Management Development Through Cultural DiversityPsychology Press, 1998 - 424 ページ This stimulating, clearly written and well-structured text is a comprehensive introduction to the principles of management and organisational behaviour, as well as a corrective to the eurocentric bias of most management texts. It develops a trans-cultural perspective which draws on insights from across the world to examine different management styles, cultures and stages of business development. Contents include: * Orientation * Primal Management - Western including America * Rational Management - Northern including Scandinavia * Developmental Management - Eastern including Japan * Metaphysical Management - Southern including South Africa * Developing yourself as a manager Each section examines core management theory and literature, cultural orientation and related prominent theories. The numerous case studies use appropriate examples from a wide range of international organisations. The uniquely wide-ranging perspective make this a valuable text for all those interested in general management, international business, organisational behaviour and corporate strategy. |
目次
Introduction | 1 |
PART I | 17 |
Developing in stages | 19 |
Transcending the eastwest divide | 45 |
Crossing the northsouth divide | 71 |
The soft and hard edges of management | 92 |
PART II | 105 |
Primal roots culture and economics | 107 |
Requisite organization | 188 |
Core competence and change management | 198 |
Executive and change agent | 222 |
Developmental roots biology and ecology | 234 |
Strategic management and organizational dynamics | 254 |
Emergent strategy and organizational learning | 270 |
Adopter and enabler | 291 |
Metaphysical roots philosophy and the humanities | 307 |
Passion for excellence | 115 |
Strategy performance and value | 130 |
Entrepreneur and animateur | 153 |
Rational roots administrative and behavioural science | 173 |
Spirit and transformation | 339 |
Innovator and adventurer | 363 |
PART III | 381 |
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多く使われている語句
achieve action action learning activities animateur approach balanced scorecard become behaviour Bill Gates Branson business ecosystem centre competitive complex concept context corporate create creative culture domains dynamic economic ecosystem emerging employees enabling enterprise entrepreneur environment experience fact finally finite Fujisawa function Hampden Turner hard human individual industry infinite game innovation integration interaction involves Japanese Jaques knowledge creation knowledge-creating leadership learning managerial mature ment mental models metaphysical metaphysical management midlife MMBA moreover networks operations organization organizational organizational learning orientation Parker Follett perspective physical potential primal management rational management relationships Revans Ricardo Semler Richard Branson role Search of Excellence self-organizing Senge shared skills social society soft spirit Stacey stage story strategy structure tacit knowledge thereby things tion Tom Peters transformation turn Turner and Trompenaars vision western