This new edition of International Management secures the position of this successful text as the most comprehensive introduction to global cross-cultural management available. For the Fourth Edition , the text has been extensively revised and updated, with the addition of more student exercises, assignments, exam questions, and new material on the Middle East. As in previous editions of this popular text, students will find an invaluable guide to key management theories, linked to practical examples from the US, Europe, Asia, and, in this edition, from other regions.
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 Japan 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 United Kingdom and United States 12.3 The start-up in Taiwan 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 Europe 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
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