Efnisyfirlit

• Cover Page
• Title Page
• Copyright Page
• Contents
• List of Tables and Figures
• List of Mini Case Studies
• Author Biography
• Guided Tour
• Acknowledgements
• Part I Introduction
• 1 Why Study Managing Across Cultures?
• Why study the subject of managing across cultures?
• This book: rationale, aims and structure
• Rationale
• Aims
• Structure
• How to use the book
• Learning outcomes
• Chapter review
• References
• 2 The Meaning and Importance of Managing Across Cultures
• Emergence of managing across cultures
• The triggers
• Expatriates’ failure to complete assignments abroad
• Recession in the 1980s
• Economic development of Japan and South-east Asia
• Economic development of China and India
• ‘Westernization’ of Central and Eastern Europe
• The drivers
• Multinational companies
• International competition
• Regional economic integration
• Technical changes and flow of information
• Trade and financial services
• Political and cultural influences
• Western management education and the use of English in business
• Reforms in developing countries
• The meaning of managing across cultures
• Managing local employees globally
• Building a global corporate culture
• Forward diffusion of knowledge and skills
• Managing global employees locally
• National norms and values
• National economic trends and organizational characteristics
• National institutions and legal systems
• Assessing and avoiding risks
• Reverse diffusion of knowledge and skills
• Summary
• Revision questions
• References
• 3 Contexts and the Cultural Dilemma of Managing Across Cultures
• Introduction
• The contexts of managing across cultures
• The global–international context
• Economic challenges
• Political challenges
• Legal challenges
• Technological challenges
• The local–national country context
• The political environment
• The legal environment
• The economic environment
• The organizational context
• The ethnocentric approach
• The polycentric approach
• The geocentric approach
• The regiocentric approach
• Organizational culture
• Is management a universal phenomenon?
• Convergence theory
• Divergence theory
• The cultural dilemma of managing across cultures
• Definitions of culture
• Dimensions of culture
• Kluckhohn and Strodtbeck (1961): cultural value orientations
• Geert Hofstede: cultural dimensions of societies
• Fons Trompenaars’ (1993) Cultural Framework
• The Project GLOBE cultural framework (House et al., 2004)
• Summary
• Revision questions
• References
• Part I Case Study Bob Over the Globe – Chevron and Saudi Aramco
• Introduction
• The birth and growth of Saudi Aramco
• Chevron–Saudi Aramco interface
• The globalizing power of business versus the localizing power of culture in managing people internationally
• Questions
• References
• Part II Managing in Anglo-Saxon Countries
• 4 The US and Canada
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• The services sector
• Unemployment
• Flexible working practices
• Job insecurity and high turnover
• Diversity
• Ageing working population
• Management and organization
• Strategic awareness
• Avoidance of trade unions
• Employee–employer agreements
• Managing diversity
• Managing human resources
• Recruitment and Selection
• Equal opportunities
• Graduate recruitment
• Selection
• Education, training and development
• Organizational training
• Business and management education
• Vocational education
• Rewards and remuneration
• Performance appraisal
• Performance-related pay and negotiated pay
• Minimum wage
• Employee relations
• Trade unions
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 5 The UK and Ireland
• Introduction
• Socio-economic and political context
• Economics
• Politics
• Culture
• Labour market trends
• Shortages of skilled labour
• Employment of women
• The older workforce
• Employment of migrant workers
• Flexible working practices
• The unemployment rate
• Management and organization
• Strategic integration
• Outsourcing
• Collective bargaining
• Pragmatism
• Flexibility and cost reductions
• Commitment to quality improvement
• International management orientation
• Managing human resources
• Recruitment and selection
• Recruitment
• Graduate recruitment
• Selection
• Training and development
• Apprenticeship training
• Employee training and development
• Management education, training and development
• Vocational training
• Lifelong learning
• Investors in People (IP)
• Rewards and Remuneration
• Performance appraisal
• Performance-related pay
• Statutory minimum wage
• Wage inequalities
• Employee relations
• Trade unions
• Collective bargaining
• Strikes and industrial action
• Settlement of industrial disputes
• Employee involvement and participation
• Summary
• Revision questions
• References
• 6 Australia and New Zealand
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Employment of women
• Flexible working practices
• Employment of older people
• Employment of ethnic minorities
• Unemployment
• Management and organization
• HR and corporate strategy
• Reliance on legal experts
• Managing human resources
• Recruitment and selection
• Recruitment
• Graduate recruitment
• Selection
• Training and development
• On-the-job training and apprenticeships
• Off-the-job training and education
• Organizational training
• Rewards and remuneration
• Centralized rewards system (rewards set by collective agreement)
• Decentralized rewards system (rewards set by individual arrangements)
• The minimum wage
• Employee relations
• Trade union organization, membership and density
• Collective bargaining
• Industrial conflicts and strikes
• Settlement of industrial disputes
• Employee involvement and participation
• Summary
• Revision questions
• References
• Part II Case Study 9/11 – The Effects and Organizational Response
• Introduction
• The impact of 9/11 on travelling and tourism
• Dealing with and responding to the crisis
• Redundancies – the common response to a crisis
• Recruiting and retaining key employees
• Training for possible attacks
• Communication and crisis management plans
• Conclusion
• Questions
• References
• Part III Managing in South-East Asian Countries
• 7 Japan and South Korea
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Low unemployment rates
• Chaebol and zaibatsu
• A hard-working, committed and loyal workforce
• Female employment
• Older working population
• From full-time employment to flexible employment
• Management and organization
• Quality improvement
• Consultation, communication and decision-making: the ringi system
• Paternalistic leadership
• Job security: from lifetime employment to employment adjustment
• Managing human resources
• Recruitment and selection
• Recruitment
• Graduate recruitment
• Selection
• Training and development
• Company induction training
• On-the-job training and job rotation
• Enterprise-specific skills training
• Continuous training
• Self-development
• Management training and development
• Rewards and remuneration
• Minimum wage
• Seniority-based rewards
• Rewards and organizational size and sector
• Bonus systems
• Performance-related pay
• Promotion
• Employee relations
• Trade unions
• Enterprise unions
• Collective bargaining
• Industrial action
• The settlement of industrial disputes
• Summary
• Revision questions
• References
• 8 China and Hong Kong
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Skills shortages
• Rural–urban migration
• Joint ventures and foreign-owned companies
• Stratification and exploitation of the labour force
• Management and organization
• State- and party-orientated management
• Heavily regulated management
• Culturally determined management
• Western management
• Managing human resources
• Recruitment and selection
• From lifetime employment to labour contract assignments
• From centralized to decentralized recruitment
• From non-existent to more formalized recruitment and selection methods
• Training and development
• Education and learning process
• Vocational training and education
• Organizational training
• Management education, training and development
• Management education on a wider scale
• Training as many managers as possible at home and abroad
• Supporting Chinese managers in learning from joint ventures and foreign-owned companies
• Rewards and remuneration
• Minimum wage
• Performance appraisal and performance-related pay
• Employee relations
• Trade union composition and membership
• The role of trade unions
• The workers’ congress
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 9 Indonesia and Malaysia
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Unemployment rate
• Employee turnover
• Demand for skilled and professional labour
• Employment of women and ethnic groups
• Employment of immigrant workers
• Management and organization
• Regulated management
• Paternalistic management
• Integrated management
• Quality-based management
• Adopted management
• Managing human resources
• Recruitment and selection
• Affirmative action
• Word of mouth
• Kinship recruitment
• Need-based recruitment
• Training and development
• Education
• Training
• Rewards and remuneration
• Minimum wage
• Performance appraisal and performance-related pay
• Employee relations
• Trade unions
• From state unions to company unions
• Collective bargaining
• Industrial action
• The settlement of industrial disputes
• Summary
• Revision questions
• References
• Part III Case Study The 1997 Asian Financial Crisis
• Introduction
• Causes
• The effects
• Responses and recovery measures
• Conclusion
• Questions
• References
• Part IV Managing in Western European Countries
• 10 Belgium and France
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Unemployment
• Flexible working practices
• Female participation
• Migrant labour
• Older working population
• Management and organization
• Formality and bureaucracy
• Elitism and intellect
• Strategic awareness
• Internal partnership and empowerment of line managers
• Managing human resources
• Recruitment and selection
• Recruitment
• Graduate recruitment
• Selection
• Training and development
• Education
• Vocational and employer-provided training
• Vocational training for young people
• Employer-provided training
• Rewards and remuneration
• Minimum wage
• Performance-related pay
• Employee relations
• Trade unions
• Trade union membership and density
• Collective bargaining
• Worker participation
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 11 Germany and the Netherlands
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Unemployment
• Equal opportunities and diversity
• Older versus younger workers
• Immigrant workers
• Management and organization
• Integrated management
• Strategic management
• Participative management (co-determination)
• Managing human resources
• Recruitment and selection
• Recruitment
• Selection
• Training and development
• Education
• Vocational training
• Rewards and remuneration
• The minimum wage
• Allowances and benefits
• Performance-related pay
• Employee relations
• Trade unions
• Works councils
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 12 Denmark, Norway and Sweden
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Unemployment
• Female participation
• Flexible working
• Migrant labour
• Management and organization
• Social partnership
• Egalitarianism and consensus
• Empowerment of line managers
• Industrial democracy
• Managing human resources
• Recruitment and selection
• Recruitment
• Selection
• Training and development
• Education
• Vocational training
• Organizational training
• Life-long learning
• Rewards and remuneration
• Performance-related pay
• Employee relations
• Trade unions
• Trade union membership
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 13 Greece, Italy and Spain
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Unemployment
• Temporary employment
• Flexible working practices
• Immigrant labour
• Management and organization
• Ownership and management practice
• Internationalized management
• Managing human resources
• Recruitment and selection
• Recruitment
• Graduate recruitment
• Selection
• Training and development
• Education
• Vocational training
• Organizational training
• Rewards and remuneration
• The minimum wage
• Performance appraisal and performance-related pay
• Employee relations
• Trade unions
• Trade union membership and density
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• Part IV Case Study EU Enlargement and its Implications for Work and Employment
• Introduction
• The transitional clause
• Drivers of immigration
• Implications and responses
• Questions
• References
• Part V Managing in Developing Countries
• 14 African Countries
• Introduction
• Contexts: economics, politics, and culture
• Economics
• Politics
• Culture
• Labour market trends
• High unemployment
• Declining public sector employment
• Growth of informal sector employment
• Low participation of women in formal employment
• Child labour and illegal employment practices
• Effects of HIV and AIDS on employment
• Migration of skilled and professional labour
• Shortages of skilled and educated labour
• Management and organization
• Centralization of decision-making
• Public sector management and bureaucracy
• Politicization of management practices
• Ubuntu management
• Managing human resources
• Recruitment and selection
• Training and development
• Inadequate education systems
• Inappropriate education and training programmes
• Inefficient management of education and training bodies and institutions
• Insufficient organizational training
• The influence of culture on training
• Rewards and remuneration
• Minimum wage
• From seniority to merit-based pay
• Performance appraisal
• Supplementary pay
• Promotion by decree
• Informal welfare system
• Employee relations
• Trade unions
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 15 Arab Countries
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Uneven composition and distribution of labour
• Unemployment and youth unemployment
• From foreign to national labour employment: localization
• Public versus private sector employment
• Foreign investment
• Female employment
• Child labour and illegal employment practices
• Immigration of skilled and professional labour
• Management and organization
• Inherited management policies and practices
• Authoritarianism
• Paternalism
• Centralization of decision-making
• Politically oriented management
• Bureaucracy
• Adopted management policies and practices
• Adopted socialist management systems
• Adopted capitalist management systems
• Factors conditioning management and organization in Arab countries
• Traditional norms and values
• Islamic values and principles
• Managing human resources
• Recruitment and selection
• Recruitment
• Selection
• Training and development
• Vocational training
• Organizational training
• Management development
• Rewards and remuneration
• Seniority-based pay
• Nationality-based pay
• Pay for goodwill
• Performance appraisal
• Performance-related pay
• Employee relations
• Trade unions
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 16 India
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour Market Trends
• Unemployment
• Agricultural employment
• Increasing employment in IT
• Employment and foreign direct investment
• Informal sector employment
• Female participation in the labour market
• Child labour and illegal employment practices
• Skill shortages
• Management and organization
• Authoritative and paternalistic management
• Integrated and international management
• Managing human resources
• Recruitment and selection
• Recruitment
• Selection
• Graduate recruitment
• Training and development
• Education and learning
• Vocational education and training
• Organizational training
• Rewards and remuneration
• Basic pay, benefits and allowances
• Performance appraisal and performance-related pay
• Employee relations
• Trade unions
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• 17 Central and Eastern Europe
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• From state-owned large companies to privately owned small and medium size enterprises
• Company closures, downsizing and mass redundancies
• A well-qualified and skilled workforce
• Female employment
• Flexible working
• Management and organization
• Authoritarian management
• Experimental management
• Initiative management
• Managing human resources
• Recruitment and selection
• Too many applicants to choose from
• Applicants in high demand
• Applicants by recommendation
• Training and development
• Organizational training
• Rewards and remuneration
• Limited use of performance-related pay
• Rewards based on managerial judgements
• Rising wage inequalities
• Employee relations
• Trade unions
• Collective bargaining
• Industrial action
• The settlement of industrial disputes
• Summary
• Revision questions
• References
• 18 South America
• Introduction
• Contexts: economics, politics and culture
• Economics
• Politics
• Culture
• Labour market trends
• Unemployment
• Agricultural employment
• Declining public sector employment
• Informal sector employment
• Self-employment
• Temporary, seasonal and short-term employment
• Multinationals and employment
• Increasing employment of women
• Child labour
• Labour migration
• Management and organization
• Person-centred approach
• Authoritarian management
• Centralized approach
• Procedural formality and formal behaviour
• Paternalism
• Face-to-face communication
• Managing human resources
• Recruitment and selection
• Recruitment
• Selection
• Training and development
• Organizational training
• Apprenticeships
• Vocational training
• Management education and training
• Rewards and remuneration
• Minimum wage
• Rewards and the family
• Pay inequalities
• Limited employment benefits
• Performance appraisal
• Employee relations
• Trade unions
• Collective bargaining
• Industrial action
• Settlement of industrial disputes
• Summary
• Revision questions
• References
• Part V Case Study Making Poverty History
• Introduction
• Aid, trade and security
• The need for sustainable and developmental aid programmes
• The need for fair international trade and more foreign direct investment
• The need for peace, equality and justice
• Management and organization
• Conclusion
• Questions
• References
• Part VI Conclusion
• 19 Emerging Issues and Future Challenges in Managing Across Cultures
• Introduction
• Managing diversity
• Managing equality
• Employment of women
• Employment of ethnic minorities
• Employment of older people
• The need for international equal opportunities policies
• Managing flexibility
• Flexible working practices
• Family-friendly policies
• Ethics in managing across cultures
• Managing information technologies
• Managing environmental awareness and employee well-being
• Summary
• Revision questions
• References
• Glossary
• Index