Intercultural management / Nina Jacob.

By: Jacob, Nina, 1956- [author].

Material type: materialTypeLabel

BookSeries: MBA masterclass series: Publisher: London ; Sterling, VA : Kogan Page, 2003Copyright date: ©2003Description: v, 250 pages ; 24 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 0749435828 (paperback); 9780749435820 (paperback).Subject(s): Management -- Social aspects

| Intercultural communication

DDC classification: 658

Contents:

Organizational structure and intercultural management -- Communication and intercultural management -- Core values and intercultural management -- Strategy and intercultural management -- Knowledge management and intercultural management -- Conflict resolution and intercultural management -- Expatriate management and intercultural management -- Conclusion: diagnosis and prognosis.

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General lending	MTU Bishopstown Library Lending	658 (Browse shelf(Opens below))	Available	MTU Module BULD 8006 - Core reading.	00218782
General lending	MTU Bishopstown Library Lending	658 (Browse shelf(Opens below))	Available	MTU Module BULD 8006 - Core reading.	00218781

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Enhanced descriptions from Syndetics:

Intercultural management is an emerging but increasingly crucial area of study. Essentially, intercultural management concerns itself with work forces that function in different cultural contexts. These differences can be either "external", where an organization operates across national and ethnic cultures, or "internal", where an organization operates across company differences, branches or regions.

Intercultural Management MBA Masterclass is a thorough and accessible guide to the most important concepts and ideas required to formulate and understand intercultural management strategies. Nina Jacob details the fundamental concepts and ideas using the latest research and international case studies. Designed to meet the needs of busy MBA students and practising managers, the book is both academically rigorous and firmly grounded in management practice.

Intercultural Management MBA Masterclass covers all the need-to-know topics, including: organizational structure; communications; core values; strategy; knowledge management; conflict resolution; expatriate management.

Full of questions and discussion topics and the most up-to-date case studies, Intercultural Management MBA Masterclass is a practical and authoritative guide for students and practising managers. The book includes international case studies of: Credit Suisse, Nestlé, BMW, IBM, and the International Red Cross.

Authoritative and academic, yet practical, the MBA Masterclass series is designed to cover the latest developments in management thinking and practice. Covering the core subjects on current MBA programmes and business courses, the series will: accelerate your MBA; develop your knowledge; improve your skills.

Online supporting resources for this book include an instructors manual with case study supplements.

Includes bibliographical references (pages 239-245) and index.

MTU CORK Module BULD 8006 - Core reading.

Table of contents provided by Syndetics

Acknowledgements (p. vi)
Introduction (p. 1)
1 Organizational structure and intercultural management (p. 21)
Case study: Credit Suisse (p. 21)
Academic discussion (p. 33)
Conventional organizational structures of global organizations (p. 40)
Structural mechanisms (p. 43)
Cultural aspects of Japan, the United States and Europe (p. 46)
Summary (p. 52)
2 Communication and intercultural management (p. 53)
Case study: Nestle (p. 53)
Academic discussion (p. 72)
Intercultural communication (p. 72)
Intercultural relationships (p. 81)
Effective corporate communication (p. 82)
Summary (p. 85)
3 Core values and intercultural management (p. 86)
Case study: Nestle (p. 86)
Academic discussion (p. 95)
Skills in intercultural management: a core value (p. 96)
Core values as ties that bind across cultures (p. 98)
National cultures and corporate core values (p. 107)
Core values and the integrationist/differentiation perspective on culture (p. 114)
Summary (p. 116)
4 Strategy and intercultural management (p. 118)
BMW and 'glocalization': case study in intercultural management (p. 118)
Academic discussion (p. 123)
Corporate strategy and intercultural management (p. 125)
Transnational collaborative arrangements (p. 129)
Problems with global strategy (p. 133)
Global strategy and local adaptation (p. 137)
Advertising and corporate strategy (p. 141)
Country manager and corporate strategy (p. 144)
Summary (p. 148)
5 Knowledge management and intercultural management (p. 150)
Case study: IBM (p. 150)
Academic discussion (p. 159)
Problems with ignoring knowledge management (p. 162)
The intranet (p. 164)
The Internet (p. 165)
Digital home entertainment products (p. 169)
Media (p. 171)
Leveraging knowledge management in transnational corporations (p. 173)
Leadership in a knowledge management global corporation (p. 176)
Summary (p. 179)
6 Conflict resolution and intercultural management (p. 180)
Case study: International Committee of the Red Cross (p. 180)
Academic discussion (p. 187)
Environmental turbulence for host organizations created by globalization (p. 196)
Conflict arising out of different attitudes to ethics (p. 197)
Conflict resolution strategy (p. 199)
Conflict arising out of different attitudes to corporate culture (p. 200)
Cultural conflict and management style (p. 201)
Cultural conflict and leadership (p. 203)
Summary (p. 206)
7 Expatriate management and intercultural management (p. 207)
Case study: ICAS (p. 207)
Academic discussion (p. 219)
Who expatriates are (p. 220)
Elements of expatriate management (p. 221)
Women expatriates (p. 226)
Gaining acceptance as an expatriate manager (p. 230)
Summary (p. 234)
8 Conclusion: diagnosis and prognosis (p. 235)
Diagnosis (p. 235)
Prognosis for intercultural management (p. 237)
References (p. 239)
Index (p. 246)

Excerpt provided by Syndetics

Acknowledgements Introduction 1 Organizational structure and intercultural management Case study: Credit Suisse Academic discussion Conventional organizational structures of global organizations Structural mechanisms Cultural aspects of Japan, the United States and Europe Summary 2 Communication and intercultural management Case study: Nestle Academic discussion Intercultural communication Intercultural relationships Effective corporate communication Summary 3 Core values and intercultural management Case study: Nestle Academic discussion Skills in intercultural management: a core value Core values as ties that bind across cultures National cultures and corporate core values Core values and the integrationist/differentiation perspective on culture Summary 4 Strategy and intercultural management BMW and 'glocalization': case study in intercultural management Academic discussion Corporate strategy and intercultural management Transnational collaborative arrangements Problems with global strategy Global strategy and local adaptation Advertising and corporate strategy Country manager and corporate strategy Summary 5 Knowledge management and intercultural management Case study: IBM Academic discussion Problems with ignoring knowledge management The intranet The Internet Digital home entertainment products Media Leveraging knowledge.management in transnational corporations Leadership in a knowledge management global corporation Summary 6 Conflict resolution and intercultural management Case study: International Committee of the Red Cross Academic discussion Environmental turbulence for host organizations created by globalization Conflict arising out of different attitudes to ethics Conflict resolution strategy Conflict arising out of different attitudes to corporate culture Cultural conflict and management style Cultural conflict and leadership Summary 7 Expatriate Management and intercultural Management Case study: ICAS Academic discussion Who expatriates are Elements of expatriate management Women expatriates Gaining acceptance as an expatriate manager Summary 8 Conclusion: diagnosis and prognosis Diagnosis Prognosis for intercultural management References Excerpted from Intercultural Management by Nina Jacob All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Author notes provided by Syndetics

Nina Jacob is currently Professor at Xavier Institute of Management, Bhubaneswar, India. She has recently been Visiting Professor at IESE Business School (Barcelona, Spain), and the KS Graduate Business School (St Gallen, Switzerland). She is also the author of numerous articles on intercultural management. The daughter of a retired career diplomat, she has lived and studied in Japan (The International School of the Sacred Heart, Tokyo), and Canada (Carleton University, Ottawa), and has travelled to all continents of the globe.