| Description |
1 online resource (291 pages) |
| Contents |
Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; About the Editors; Contributors; Introduction: Seven Imperatives for Executive Education and Organizational Learning in the Global World; Think and Act Globally; Become an Equidistant Global Learning Organization; Focus on the Global System, Not Its Parts; Develop Global Leadership Skills; Empower Teams to Create a Global Future; Make Learning a Core Competence for Your Global Organization; Regularly Reinvent Yourself and the Global Organization; PART I: GLOBALIZATION AND LEARNING |
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Chapter 1. Anticipatory Learning for Global OrganizationsThe Organizational Learning Imperative; All Learning Is Not Equal; The Organizational Learning Matrix; Forecasting versus Creating the Future; From the Forecasted Future to the Invented Future; Summary and Conclusion; Chapter 2. Do Cultural Differences Make a Business Difference? Contextual Factors Affecting Cross-Cultural Relationship Success; In Search of Cultural Differences; The Foreign Acquisitions Study; Culture versus Context as an Explanatory Factor; Contextual Factors as Key Determinants of Cross-Cultural Relationship Success |
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The Negative Side of Cross-Cultural Interaction: Threat and PrejudiceThe Attribution of Organizational Problems to National Culture; Conclusion; Chapter 3. Managing Globally Competent People; Transnationally Competent Managers; The Globalization of Business: Strategy, Structure, and Managerial Skills; Transnational Human Resource Systems; Today's Firms: How Transnational?; Illusions and Recommendations; Chapter 4. Creating a High-Performance International Team; Establishing the Context of the Growing Number of International Teams; Creating and Managing an International Team |
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Managing the Geographical DistancesWorking Within the Team; PART II: DEVELOPING THE GLOBAL EXECUTIVE; Chapter 5. Selecting Training Methodology for International Managers; A Model for Management Training for International Assignments; A Theoretical Base for Training Methodology; Management Development Methods; Developing Cognitive Competencies; Developing Behavioral Competencies with Experiential Methods; Developing Performance Competencies; Summary and Case Application of the Training Model; Recommendations for Future Research |
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Chapter 6. Creating Scenarios and Cases for Global Anticipatory LearningReview of Anticipatory Learning Program Issues; Scenario Planning; Cases; Conclusion; Chapter 7. A Culture-General Assimilator: Preparation for Various Types of Sojourns; Introduction; Rationale for Materials Development; The Culture-Assimilator Format; Learning the Ropes; The Themes Around Which the One Hundred Incidents Were Developed; Uses for a Culture-General Assimilator; Conclusion; Chapter 8. Action Learning: Executive Development of Choice for the 1990s; What Is Action Learning? |
| Summary |
An essential reference book for you and your global organization, Executive Development and Organizational Learning for Global Business will guide you through the challenge of producing effective executives and masterminding learning organizations. In this cutting-edge overview, you'll share in the success stories of some of the most tried-and-true, top-selling authors in the world such as Peter Senge and Rosabeth Moss Kanter. Considered a "must-have" handbook for development managers, Executive Development and Organizational Learning for Global Business gives you a unique perspective |
| Notes |
Traditional Approaches to Action Learning |
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Print version record |
| Form |
Electronic book
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| Author |
Fulmer, Robert M
|
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Keys, J. Bernard
|
| ISBN |
9781317972655 |
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1317972651 |
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