapter 9: The Challenge of International Organizations: Structure and Culture Chapter 10: The Challenge of International Assignments Chapter 11: The Challenge of Managing Across Cultures in the Future References Name Index Subject Index
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