Managing Cultural DiversityMeyer & Meyer Verlag, 2008 - 281 pages This practical, interactive reference examines the ways in which teams work, how people are managed in organisations and how we can understand the impact of organisational and national cultures. The book looks at a range of topics, including team dynamics, managing human resources, and managing intercultural diversity. |
Contents
Introduction to the Series | 6 |
Defining Teams | 25 |
Chapter 2 | 45 |
Chapter 3 | 53 |
Chapter 4 | 112 |
Chapter 7 | 130 |
Training and Development | 145 |
Chapter 9 | 166 |
International Human Resource Management | 189 |
Chapter 11 | 207 |
Defining Culture | 215 |
Chapter 14 | 257 |
Chapter 15 | 275 |
Other editions - View all
Managing Cultural Diversity Silvio DeBono,Stephanie A. Jones,Beatrice van der Heijden No preview available - 2011 |
Common terms and phrases
achieve appraisal approach Asian attitudes boss candidate challenges chapter China Chuppies commitment communication consider corporate culture costs countries defined discussed effective employees environment especially evaluation example Exercise expatriate feedback feel global goals Harvard Business Review Hayek Hellriegel Hofstede HR Manager human capital Human Resource Management ideas identify impact important individual issues Jack Welch Japanese Jones Journal Kuwait leader leadership learner learning London look multinational national culture negotiation objectives organization Organizational Behavior organizational culture outcomes overall overseas performance appraisal performance management person planning positive Prentice Hall problems production psychological contract recruitment relationships responsibility result reward Ritz-Carlton role senior skills Slocum specific staff strategy style subordinates Swatch Swatch Group task team development team members teamwork Torrington traditional Chinese training and development training needs understand values Western managers Westernized Chinese