Managing People Across Cultures maps out the value of people issues in the organizations of today. It challenges us to ask key questions such as ?How did Human Resource Management (HRM) come to be and what genuine need is there for it?? and ?What should the future direction of HRM be?? Fons Trompenaars and Charles Hampden-Turner spell out their vision for what HRM must do to stay relevant to businesses today. Their view is that people management must embrace the values of entrepreneurship i.e. agility, flexibility and innovation to ensure its continued effectiveness. The authors also argue that workplaces have to become customized to grow and learn as its employees push the boundaries of learning and discovery. Functional barriers also need to be torn down. You will discover that the rightful place for HRM is at the fountainhead of any business; the place where ideas are first generated and mobilized for action.

The phenomenon of global organizations reminds us that cross-cultural management is more prevalent than ever. While it may not be possible to develop in-depth knowledge of all cultures, a person can develop a way of thinking where they integrate culture in all of their deliberations, decisions, and behaviors. Such an approach is transformative and involves adopting a cultural mindset, understanding culture’s power as a frame of reference, and developing a new way of thinking. The book The Cultural Mindset is based on Dr. Nahavandi’s years of teaching, researching, and consulting with many businesses on cross-cultural issues. Built around a think-know-do model, the text enables readers to adopt a cultural mindset that will effectively guide their thinking and behavior as future managers. Through case studies and self-assessments, the book allows students to develop a broader view of culture that is beyond learning skills and competencies. Additionally, by focusing on culture in general, the book allows readers to address both national cultural issues, such as how to work in another country or manage a multi-national team, and diversity issues, such as the glass ceiling or discrimination in the workplace. The key underlying theme for both topics is how culture, national or group-related, impacts our perspective – what we value, how we think, how we behave, and how we manage people effectively. Each chapter will include a focus on both informational and transformational learning through: Cases and examples that will question assumptions and emphasize applicability Self-assessments to make the concepts personal and relevant, and encourage self-reflection Examples to help students understand those concepts Specific exercises and/or reflections to help students apply information to their own personal and professional life

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

Put an end to miscommunication and inefficiency—and tap into the strengths of your diverse team. If you read nothing else on managing across cultures, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you manage culturally diverse employees, whether they’re dispersed around the world or you’re working with a multicultural team in a single location. This book will inspire you to: Develop your cultural intelligence Overcome conflict on a team where cultural norms differ Adopt a common language for more efficient communication Use the diverse perspectives of your employees to find new business opportunities Take varying cultural practices into account when resolving ethical issues Accommodate and plan for your expatriate employees This collection of articles includes "Cultural Intelligence," by P. Christopher Earley and Elaine Mosakowski; "Managing Multicultural Teams," by Jeanne Brett, Kristin Behfar, and Mary C. Kern; "L'Oreal Masters Multiculturalism," by Hae-Jung Hong and Yves Doz; "Making Differences Matter: A New Paradigm for Managing Diversity," by David A. Thomas and Robin J. Ely; "Navigating the Cultural Minefield," by Erin Meyer; "Values in Tension: Ethics Away from Home," by Thomas Donaldson; "Global Business Speaks English," by Tsedal Neeley; "10 Rules for Managing Global Innovation," by Keeley Wilson and Yves L. Doz; "Lost in Translation," by Fons Trompenaars and Peter Woolliams; and "The Right Way to Manage Expats," by J. Stewart Black and Hal B. Gregersen.

Managing across Cultures introduces the concepts, policies and practices of managing resources in different socioeconomic, political and cultural contexts. It is structured on a country-by-country basis to allow a closer and more rigorous examination of the factors that influence labour market trends, organization and employment policies and practices in specific countries. The book: - includes dedicated chapters on emerging economies in Asia, Africa, the Middle East and Latin America - provides an understanding of the theoretical underpinnings and the practical implications of different national approaches to management in a clear and coherent style -packed with case studies and examples from a wide range of geographical contexts - contains learning features such as: learning objectives; tasks; summaries; suggestions for further reading; and revision questions.

The second edition of this popular textbook explores the latest approaches to cross-cultural management, as well as presenting strategies and tactics for managing international assignments and global teams. With a clear emphasis on learning and development, the text encourages students to acquire skills in multicultural competence that will be highly valued by their future employers. This has never been as important as now, in a world where, increasingly, all managers are global managers and where management practices and processes can differ significantly across national and regional boundaries. This new edition has been updated after extensive market feedback to include new features: a new chapter on working and living abroad; applications boxes showing how theories and key concepts can be applied to solve real-life management problems; student questions to encourage critical thinking; and updated examples and references. Supplementary teaching and learning materials are available on a companion website at www.cambridge.org/steers. In addition, recommended in-depth cases for each chapter are available at www.iveycases.com/CaseMateBrowse.aspx.

This fourth edition has been revised and updated to explore the latest approaches to cross-cultural management, presenting strategies and skill-building for managing international assignments and global teams. Suitable for students taking courses on international management, cross-cultural management and HRM, as well as executive training programmes.

Managing Change Across Corporate Cultures peels away the mysteries of corporate culture to reveal why it has such a powerful influence on every aspect of the performance of a business. It shows how to shape high-performing corporate cultures in a complex international environment. As the natural successor to Fons Trompenaars and Charles Hampden-Turner?s landmark bestseller, Riding the Waves of Culture, Managing Change Across Corporate Cultures shows exactly how to create an environment where astonishing business breakthroughs are possible. You will also learn how to renew cultures as part of change and how to integrate cultures successfully following mergers, acquisitions and joint ventures. New research shows that in cross-border business, differences in corporate culture have more far-reaching repercussions than even differences in national cultures. Never before has there been such enormous interest in shaping and changing the cultures of our businesses, whether to revitalise them after restructuring or to provide the glue that holds them together through the sea changes of globalization.

In a global market where international teams, initiatives, and joint ventures are increasingly common, it is extremely important for people to integrate themselves in new cultures. Strategies for selecting and training people on global perspectives are critical for managing business. In this book, the authors develop the idea of cultural intelligence and examine its three essential facets: cognition, the ability to develop patterns from cultural cues; motivation, the desire and ability to engage others; and behavior, the capability to act in accordance with cognition and motivation. They explore the fundamental nature of cultural intelligence and its relationship to other frameworks of intelligence.-Back cover.

A solid theoretical framework, thoroughly integrated with research, should provide students with invaluable insight into application in the real world and there is a framework for analyzing national culture which can also be applied to other cultural spheres - regional, industry, corporate and functional/professional - providing students with an understanding of how any business encounter represents the interaction of several cultural spheres. Case studies are drawn from around the world.