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International Management [平装] |  |
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International Management [平装] | |
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.
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
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
12.3 The start-up in
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
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
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
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