This book was the first book to present a specific theory of language management.

Globalization processes have resulted in the emergence of business and management networks in which the sharing of knowledge is of crucial importance. Combining two contemporary and important subject areas – namely that of international management and also language and communication in multi-language contexts – the author of this book presents a wealth of ideas, examples and applications taken from international and global contexts, which show that ‘language matters’ in the pursuit of international business affairs. The book establishes the theoretical core of its main ideas by introducing two orientations (social construction and linguistic relativity) and demonstrates how they can be drawn on to frame and understand the activities of managers. Highly innovative and topical, Susanne Tietze’s book will appeal to students of international management and international human resource management as well as those studying intercultural communication. It is also useful for managers and practitioners who work internationally.

This book provides a comprehensive account of language management and planning at Confucius Institutes in the UK, implementing an ethnographic approach grounded in language management theory. As a global language promotion organization, Confucius Institutes have previously been discussed in the literature with respect to socio-political issues, but this volume will shed particular light on their role in shaping and informing Chinese language policy, at both the institutional and individual classroom level. The book focuses specifically on Confucius Institutes in the UK, demonstrating how language teaching practice in these organizations is informed and shaped not only by organizational paradigms but local language needs and institutional attitudes of host institutions. In turn, Li highlights these organizations’ unique position in a multilingual region such as the UK can offer new insights into language management by illustrating their roles as platforms for both individuals and institutions to become involved in the making and implementation of language policy. This volume will be of particular interest to students and researchers in language policy and planning, language education, applied linguistics, and Chinese linguistics.

In recent years there has been increased interest in examining the treatment of language problems across different levels of society, ranging from individual interactional issues to language policy and planning at the national or supra-national level. Among the various approaches proposed to tackle this issue, Language Management Theory (LMT) provides a framework to address behaviour towards language problems on different levels explicitly and comprehensively. Using LMT as a unifying theoretical concept, this volume examines the links between micro and macro dimensions through the analysis of a variety of language problems. This body of work illustrates that the LMT framework is able to show the connection between these dimensions clearly, especially when combined with a conceptualization of the micro and macro dimensions as a continuum of intertwining elements. This volume will appeal to readers interested in individual management in discourse as well as those interested in language policy and planning.

Language centres serve an important role in the development and implementation of language policy and in supporting language teachers. This book describes five language centres, the Centre for Information on Language Teaching and Research (London), the European Centre for Modern Languages (Graz), the Regional Language Centre (Singapore), the National Foreign Language Center (NFLC, Washington DC), and the Centre for Applied Linguistics and Languages (CALL, Brisbane). These contrasting centres provide the basis for a discussion of the roles, functions and management of language centres and the challenges facing such centres (and universities in general) arising from tensions between the pursuit of academic excellence and the demands of commercialisation and economic rationalism. The author holds a chair in applied linguistics in Griffith University and has written extensively on language policy and its implementation and on language assessment. He has established and directed three language centres since the mid-1980s, including CALL since 1990, and is an Adjunct Fellow of NFLC.

Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.

In the course of their careers, foreign language teachers can expect at various times to be involved in areas such as the management of students and of colleagues, the organization of their institutions, the development of curricula, staff recruitment, and the financial aspects of running a school or program, including marketing and promotion. This book is the first to provide a comprehensive, practical introduction to these areas, particularly in relation to ESL institutions. The authors each have specialist expertise in the fields of organizational management, personnel management, marketing management, and commercial management in the context of ESL, which form the four main sections of the book.

The volume reflects the variety of methods used in the study of "behavior toward language", or language management. The methods will appeal to researchers interested in different types of introspective interview methodology and discourse analysis, and to those looking for ways of linking language policy to everyday social interactions.

Management and Langugage explores and develops the image of the manager as one who is aware of, and attends to, the way in which language is used in everyday managerial activity. Much managerial activity is achieved through language and a vital task for any manager is to generate with others an intelligible account of the various feelings that surround the contested issues in the organization. Such a process involves reading a context from different perspectives, constructing new meanings, framing the complexities and dilemmas faced into new 'landscapes' of possible future actions, and creating a persuasive argument for those landscapes amongst those who must work in them. For such a process to be conducted successfully a range of abilities and skills become relevant such as storytelling, metaphors and developing arguments. Management and Language is a timely publication with contributions from eminent academics in the field. This book will be engaging reading to academics and management teachers interested in critical management theory and those generally open to new and different approaches to management. It will also be of relevance to practising managers who wish to have a deeper understanding of how they use language in their everyday work.

Service, Satisfaction and Climate: Perspectives on Management in English Language Teaching presents the results of research carried out in New Zealand to demonstrate the ways ELT can be conceptualized in terms of service and climate. Although ESL is a major worldwide service industry employing large numbers of professionals and serving millions of clients, it is an under-researched field and one that is under-represented in the management/business literature. This omission is particularly noticeable, given that ELT has its own particular themes, problems, and issues. For instance, ELT is an educational service, yet exists within a commercial context. Its clients are from different cultural and linguistic backgrounds. In many ELT contexts, the cultural and linguistic backgrounds of the service providers are different from those of the clients. Thus, the service provision has a strong cross-cultural dimension. Yet the ELT sector is largely missing from the educational and the management literature. This book seeks to fill the gap through discussion of ELT as a service, issues surrounding ELT teachers as service providers, the work of ELT managers, client expectations and perceptions of ELT service, comparison of staff estimates and client ratings of service quality, and considerations of service milieu and climate in ELT centers.