The mindful international manager how to work effectively across cultures
The Mindful International Manager tackles the management situations that international managers have to handle every day. Accessible and jargon-free it explains how to clarify local vs. international roles, support and develop a team, organize and coordinate boundaries of time and distance, and win...
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
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London :
Kogan Page Limited
[2014]
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| Edición: | 2nd ed |
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| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009799105206719 |
Tabla de Contenidos:
- Contents; Acknowledgements; Foreword; Introduction; 01 Managing internationally; Core competence; Surfacing expectations; Understanding your own cultures; Profiling your own cultures; Best practice: Focused on goals, flexible on approaches; Case study 1: Nora Lundquist; 02 Cultures; Competing values?; Power and status in national and organizational cultures; Time in national and organizational cultures; Communication style in national and organizational cultures; Individualism and group-orientation in national and organizational cultures
- Performance orientation in national and organization culturesTaking the outsider's perspective on your own culture; Profiling other cultures; Best practice: Building a common culture; 03 Individuals; Stereotypes; Personality and behaviour - at work and at home; Personality; Connecting the individual and culture; Personality and your international profile combined; Best practice: Get to know your colleagues; Best practice: The role of leadership; Case study 2: Laurence Berger; 04 Situations; Situations; Situational judgement; Culture, personality and situation
- Shared values and decision-making skillsScenarios; 05 Direction; The relationship between setting direction and uncertainty; Direction and vision; Results and relationships; Communication styles; Communicating direction: Big picture or detail? Push or pull?; Long- and short-term orientation; Past, present and future; Best practice: Top-down or bottom-up or something else?; Case study 3: Phil Carey; 06 Organization and change; Attitudes towards change; Making change happen; Changing organizational structure; Change and cross-cultural mergers and acquisitions; Working in international projects
- Working without a leaderBest practice: The four Ps; Case study 4: Pierre Menton; 07 Roles; Management roles and styles; Supportive and directive styles; International roles and local roles; The role of the expert and the role of the manager; The role of the influencer; The role of the connector; The role of the facilitator; Best practice: Defining roles; Case study 5: Sun Mei Ling; 08 Support; Why support is so important; Ways of developing yourself; Ways of supporting your colleagues; Ways of developing your team; Case study 6: Nguyen Binh; 09 Feedback; Formal and informal feedback
- Culture and feedbackFace and feedback; Personality and feedback; Building a feedback culture; Types of feedback; Best practice: Balancing transparency and harmony; Case study 7: Claudia Borges; 10 Representing; The importance of representing; The skills of representing; Factors that influence representing; Representing internationally; Tuning into body language; Representing through socializing and building relationships; Best practice: Representing yourself, your team, your company; Case study 8: Talal Hamieh; 11 Conflict; Causes of conflict; Attitudes towards conflict
- Culturally influenced attitudes towards conflict
