Managing across cultures : the seven keys to doing business with a global mindset / Charlene M. Solomon, Michael S. Schell.

ISBN:

9780071605854

Titre:

Auteur:

Solomon, Charlene Marmer

Auteur personnel:

Solomon, Charlene Marmer

Informations de publication:

New York : McGraw-Hill, c2009.

Description physique:

xx, 348 p. ; 24 cm.

Contenu:

How we got here -- Deal or debacle : DaimlerChrysler and lessons from the big guys -- What is culture and what is personal style? -- Hierarchy and egalitarianism -- Group focus -- Relationships -- Communication styles -- Time orientation -- Change tolerance -- Motivation/work-life balance -- Creating a global mindset in business -- Creating effective global teams and working with diverse colleagues -- Effective leadership : managing talent across cultures-hiring, training and retaining -- Women crossing cultures -- Creating cultural competence : the international assignee experience.

Terme sujet:

International business enterprises -- Management.

International business enterprises -- Management -- Cross-cultural studies.

Management -- Cross-cultural studies.

Corporate culture -- Cross-cultural studies.

Auteur ajouté:

Schell, Michael S.

Format:

Livres

Accès électronique:

Table of contents only http://www.loc.gov/catdir/toc/fy0906/2009006676.html

Date de publication:

2009

WAIT_PUBINFO:

New York : McGraw-Hill, c2009.

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Numéro de rayon	Type de documentation	Copier	Emplacement en rayon	Statut
658.049 SOL	Book	1	Standard shelving location	Recherche en cours... Inconnu

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Résumé

hether you run a giant corporation or workin a small business, it's more than likely thatyou regularly deal with people of differentcultures--from customers and suppliers tosalespeople and colleagues.

It simply can't be overstated: You will havetrouble succeeding in business today if youdon't appreciate and know how to activelymanage global cultural diversity. ManagingAcross Cultures examines why people aroundthe world behave as they do and providesactionable tactics for succeeding in today'sglobal business environment.

Experts in the field of cross-cultural training,Michael Schell and Charlene Solomondescribe seven readily recognizable behaviorsand explain what they mean, how tointerpret them, and most importantly, howto respond to them.

Managing Across Cultures is filled with casestudies illustrating the importance of understandingand dealing with cultural differencesin all aspects of business. You'll learn how:

Intel's powerful global corporateculture is a critical element of itshistoric success Colgate-Palmolive integratescultural understanding into itsglobal marketing programs GE adapts its effectivemanagement style to localbusiness cultures

You'll also find out how underestimatingcultural influence caused serious problemsfor organizations like DaimlerChrysler andWal-Mart.

Managing Across Cultures takes you far beyondother books that simply catalog thecustoms, gestures, and language vagaries ofother cultures. This in-depth, strategic guidewill help in every facet of business--fromhiring and motivating employees to developingwinning sales pitches and marketingcampaigns.

Notes de l'auteur

Charlene Marmer Solomon is executivevice president of RW3, an organization thatdesigns and creates online cultural learningtools. Through its CultureWizard Web sitesand blended learning programs, RW3 providesonline cultural training facilities fordozens of the world's leading global organizations.
Michael S. Schell is CEO and president ofRW3. He has founded and successfully managedseveral global businesses, includingWindham International, the first integratedglobal mobility and intercultural training organization,and has been a pioneer in developingintercultural training models.
Solomonand Schell are also the authors of Capitalizingon the Global Workforce (McGraw-Hill).

Critiques (1)

Critique de CHOICE

In this guide to developing intercultural competence, Solomon and Schell (corporate trainers) provide an overview of the dimensions that expatriates need to address to become skilled communicators abroad. Designed to teach culture in a practical way for businesspeople, the book is structured around the authors' seven-part "CultureWizard Model," which covers important intercultural issues in the areas of hierarchy/egalitarianism, group focus, relationships, communication styles, time orientation, change tolerance, and motivation/work-life balance. The book has extensive and well-selected examples of incidents in actual companies such as Lenovo, where Chinese executives' silence in meetings was mistaken for agreement by Americans. The book contains survey questions for readers to develop their own "Personal Cultural Profile." The "global mindset," where a person comes to understand and make use of knowledge of foreign cultures reflexively, is covered and integrated with the model, as is performance appraisal in a global environment. The further reading and additional resources section is diminished by its overemphasis on publications by the authors. The tone of this work is colloquial rather than formal. A more academic and comprehensive approach is provided in The Global Mindset, edited by Mansour Javidan, Richard Steers, and Michael Hitt (2007). Summing Up: Recommended. All levels of undergraduate students as well as businesspeople and general readers. C. Wankel St. John's University, New York

Table des matières

Preface	p. xv
Part I Introduction
Chapter 1 How We Got Here	p. 3
Chapter 2 Deal or Debacle-DaimlerChrysler and Lessons from the Big Guys	p. 23
Part II Culture Basics: How Culture and a Global Mindset Work
Chapter 3 What Is Culture and What Is Personal Style?	p. 43
Part III The Seven Keys to Managing Across Cultures
Chapter 4 Hierarchy and Egalitarianism	p. 71
Chapter 5 Group Focus	p. 93
Chapter 6 Relationships	p. 111
Chapter 7 Communication Styles	p. 137
Chapter 8 Time Orientation	p. 163
Chapter 9 Change Tolerance	p. 183
Chapter 10 Motivation/Work-Life Balance	p. 201
Part IV Doing Business with a Global Mindset
Chapter 11 Creating a Global Mindset in Business	p. 217
Chapter 12 Creating Effective Global Teams and Working with Diverse Colleagues	p. 239
Chapter 13 Effective Leadership: Managing Talent Across Cultures-Hiring, Training and Retaining	p. 273
Chapter 14 Women Crossing Cultures	p. 297
Chapter 15 Creating Cultural Competence: The International Assignee Experience	p. 313
Further Reading and Additional Resources	p. 331
Index	p. 339