CONTENTS
List of figures = ⅹ
List of tables = xi
Preface = xii
Acknowledgments = xviii
Part Ⅰ Culture and Difference = 1
1 Cross - Cultural Management = 3
1.1 Introduction = 3
1.2 Why Are Cross-Cultural Management Skills Important? = 4
1.3 Defining Culture = 6
1.4 Managing Cultural Diversity = 14
1.5 Implications for the Manager = 17
1.6 Summary = 17
1.7 Exercises = 18
2 Doing Your Own Analysis = 20
2.1 Introduction = 20
2.2 Stereotypes and Generalizations = 21
2.3 The Process of Analysis = 24
2.4 Using Data = 30
2.5 Developing, Testing, and Selecting the Hypothesis = 43
2.6 Implications for the Manager = 45
2.7 Summary = 46
2.8 Exercise = 47
3 Comparing Cultures = 49
3.1 Introduction = 49
3.2 Modeling Cultural Orientations = 50
3.3 Cultural Contexts = 56
3.4 Culture, Status, and Function = 60
3.5 Culture and the Workplace = 64
3.6 Implications for the Manager = 77
3.7 Summary = 78
3.8 Exercise = 79
Part Ⅱ Culture and Structure = 81
4 Structures for Making Decisions = 83
4.1 Introduction = 83
4.2 The Functions of Structure = 84
4.3 Influences Other than Culture = 87
4.4 Culture and Structure = 93
4.5 Bureaucracy = 99
4.6 Implications for the Manager = 106
4.7 Summary = 108
4.8 Exercise = 108
5 Patronage Relationships = 111
5.1 Introduction = 111
5.2 Informal Relationships and Patronage = 112
5.3 Patronage, Society, and Culture = 119
5.4 The Organizational Context = 122
5.5 Building Modern Organizations in Patronage Cultures = 128
5.6 The Outsider Manager and Informal Relationships = 131
5.7 Implications for the Manager = 134
5.8 Summary = 135
5.9 Exercise = 136
6 Organizational Culture = 138
6.1 Introduction = 138
6.2 Organizational Culture and National Culture = 139
6.3 Changing the Organizational Culture = 149
6.4 National and Organizational Cultures in Multinational Companies = 156
6.5 Implications for the Manager = 161
6.6 Summary = 163
6.7 Exercise = 164
Part Ⅲ Culture and Relationships = 167
7 Cross-Cultural Management Communication = 169
7.1 Introduction = 169
7.2 Appropriate Communication across Cultures = 170
7.3 One-Way Communication = 178
7.4 Two-Way Communications = 183
7.5 A Transactional Model = 190
7.6 Implications for the Manager = 193
7.7 Summary = 195
7.8 Exercise = 196
8 Motivating across Cultures = 200
8.1 Introduction = 200
8.2 Identifying Needs = 201
8.3 Identifying Needs in Another Culture = 204
8.4 Maslow's Hierarchy of Needs = 209
8.5 Satisfaction and Motivation = 216
8.6 Satisfaction and Motivation = 216
8.7 Motivated to Achieve = 220
8.8 Implications for the Manager = 223
8.9 Exercise = 224
9 Disputer = 225
9.1 Introduction = 225
9.2 The Meaning of Dispute in Different Cultures = 226
9.3 Argument, Competition and Conflict = 232
9.4 Communicating Dispute = 236
9.5 Coping with Conflict and Finding a Resolution = 240
9.6 Implications for the Manager = 245
9.7 Summary = 246
9.8 Exercise = 247
10 Negotiations = 251
10.1 Introduction = 251
10.2 Preparing for ana International Negotiation = 252
10.3 Who Are They ? = 256
10.4 Why Negotiate ? = 260
10.5 How Should You Negotiate ? = 266
10.6 Implications for the Manager = 273
10.7 Summary = 275
10.8 Exercise = 275
11 Culture and Ethics = 277
11.1 Introduction = 277
11.2 Ethics = 278
11.3 Ethics across Cultures = 284
11.4 The Good Corporate Citizen = 293
11.5 Implications for the Manager = 296
11.6 Summary = 297
11.7 Exercise = 298
Part Ⅳ Culture and Organizational Policy = 301
12 Family Companies = 303
12.1 Introduction = 303
12.2 The United States Model = 305
12.3 The Chinese Model = 309
12.4 Culture and the Family Company = 320
12.5 Implications for the Manager = 324
12.6 Summary = 326
12.7 Exercise = 326
13 International Joint Ventures = 328
13.1 Introduction = 328
13.2 Alliances and International Joint entures = 329
13.3 Success and Failure in IJVs = 335
13.4 Human Resource Policies in IJVs = 340
13.5 Cultural Differences between the Parents = 343
13.6 Communicating between the Parents and the IJV = 347
13.7 Implications for the Manager = 349
13.8 Exercise = 351
14 Headquarters and Subsidiary = 353
14.1 Introduction = 353
14.2 The Subsidiary and the Host Society = 354
14.3 Staffing the Subsidiary = 359
14.4 Relations between Headquarters and the Subsidiary = 370
14.5 Developing the Multinational = 373
14.6 Implications for the Manager = 376
14.7 Summary = 377
14.8 Exercise = 378
15 Cross - Cultural Staffing Policies = 381
15.1 Introduction = 381
15.2 Success and Failure in Expatriate Postings = 382
15.3 The Solutions = 390
15.4 Culture Shock = 395
15.5 Repatriation = 399
15.6 Implications for the Manager = 402
15.7 Summary = 404
15.8 Exercise = 404
16 Training for an Expatriate Assignment = 407
16.1 Introduction = 407
16.2 Training Needs = 408
16.3 Language Training = 414
16.4 Training Programs = 417
16.5 Training Other Staff Categories = 423
16.6 Organizational Support for Training = 425
16.7 Implications for the Manager = 426
16.8 Summary = 428
16.9 Exercise = 428
Part Ⅴ Culture and Change = 431
17 Shifts in the Culture = 433
17.1 Introduction = 433
17.2 Recognizing Signifiant Shifts in the Culture = 434
17.3 Environmental Factors = 437
17.4 Which Environmental Factors Are Significant? = 439
17.5 The Cultural Conditions for Shift = 450
17.6 Implications for the Manager = 454
17.7 Summary = 456
17.8 Exercise = 456
18 Planning Change = 459
18.1 Introduction = 459
18.2 Planning Change in the Organization = 460
18.3 The Values of Planing = 465
18.4 Culture and Timescales = 472
18.5 Culture and Change = 475
18.6 Proactive Planning = 479
18.7 Implications for the Manager = 482
18.8 Summary = 484
18.9 Exercise = 484
Bibliography = 487
Index = 515
