MBA and executive International Management; MBA and executive International Business; MBA/postgraduate modules in cross-cultural management, intercultural communication or intercultural management; undergraduate and postgraduate degree programs in international business or management. This very accessible book draws upon a broad and growing literature on culture and management to discover national differences in management practice. It clearly relates cultural differences to daily business practice by using many and varied examples. Diverse range of topics covered, from structure and strategy to social responsibility and ethics.
As more and more companies have a global reach, managing cultural differences is increasingly a part of every job. This book demonstrates how culture affects management practice, from organizational structure to strategy and human resource management. Drawing upon evidence from the authors' research, it encourages managers to reconsider, explore and transfer alternative practices across national boundaries. As well as providing an insight into other cultures, it also provides readers with an increased awareness of their own culture.
The second edition of this book, expands the discussion of the impact of culture on effective management and on utilizing differences to create competitive advantage. Using tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.
Managing Across Cultures will appeal both to managers and executives working in an international business environment, as well as to students on a growing number of MBA and other undergraduate, postgraduate and post-experience courses. Key features
* New and updated case studies and examples interspersed throughout the chapters
* Strong theoretical foundations are linked to highly practical application
* Expanded coverage of geographical perspectives and 'virtual teams'
* Improved design, layout and 'sign-posting' of content
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The three sections of the book are logically laid out. Part one gives necessary background on the meaning of Culture. First, it debunks a dangerous assumption: that business is business and cultures are converging, thus reducing the need for cultural sophistication on the part of a manager. They clearly demonstrate that Cultural differences are alive and well and have a significant impact on business. Then they go on to discuss different cultural dimensions and how countries differ from, or are similar to, each other along them.
In Part 2 of the book the authors demonstrate how Culture affects the organization, its strategy and human resource management practices. This is must reading for strategists and HR managers and anyone who wants to have a big picture understanding of the interaction of culture & business.
The final Part of the book focuses on the actual management of cultural differences. It was my favorite. Particularly, the chapters devoted to the 'international manager' and the 'multicultural team'. I have read extensively on the two topics and was very impressed by the depth and breadth of the discussion and the authors' ability to address all the relevant issues of two complex topics briefly and clearly. I found these chapters an extremely valuable overview of what we know on both topics.
The book ends with an overview of organization strategies for managing cultures differences: ignore, minimize, or utilize. The material in this chapter is equally applicable to global cultural differences and to domestic management of diversity. The authors wrap up the book with a coherent discussion of business ethics and social responsibility in a global-economy.
An excellent book. I recommend it highly to anyone doing international work today. (Which is practically everyone...)
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