International Management

Informationen zum Autor Richard Mead convenes international management programs at the School of Oriental and African Studies, University of London. He has 35 years experience teaching communications management, including a visiting position at the Kellogg Graduate School of Management, Northwestern, and teaching at the Sasin Graduate Institute of Business Administration, Thailand. Tim Andrews is Senior Lecturer in Management at the University of Strathclyde, UK. Klappentext Die 4. Auflage, wie auch die früheren Auflagen dieses populären Lehrbuchs zum internationalen Management, ist für Studenten ein unschätzbares Kompendium zentraler Managementtheorien, die mit praktischen Beispielen aus der ganzen Welt untermauert werden. Die große Stärke dieses Buches ist zweifelsohne seine internationale Ausrichtung. Neben aktuellen Fallbeispielen aus den USA, Europa und Asien beleuchtet die neue Auflage erstmals auch andere Regionen der Welt.- aktualisierte interkulturelle Modelle, erweitert um das in den 90ger Jahren entwicklte "Crossvergence"-System und neueste Forschungsergebnisse zur Unternehmenskultur- zeigt, wie und in welchem Umfang kulturelle Variation die Einführung von e-Technologie am Arbeitsplatz (z. B. in multinationalen Niederlassungen von Unternehmen) beeinflusst - enthält neue Materialien zum Management von Marketing- und Vertriebsteams über Landesgrenzen hinweg und zu den Folgen kultureller Unterschiede für Manager im Auslandseinsatz- neue Fallstudien aus dem Nahen Osten, Lateinamerika, Afrika und Asien- ideales Lehrbuch für MBA-Studiengänge und Lehrverstaltungen im höheren Grundstudium; Anhang mit Leitlinien für eine erfolgreiche Dissertation oder projektbezogene Studienarbeiten Zusammenfassung This new edition of International Management secures the position of this successful text as the most comprehensive introduction to global cross-cultural management available. Inhaltsverzeichnis Preface xii Acknowledgments xv Part One Introduction 1 Chapter 1 International Management and Culture 3 1.1 Introduction 3 1.2 Factors that influence decision-making 4 1.3 Using culture 6 1.4 Cross-cultural and International Management 16 1.5 Implications for the Manager 17 1.6 Summary 18 1.7 Exercise 18 Case for Part One 20 Chapter 1 Case: Slicing the Meat 20 Part Two CROSS-CULTURAL MANAGEMENT 23 Chapter 2 Analyzing Cultures: Making Comparisons 27 2.1 Introduction 27 2.2 Comparative Analysis 28 2.3 Kluckhohn and Strodtbeck (1961) 29 2.4 Hall (1976) 30 2.5 Hofstede's Model 35 2.6 Applying Hofstede's Model 43 2.7 Implications for the Manager 45 2.8 Summary 46 2.9 Exercise 46 Chapter 3 Analyzing Cultures: After Hofstede 48 3.1 Introduction 48 3.2 Comparative Analysis since Hofstede 49 3.3 New Approaches 59 3.4 Implications for the Manager 61 3.5 Summary 61 3.6 Exercise 62 Chapter 4 Movement in the Culture 63 4.1 Introduction 63 4.2 Recognizing Significant Movement in the Culture 64 4.3 Economic Change and Cultural Movement in Japan 67 4.4 Other Factors Causing Movement 71 4.5 Implications for the Manager 77 4.6 Summary 77 4.7 Exercise 78 Chapter 5 Organizational Culture 79 5.1 Introduction 79 5.2 Defining and Analyzing Organizational Cultures 80 5.3 Organizational Culture and National Culture 85 5.4 Mitigating the Effects of the Environment 88 5.5 Implications for the Manager 92 5.6 Summary 93 5.7 Exercise 93 Chapter 6 Culture and Communication 94 6.1 Introduction 94 6.2 Appropriate Communication Across Cultures 95 6.3 One- and Two-way Communication Styles 101 6...

List of contents

PREFACE
 
PART ONE Introduction
 
Chapter 1. INTERNATIONAL MANAGEMENT AND CULTURE
 
1.1 Introduction
 
1.2 Factors that influence decision making
 
1.3 Using culture
 
1.4 Cross-cultural and international management
 
1.5 Implications for the Manager
 
1.5 Summary
 
1.7 Exercise
 
Case for PART ONE
 
Chapter 1. Slicing the meat.
 
PART TWO: CROSS-CULTURAL MANAGEMENT
 

Chapter 2. ANALYSING CULTURES: MAKING COMPARISONS
 
2.1 Introduction
 
2.2 Comparative analysis
 
2.3 Kluckhohn and Strodtbeck (1961)
 
2.4 Hall (1976)
 
2.5 Hofstede's model
 
2.6 Applying Hofstede's model
 
2.7 Implications for the Manager
 
2.8 Summary
 
2.9 Exercise
 
Chapter 3 ANALYSING CULTURES: AFTER HOFSTEDE
 
3.1 Introduction
 
3.2 Comparative analysis since Hofstede
 
3.3 Problems in using comparative analysis
 
3.4 New approaches
 
3.5 Implications for the Manager
 
3,6 Summary
 
3.7 Exercise
 
Chapter 4 MOVEMENT IN THE CULTURE
 
4.1 Introduction
 
4.2 Recognizing significant movement in the culture
 
4.3 Economic change and cultural movement in Japan
 
4.4 Other factors causing movement
 
4.5 Implications for the Manager
 
4.6 Summary
 
4.7 Exercise
 
Chapter 5. ORGANIZATIONAL CULTURE
 
5.1 Introduction
 
5.2 Defining and analysing organizational cultures
 
5.3 Organizational culture and national culture
 
5.4 Mitigating the effects of the environment
 
5.5 Implications for the Manager
 
5.6 Summary
 
5.7 Exercise
 
Chapter 6. CULTURE AND COMMUNICATION
 
6.1 Introduction
 
6.2 Appropriate communication across cultures
 
6.3 One- and two-way communication styles
 
6.4 Non-verbal communication
 
6.5 Implications for the Manager
 
6.6 Summary
 
6.7 Exercise
 
Chapter 7. MOTIVATION
 
7.1 Introduction
 
7.2 Needs
 
7.3 Intrinsic and extrinsic needs
 
7.4 How context influences needs
 
7.5 Designing incentives
 
7.6 Implications for the Manager
 
7.7 Summary
 
7.8 Exercise
 
Chapter 8. DISPUTE RESOLUTION AND NEGOTIATION
 
8.1 Introduction
 
8.2 Reasons for dispute
 

6.3 Culture and dispute
 
6.4 The manager resolves a dispute
 
6.5 Negotiation
 
6.6 Implications for the Manager
 
6.7 Summary
 
6.8 Exercise
 
Chapter 9. FORMAL STRUCTURES
 
9.1 Introduction
 
9.2 Defining structure
 
9.3 Bureaucracy
 
9.4 Culture and bureaucracy
 
9.5 Implications for the Manager
 
9.6 Summary
 
9.7 Exercise
 
Chapter 10. INFORMAL SYSTEMS
 
10.1 Introduction
 
10.2 Informal relationships
 
10.3 Modelling patronage
 
10.4 Patronage, culture and society
 
10.5 Some variants: Guanxi and Wasta
 
10.6 Managing informal systems
 
10.7 Implications for the Manager
 
10.8 Summary
 
10.9 Exercise
 
Chapter 11 THE CULTURE AND POLITICS OF PLANNING CHANGE
 
11.1 Introduction
 
11.2 The meaning of planning
 
11.3 The classic planning model
 
11.4 How national culture influences planning
 
11.5 How organisational culture influences planning
 
11.6 The politics of planning
 
11.7 Implications for the Manager
 
11.8

Product details

• Authors: Andrews, Tim G. Andrews, Tim Mead Andrews, Tim. G Andrews, Mead, Richard Mead
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Paperback / Softback
• Released: 30.04.2009
• EAN: 9781405173995
• ISBN: 978-1-4051-7399-5
• No. of pages: 486
• Dimensions: 190 mm x 245 mm x 27 mm
• Subjects: Social sciences, law, business > Business > Business administration; Business & management, international management, Internationales Management, Wirtschaft u. Management