Cover -- Understanding Cross-Cultural Management -- Contents -- Preface Understanding cross-cultural management -- Acknowledgements -- Publisher's acknowledgements -- Part One Culture and management part one -- Introduction to Part One -- Determinants of culture -- Learning outcomes -- Concept 1.1 Facets of culture -- Concept 1.2 Levels of cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Dimensions of culture in business -- Learning outcomes -- Concept 2.1 National cultural dimensions in the business context -- Concept 2.2 Cultural dimensions according to GLOBE -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Business cultures in the western world -- Learning outcomes -- Concept 3.1 European cultures -- Concept 3.2 American and australian cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Business cultures in Asia, Africa and Middle East -- Learning outcomes -- Concept 4.1 Asian cultures -- Concept 4.2 African and Middle East cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Cultural dimensions and dilemmas -- Learning outcomes -- Concept 5.1 Value orientations and dimensions -- Concept 5.2 Reconciling cultural dilemmas -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Culture and styles of management -- Learning outcomes -- Concept 6.1 Management tasks and cultural values -- Concept 6.2 Other views on values -- Conclusion -- Points for reflection -- Further reading -- References -- Part One Final activity A1.1 Developing cross-cultural effectiveness -- Part One Final activity A1.2 Galderma - a case study -- PartTwo Culture and organizations -- Introduction to Part Two -- Culture and corporate structures -- Learning outcomes.

Concept 7.1 Organizational structures -- Concept 7.2 Corporate cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Culture and leadership -- Learning outcomes -- Concept 8.1 Different conceptions of leadership -- Concept 8.2 Leadership in an international context -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Culture and corporate strategy -- Learning outcomes -- Concept 9.1 Cultural view of strategy -- Concept 9.2 Strategic alliances and business cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Cultural change in organizations -- Learning outcomes -- Concept 10.1 Organizational change as a cultural process -- Concept 10.2 Organizational change in a global environment -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Culture and international marketing management -- Learning outcomes -- Concept 11.1 Marketing in a cross-cultural environment -- Concept 11.2 Marketing communication across cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Cultural diversity in organizations -- Learning outcomes -- Concept 12.1 Managing diversity in a global environment -- Concept 12.2 Diversity and transcultural competence in organizations -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Part Two Final activity A2.1 Making cultural profiles of brands -- Part Two Final activity A2.2 Creating chemistry - a case study -- Part Three Culture and communication -- Introduction to Part Three -- Business communication across cultures -- Learning outcomes -- Concept 13.1 Communicating in and between cultures -- Conclusion -- Points for reflection -- Further reading -- References -- Activities.

Barriers to intercultural communication -- Learning outcomes -- Concept 14.1 Barriers in cross-cultural management communication -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Negotiating internationally -- Learning outcomes -- Concept 15.1 Approaches to negotiating in an international context -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Working with international teams -- Learning outcomes -- Concept 16.1 Groups processes during international encounters -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Conflicts and cultural differences -- Learning outcomes -- Concept 17.1 Understanding and dealing with conflicts -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Developing intercultural communicative competence -- Learning outcomes -- Concept 18.1 Becoming a competent intercultural communicator -- Conclusion -- Points for reflection -- Further reading -- References -- Activities -- Part Three Final activity A3.1 Simulation: negotiating internationally -- Part Three Final activity A3.2 Vechtel - a case study -- Index.

Managing effectively across national and cultural boundaries is critical to the success of today’s organizations, given the global environment of business and increasing diversity of workforces.  A keen awareness and a high degree of cross-cultural competence in management are therefore key to the career success of both present and aspiring managers/professionals.Understanding Cross-Cultural Management explores the key themes and issues in one of the most challenging and fascinating areas of organizational life, and enables you to sharpen your insights and practical skills. It offers a selective but broad view of classic and contemporary thinking on cultural management and encourages you to apply theories and ideas to practice - and to relate them to your own experience - through various examples and cases from the business world, and a range of practical activities.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2022. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.