Richard Mead, Tim G. Andrews

International Management (eBook, PDF)

• Format: PDF

Produktbeschreibung

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 culture * Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries) * New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers. * The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia. The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 486
• Erscheinungstermin: 4. Mai 2009
• Englisch
• ISBN-13: 9781444306576
• Artikelnr.: 37352092

Autorenporträt

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.

Inhaltsangabe

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 Summary 11.9 Exercise Chapter 12
WHEN DOES CULTURE MATTER? THE CASE OF SMEs 12.1 Introduction 12.2 The
start-up in the United Kingdom and United States 12.3 The start-up in
Taiwan 12.4 The Anglo family company 12.5 The Chinese family company 12.6
The Middle eastern family company 12.7 Assessing the influence of national
culture 12.8 Implications for the Manager 12.9 Summary 12.10 Exercise Cases
for PART TWO Chapter 2 Relations between manager and employees Chapter 3
The Venezuelan manager Chapter 4 Youth and age, or youth and age? Chapter 5
The Vietnamese bank Chapter 6 Bad communication Chapter 7 Motivating who?
Chapter 8 The Nigerian family firm Chapter 9 No job description Chapter 10
Patronage in Europe Chapter 11 Improving quality control Chapter 12
Explaining decisions made by small business owners PART THREE:
INTERNATIONAL MANAGEMENT Chapter 13 GLOBALIZATION AND LOCALIZATION 13.1
Introduction 13.2 Defining globalisation 13.3 The social effects of
globalisation 13.4 The roots of high globalisation 13.5 Implications for
the Manager 13.6 Summary 13.7 Exercise Chapter 14 PLANNING STRATEGY 14.1
Introduction 14.2 Reasons for strategic planning 14.3 Stages in strategic
planning 14.4 Strategic planning based on resources 14.5 Balancing
resources and position 14.6 The influence of environmental factors 14.7
Growth strategies 14.8 Emergent strategy 14.9 Scenario planning 14.10
Implications for the Manager 14.11 Summary 14.12 Exercise Chapter 15
IMPLEMENTING STRATEGY AND APPLYING KNOWLEDGE 15.1 Introduction 15.2
Identifying and applying knowledge 15.3 Organizational capabilities and
competitive advantage 15.4 Implementation and communication 15.5 Mergers
and Acquisitions 15.6 Transferring the implementation system 15.7
Implications for the Manager 15.8 Summary 15.9 Exercise Chapter 16
E-COMMUNICATION 16.1 Introduction 16.2 Controlling by E-communication 16.3
Cross national implementation 16.4 Culture and E-communication 16.5
Implications for the Manager 16.6 Summary 16.7 Exercise Chapter 17 FORMING
AN INTERNATIONAL JOINT VENTURE 17.1 Introduction 17.2 Why invest in an IJV?
17.3 Preparing for success: the four compatibilities 17.4 Trust and
mistrust 17.5 Sharing control 17.6 Implications for the Manager 17.7
Summary 17.8 Exercise Chapter 18 OPPORTUNITY AND RISK: HEADQUARTERS AND
SUBSIDIARY 18.1 Introduction 18.2 Risk for the subsidiary 18.3 Control 18.5
Implications for the Manager 18.6 Summary 18.7 Exercise Chapter 19 MANAGING
HUMAN RESOURCES 19.1 Introduction 19.2 Applying concepts of HRM 19.3 The
general functions of HRM 19.4 HRM activities in context 19.5 Recruitment
19.6 Performance appraisal 19.7 Training 19.8 Retention 19.9 Implications
for the Manager 19.10 Summary 19.11 Exercise Chapter 20 CONTROLLING BY
STAFFING 20.1 Introduction 20.2 Staffing to control the IJV 20.3
Bureaucratic or cultural control in the subsidiary? 20.4 Local or
expatriate management? 20.5 Implications for the Manager 20.6 Summary 20.7
Exercise Chapter 21 MANAGING EXPATRIATE ASIGNMENTS 21.1 Introduction 21.2
What expatriates do 21.3 Expatriate success and failure 21.4 Expatriate
selection 21.5 Expatriate training 21.6 Expatriate support 21.7
Implications for the Manager 21.8 Summary 21.9 Exercise Chapter 22 THE
EXPATRIATE BRAND MANAGER 22.1 Introduction 22.2 The emergence of global
brands 22.3 Role of the expatriate brand manager 22.4 Brand communication:
managing the mix 22.5 Implications for the Manager 22.6 Summary 22.7
Exercise Cases for PART THREE Chapter 13 The call centre revolution Chapter
14 Baby food Chapter 15 New knowledge Chapter 16 Betafield Chapter 17 The
Indian joint venrture Chapter 18 Global Paper (1) Chapter 19 The foreign
employee Chapter 20 Global Paper (2) Chapter 21 Appointing a headquarters
manager to the Swiss subsidiary Chapter 22 Teldaswift PART FOUR:
CONCLUSIONS Chapter 23 THE CULTURE OF THE SUBSIDIARY: CONVERGENCE AND
DIVERGENCE 22.1 Introduction 23.2 Corporate cohesion and cultural shift
23.3 Convergence and divergence 23.4 The dual-pressure perspective 23.5
Cross-vergence 23.6 Implications for the Manager 23.7 Summary 23.8 Exercise
Chapter 24. ETHICS AND CORPORATE RESPONSIBILITY 24.1 Introduction 24.2
Ethics 24.3 Ethics across culture and time 24.4 Ethics in branding 24.5
Corporate Social Responsibility 24.6 Implications for the Manager 24.7
Summary 24.8 Exercise Cases for PART FOUR Chapter 23 CAS Chapter 24 A
Donation to the President's Campaign Fund Appendix Planning a Dissertation
Bibliography BIBLIOGRAPHY