Chicester : : Wiley, , 2009.

1 online resource (487 p.)

4th ed.

Description based upon print version of record.. - I n t e r n a t i o n a l Management; C O N T E N T S; Preface; Acknowledgments; 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; 1.6 Summary; 1.7 Exercise; Case for Part One; Chapter 1 Case: Slicing the Meat; PART TWO CROSS-CULTURAL MANAGEMENT; Chapter 2 Analyzing Cultures: Making Comparisons; 2.1 Introduction; 2.2 Comparative Analysis; 2.3 Kluckhohn and Strodtbeck (1961); 2.4 Hall (1976). - 10.3 Modeling Patronage10.4 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 Organizational Culture Influences Planning; 11.6 The Politics of Planning; 11.7 Implications for the Manager; 11.8 Summary; 11.9 Exercise. - 2.5 Hofstede's Model2.6 Applying Hofstede's Model; 2.7 Implications for the Manager; 2.8 Summary; 2.9 Exercise; Chapter 3 Analyzing Cultures: After Hofstede; 3.1 Introduction; 3.2 Comparative Analysis since Hofstede; 3.3 New Approaches; 3.4 Implications for the Manager; 3.5 Summary; 3.6 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 Introduction5.2 Defining and Analyzing 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 Incentives7.6 Work as a Motivator; 7.7 Implications for the Manager; 7.8 Summary; 7.9 Exercise; Chapter 8 Dispute Resolution; 8.1 Introduction; 8.2 Reasons for Dispute; 8.3 Culture and Dispute; 8.4 The Manager Resolves a Dispute; 8.5 Negotiation; 8.6 Implications for the Manager; 8.7 Summary; 8.8 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. - Chapter 12 When Does Culture Matter? The Case of Small/Medium Sized Enterprizes. - As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions.Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational cultureCoverage of

Electronic books.

658.049

9781405173995