Managing People Across Cultures

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Overview

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, ...

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Overview

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.

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Editorial Reviews

From the Publisher
"...attempt[s] to bring balance, insight and logic...the authors succeed admirable in this endeavour..." (Dialogin.com, June 2006)
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Product Details

  • ISBN-13: 9781841124728
  • Publisher: Wiley
  • Publication date: 6/28/2004
  • Series: Culture for Business Series , #4
  • Edition number: 1
  • Pages: 384
  • Product dimensions: 6.02 (w) x 9.25 (h) x 1.17 (d)

Meet the Author

FONS TRAMPENAARS is Director of Trompenaars Hampden-Turner (THT), an innovative centre of excellence in intercultural management.  He is the world's foremost authority on cross-cultural management and is author and co-author of several books, including Did the Pedestrain Die?, 21 Leaders for the 21st Century and the worldwide bestseller, Riding the Waves of Culture.

CHARLES HAMPDEN-TURNER is a Senior Research Associate at the Judge Institute of management, Cambridge University.  He graduated from Cambridge and received his MBA and DBA from Harvard Business School.  In the USA, he received both a Guggenheim Fellowship and a Rockefeller Humanitites Fellowship.  he has recently been appointed Goh Tjoei Kok Distinguished Visiting Professor at Nanyang Business School, Singapore.  He is author of eighteen books and widely recognised as one of today's key business thinkers.

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Table of Contents

Introduction; Human Resource Management: A leading Force or a Palliative?

1. Human Resource Management and Corporate Culture.

2. Recruitment, Selection, and Assessment.

3. Training Managers to Attain Strategic Goals.

4. How HRM Can Facilitate the Problem-Solving Power of Teams.

5. Building a Learning Organization: A challenge to HR.

6. Leadership Development Across Cultures.

7. From Personal Diagnoses to Web-Based Assessments.

8. Steps Towards Resolving Dilemmas.

9. Creating an Assessment Center.

10. Varieties of Culture Shock.

Endnotes.

Appendices.

Bibliography.

Index.

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Customer Reviews

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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted November 4, 2004

    A Good Read!

    While human resource management (HRM) departments are a critical part of the modern corporation, they are often considered detached from the daily workings of their own employees. In a multinational modern corporation, these problems are exacerbated when other issues distract HRM professionals. Authors Fons Trompenaars and Charles Hampden-Turner inadvertently explain why many corporate employees consider HRM departments irrelevant. Meandering and without focus, their book rarely signals just where it is going. While it is part of a cross-cultural series, this book's stated intent is to make HRM a stronger part of corporate management through the ways it recruits, trains and rewards staff members. The authors cite interesting facts and studies as they discuss various facets of human resource management, including change, motivation, recruitment, assessment tools, managing teams, organizational learning, leadership development and diversity, all with some attention to cross-cultural issues. Although this book falls short of hitting its stated goal of placing HRM at the center of the modern corporation, we appreciate its ambition and the scope of its coverage.

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