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Table of Contents | ||||||
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Acknowledgements | xi | |||||
Foreword | xii | |||||
Introduction / Craig Storti | 1 | |||||
1. | Managing internationally / Craig Storti | 10 | ||||
Core competence / Craig Storti | 10 | |||||
Surfacing expectations / Craig Storti | 14 | |||||
Understanding your own cultures / Craig Storti | 15 | |||||
Profiling your own cultures / Craig Storti | 16 | |||||
Best practice: Focused on goals, flexible on approaches / Craig Storti | 20 | |||||
Case study 1: Nora Lundquist / Craig Storti | 22 | |||||
2. | Cultures / Craig Storti | 24 | ||||
Competing values? / Craig Storti | 24 | |||||
Power and status in national and organizational cultures / Craig Storti | 26 | |||||
Time in national and organizational cultures / Craig Storti | 30 | |||||
Communication style in national and organizational cultures / Craig Storti | 32 | |||||
Individualism and group-orientation in national and organizational cultures / Craig Storti | 35 | |||||
Performance orientation in national and organizational cultures / Craig Storti | 37 | |||||
Taking the outsider's perspective on your own culture / Craig Storti | 39 | |||||
Profiling other cultures / Craig Storti | 42 | |||||
Best practice: Building a common culture / Craig Storti | 43 | |||||
3. | Individuals / Craig Storti | 46 | ||||
Stereotypes / Craig Storti | 46 | |||||
Personality and behaviour - at work and at home / Craig Storti | 49 | |||||
Personality / Craig Storti | 50 | |||||
Connecting the individual and culture / Craig Storti | 52 | |||||
Personality and your international profile combined / Craig Storti | 55 | |||||
Best practice: Get to know your colleagues / Craig Storti | 58 | |||||
Best practice: The role of leadership / Craig Storti | 59 | |||||
Case study 2: Laurence Berger / Craig Storti | 61 | |||||
4. | Situations / Craig Storti | 63 | ||||
Situations / Craig Storti | 63 | |||||
Situational judgement / Craig Storti | 63 | |||||
Culture, personality and situation / Craig Storti | 64 | |||||
Shared values and decision-making skills / Craig Storti | 65 | |||||
Scenarios / Craig Storti | 65 | |||||
5. | Direction / Craig Storti | 69 | ||||
The relationship between setting direction and uncertainty / Craig Storti | 69 | |||||
Direction and vision / Craig Storti | 71 | |||||
Results and relationships / Craig Storti | 72 | |||||
Communication styles / Craig Storti | 73 | |||||
Communicating direction: Big picture or detail? Push or pull? / Craig Storti | 73 | |||||
Long- and short-term orientation / Craig Storti | 75 | |||||
Past, present and future / Craig Storti | 77 | |||||
Best practice: Top-down or bottom-up or something else? / Craig Storti | 79 | |||||
Case study 3: Phil Carey / Craig Storti | 81 | |||||
6. | Organization and change / Craig Storti | 84 | ||||
Attitudes towards change / Craig Storti | 84 | |||||
Making change happen / Craig Storti | 87 | |||||
Changing organizational structure / Craig Storti | 87 | |||||
Change and cross-cultural mergers and acquisitions / Craig Storti | 89 | |||||
Working in international projects / Craig Storti | 90 | |||||
Working without a leader / Craig Storti | 91 | |||||
Best practice: The four Ps / Craig Storti | 92 | |||||
Case study 4: Pierre Menton / Craig Storti | 94 | |||||
7. | Roles / Craig Storti | 96 | ||||
Management roles and styles / Craig Storti | 96 | |||||
Supportive and directive styles / Craig Storti | 97 | |||||
International roles and local roles / Craig Storti | 98 | |||||
The role of the expert and the role of the manager / Craig Storti | 99 | |||||
The role of the influencer / Craig Storti | 101 | |||||
The role of the connector / Craig Storti | 103 | |||||
The role of the facilitator / Craig Storti | 105 | |||||
Best practice: Defining roles / Craig Storti | 108 | |||||
Case study 5: Sun Mei Ling / Craig Storti | 110 | |||||
8. | Support / Craig Storti | 112 | ||||
Why support is so important / Craig Storti | 112 | |||||
Ways of developing yourself / Craig Storti | 113 | |||||
Ways of supporting your colleagues / Craig Storti | 114 | |||||
Ways of developing your team / Craig Storti | 116 | |||||
Case study 6: Nguyen Binh / Craig Storti | 122 | |||||
9. | Feedback / Craig Storti | 124 | ||||
Formal and informal feedback / Craig Storti | 124 | |||||
Culture and feedback / Craig Storti | 125 | |||||
Face and feedback / Craig Storti | 127 | |||||
Personality and feedback / Craig Storti | 128 | |||||
Building a feedback culture / Craig Storti | 129 | |||||
Types of feedback / Craig Storti | 130 | |||||
Best practice: Balancing transparency and harmony / Craig Storti | 131 | |||||
Case study 7: Claudia Borges / Craig Storti | 133 | |||||
10. | Representing / Craig Storti | 135 | ||||
The importance of representing / Craig Storti | 135 | |||||
The skills of representing / Craig Storti | 136 | |||||
Factors that influence representing / Craig Storti | 137 | |||||
Representing internationally / Craig Storti | 139 | |||||
Tuning into body language / Craig Storti | 140 | |||||
Representing through socializing and building relationships / Craig Storti | 142 | |||||
Best practice: Representing yourself, your team, your company / Craig Storti | 146 | |||||
Case study 8: Talal Hamieh / Craig Storti | 146 | |||||
11. | Conflict / Craig Storti | 149 | ||||
Causes of conflict / Craig Storti | 149 | |||||
Attitudes towards conflict / Craig Storti | 152 | |||||
Culturally influenced attitudes towards conflict / Craig Storti | 154 | |||||
Preventing conflict through effective and appropriate communication / Craig Storti | 156 | |||||
Preventing conflict through understanding the context / Craig Storti | 158 | |||||
Resolving conflicts: Some options / Craig Storti | 159 | |||||
Best practice: Yourself, the others and trust / Craig Storti | 161 | |||||
Case study 9: Gisela Schaefer / Craig Storti | 162 | |||||
12. | Cooperation / Craig Storti | 164 | ||||
The basis for cooperation / Craig Storti | 164 | |||||
Regulating cooperation / Craig Storti | 166 | |||||
Building a common culture to leverage diversity / Craig Storti | 168 | |||||
Best practice: Cooperating in virtual teams / Craig Storti | 170 | |||||
Best practice: Cooperating in international teams / Craig Storti | 173 | |||||
Case study 10: Bracken International / Craig Storti | 176 | |||||
13. | Leading / Craig Storti | 179 | ||||
Managers and leaders [—] managing and leading / Craig Storti | 179 | |||||
Power as the basis for leadership / Craig Storti | 181 | |||||
The heart of leadership / Craig Storti | 181 | |||||
'Doing' leadership / Craig Storti | 182 | |||||
Being a leader / Craig Storti | 182 | |||||
How leadership may differ from culture to culture / Craig Storti | 184 | |||||
What leaders have in common across cultures / Craig Storti | 188 | |||||
Case study 11: Leila Mehmet / Craig Storti | 191 | |||||
Case study answers / Craig Storti | 193 | |||||
Situational judgement commentaries / Craig Storti | 200 | |||||
Profiles of the managers quoted / Craig Storti | 204 | |||||
Glossary / Craig Storti | 206 | |||||
References / Craig Storti | 224 | |||||
Index / Craig Storti | 228 |
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