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• Cover
• Praise01
• Praise02
• Title Page
• Imprint
• Contents
• Acknowledgements
• Foreword by Craig Storti
•         Introduction
• 01    Managing internationally
• Core competence
• Surfacing expectations
• Understanding your own cultures
• Profiling your own cultures
• Best practice: Focused on goals, flexible on approaches
• Case study 1: Nora Lundquist
• 02    Cultures
• Competing values?
• Power and status in national and organizational cultures
• Time in national and organizational cultures
• Communication style in national and organizational cultures
• Individualism and group-orientation in national and organizational cultures
• Performance orientation in national and organizational cultures
• Taking the outsider’s perspective on your own culture
• Profiling other cultures
• Best practice: Building a common culture
• 03    Individuals
• Stereotypes
• Personality and behaviour – at work and at home
• Personality
• Connecting the individual and culture
• Personality and your international profile combined
• Best practice: Get to know your colleagues
• Best practice: The role of leadership
• Case study 2: Laurence Berger
• 04    Situations
• Situations
• Situational judgement
• Culture, personality and situation
• Shared values and decision-making skills
• Scenarios
• 05    Direction
• The relationship between setting direction and uncertainty
• Direction and vision
• Results and relationships
• Communication styles
• Communicating direction: Big picture or detail? Push or pull?
• Long- and short-term orientation
• Past, present and future
• Best practice: Top-down or bottom-up or something else?
• Case study 3: Phil Carey
• 06    Organization and change
• Attitudes towards change
• Making change happen
• Changing organizational structure
• Change and cross-cultural mergers and acquisitions
• Working in international projects
• Working without a leader
• Best practice: The four Ps
• Case study 4: Pierre Menton
• 07    Roles
• Management roles and styles
• Supportive and directive styles
• International roles and local roles
• The role of the expert and the role of the manager
• The role of the influencer
• The role of the connector
• The role of the facilitator
• Best practice: Defining roles
• Case study 5: Sun Mei Ling
• 08    Support
• Why support is so important
• Ways of developing yourself
• Ways of supporting your colleagues
• Ways of developing your team
• Case study 6: Nguyen Binh
• 09    Feedback
• Formal and informal feedback
• Culture and feedback
• Face and feedback
• Personality and feedback
• Building a feedback culture
• Types of feedback
• Best practice: Balancing transparency and harmony
• Case study 7: Claudia Borges
• 10    Representing
• The importance of representing
• The skills of representing
• Factors that influence representing
• Representing internationally
• Tuning into body language
• Representing through socializing and building relationships
• Best practice: Representing yourself, your team, your company
• Case study 8: Talal Hamieh
• 11    Conflict
• Causes of conflict
• Attitudes towards conflict
• Culturally influenced attitudes towards conflict
• Preventing conflict through effective and appropriate communication
• Preventing conflict through understanding the context
• Resolving conflicts: Some options
• Best practice: Yourself, the others and trust
• Case study 9: Gisela Schaefer
• 12    Cooperation
• The basis for cooperation
• Regulating cooperation
• Building a common culture to leverage diversity
• Best practice: Cooperating in virtual teams
• Best practice: Cooperating in international teams
• Case study 10: Bracken International
• 13    Leading
• Managers and leaders – managing and leading
• Power as the basis for leadership
• The heart of leadership
• ‘Doing’ leadership
• Being a leader
• How leadership may differ from culture to culture
• What leaders have in common across cultures
• Case study 11: Leila Mehmet
• Case study answers
• Situational judgement commentaries
• Profiles of the managers quoted
• Glossary
• References
• Index
• Full imprint