Managing Cultural Differences: Global Leadership Strategies for the 21st Century / Edition 7

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Overview

This new edition of a business textbook bestseller has been completely updated. In particular, the book presents a fuller discussion of global business today. Also, issues of terrorism and state security as they affect culture and business are discussed substantially. The structure and content of the book remain the same, with thorough updating of the plentiful region and country descriptions, demographic data, graphs and maps. This book differs from textbooks on International Management because it zeroes in on culture as the crucial dimension and educates students about the cultures around the world so they will be better prepared to work successfully for a multinational corporation or in a global context.

• This classic has been praised as "the bible of multiculturalism" (New York Times News Service)
• All demographic information fully updated, new case studies added to each chapter, CDROM with additional student resources new to this edition
• Five-hundred page on-line instructor's manual available from publisher packed with exercises, resources, graphics and ppt slides for lectures

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Product Details

  • ISBN-13: 9780750682473
  • Publisher: Taylor & Francis
  • Publication date: 2/23/2007
  • Series: Managing Cultural Differences Series
  • Edition description: Older Edition
  • Edition number: 7
  • Pages: 732
  • Product dimensions: 7.62 (w) x 10.50 (h) x 1.85 (d)

Meet the Author

Robert Moran, Ph.D., is a Professor of Global Management, Emeritus at Thunderbird School of Global Management in Arizona, USA.

Dr. Philip R. Harris is President of Harris International, Ltd. in LaJolla, California. He is Series Editor of the Managing Cultural Differences Series and co-author of B-H books Managing Cultural Differences, Multicultural Management 2000, and Transcultural Leadership. He is on the advisory board of the European Business Review.

Sarah Moran has worked extensively in the areas of organizational and cross-cultural relations. She co-facilitated employee relations workshops with internal teams for Motorola and Intel employees to use cross-cultural management strategies to better manage global responsibilities. She has also worked with high level military nurses serving the U.S. Army, Navy and Air Force regarding fiscal priorities regarding health care concerns. As a member of the Diversity and Inclusion Council with The Hartford Company she worked implementing diversity awareness strategies to improve employee productivity. As a corporate examiner with Arizona Quality Alliance, she formulated an onsite examination strategy which included an analysis of organizational performance, development and leadership. Sarah earned her Masters in Organizational and Intercultural Communications from Arizona State University. She is currently a PhD student focusing her studies on Cross Cultural Management in the Organizational Behavior research area of Desautels Faculty of Management, McGill University, at Montreal, Canada.

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Table of Contents

Ch 1 Global leaders and culture; Global leaders and communicationGLOBAL LEADERS AND CULTURE Chapter 2
GLOBAL LEADERS AND COMMUNICATIONS Chapter 3
GLOBAL LEADERSHIP IN NEGOTIATIONS Chapter 4
GLOBAL LEADERS AND THE CHANGING KNOWLEDGE CULTURE Chapter 5
Global Leaders Learn from Other Management Systems CHAPTER 6
WOMEN AS LEADERS IN GLOBAL BUSINESS Chapter 7
MANAGING DIVERSITY IN THE GLOBAL WORK CULTURE Chapter 8
EFFECTIVE PERFORMANCE IN THE GLOBAL MARKETPLACE Chapter 9
LEADERSHIP IN CREATING CULTURAL SYNERGY Chapter 10
MANAGING TRANSITIONS AND RELOCATIONS IN THE GLOBAL WORKPLACE Chapter 11
DOING BUSINESS WITH MIDDLE EASTERNERS Chapter12
DOING BUSINESS WITH LATIN AMERICANS Chapter13
DOING BUSINESS WITH ASIANS AND AUSTRALIANS Chapter 14
DOING BUSINESS WITH EUROPEANS Chapter 15
DOING BUSINESS WITH AFRICANS Chapter 16
DOING BUSINESS WITH NORTH AMERICANS

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