International Management Behavior

Introduction: management and culture the influence of culture on management behavior; conducting business internationally; new perspectives - globalization and the global manager; ability to develop and use global strategic skills; ability to manage change and transition; ability to manage cultural diversity; ability to design and to function in flexible organizations; ability to work with others and in teams; ability to communicate; ability to learn and to transfer knowledge in an organization; objectives of this book - orientations; components of effective management; action; the readings and cases; a note about disguised cases and terminology; disguised cases; terminology - gender terminology, geography and nationality. Part 1 Intercultural effectiveness in global management: intercultural communication and effectiveness; the dynamics of differing world views; descriptions, interpretations and evaluations; a general model of interpersonal and team effectiveness; cultural maps; some clarifications and caveats; value orientations; framework - a map relation to nature; time orientation; basic nature of human beings; activity orientation; relationships among people; orientation to space; summary applications of the model; a final caution - knowledge does not equal skill; reading 1 - key concepts - underlying structures of culture, Edward Hall and Mildred Hall; reading 2 - cultural constraints in management theories, Geert Hofstede; reading 3 - the Japanese manager's traumatic entry into the United States, understanding the Japanese-American cultural divide, Richard Linowes; reading 4 - face to face - doing business the Mexican way, Kathryn Leger; READING 5 - understanding the bear - a portrait of Russian business leaders, Sheila Puffer, case 1 - David Shorter, case 2 - Bob Chen, case 3 - Japanese-American Seating Inc, case 4 - Canada China Computer Crises, a revised case 5 - Footwear International, case 6 - Provigo Distribution, case 7 - urban architecture. Part 2 Implementing strategy, structure and systems: introduction - a global balancing act; strategy in global organizations - culture's influence on strategy and implementation, the optimal strategy business, risk; structures - organizing for effectiveness - culture's influence on structure, the optimal structure; systems - managing the global expatriates - selection training, the reality of culture shock, repatriations; conclusion - reading 6 - strategic mangement thought in East Asia, Rosalie Tung, reading 7: matrix management - not a structure, a frame of mind, C. Barlett and S. Ghosal, reading 8 - cross-cultural co-operative behaviour in joint ventures in LDC's, H. Lane and P. Beamish, reading 9 - human resources systems in an international alliance - the undoing of a done deal?, Wayne F. Cascio et al, reading 10 - competitive frontiers - women managing across borders, Nancy Adler. (Part contents)