Summary
Contents
Subject index
Managing Across Cultures introduces the concepts, policies and practices of managing resources in different socio-economic, political and cultural contexts.
This book is structured on a country-by-country basis to allow a closer and more rigorous examination of the factors that influence labor market trends, organization and employment policies and practices in specific countries.
Key Features:
Includes dedicated chapters on emerging economies in Asia, Africa, the Middle East, and Latin America; Provides an understanding of the theoretical underpinnings and the practical implications of different national approaches to management in a clear and coherent style; Packed with case studies and examples from a wide range of geographical contexts; Learning features include: learning objectives, tasks, summaries, further reading and revision questions
This is a key text for Cross-Cultural/International Management, International HRM and International Business courses at both advanced undergraduate and graduate level.
Contexts and the Cultural Dilemma of Managing Across Cultures
Contexts and the Cultural Dilemma of Managing Across Cultures
Learning Outcomes
This chapter is designed to help the reader to:
- Recognize the impact of globalization and its implications for operational strategies of managing across cultures;
- Identify the main economic, political, legal and technological challenges faced by international managers when operating in different countries;
- Recall the main arguments for (a) convergence and (b) divergence of management policies and practices between countries;
- Analyse critically the main theoretical models of culture and management;
- Determine the effects of cultural differences on management theory and practice in different countries.
Introduction
The process of managing across cultures is described in the previous chapter as a strategic approach whereby (a) local employees are managed globally and (b) ...
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