INTERNATIONAL MANAGEMENT
DERESKY, HELEN
INTERNATIONAL MANAGEMENT MANAGING ACROSS BORDERS AND CULTURES TEXT AND CASES DERESKY, HELEN - 6 - NEW DELHI PEARSON EDUCATION IN SOUTH ASIA 2011 - XV, 492 PAPER
Table of Content
PART I: THE GLOBAL MANAGER’S ENVIRONMENT
Assessing the Environment–Political, Economic, Legal, Technological 1
Managing Interdependence: Social Responsibility and Ethics
PART II: THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT
Understanding the Role of Culture
Communicating Across Cultures
Cross-cultural Negotiation and Decision Making
PART III: FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS
Formulating Strategy
Global Alliances and Strategy Implementation
Organization Structure and Control Systems
PART IV: GLOBAL HUMAN RESOURCES MANAGEMENT
Staffing, Training, and Compensation for Global Operations
Developing a Global Management Cadre
Motivating and Leading
COMPREHENSIVE CASES
New: Case 1 Coca-Cola’s Business Practices: Facing the Heat in a Few Countries (Global)
New: Case 2 Google in China: The Big Disconnect (China)
New: Case 3 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 1).
New: Case 4 Nora Sakari: A Proposed Joint Venture in Malaysia (Finland and Malaysia).
New: Case 5 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 2)
Case 6 Guanxi in Jeopardy: Joint Venture Negotiations in China
New: Case 7 Dell’s Problems in China
New: Case 8 Starbucks’ International Operations (2006) (Global)
New: Case 9 Note on the Auto Industry
New: Case 10 Renault-Nissan: The Paradoxical Alliance (France/Japan)
New: Case 11 DaimlerChrysler AG: A Decade of Global Strategic Challenges Leads to Divorce in 2007
New: Case 12 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 3)
New: Case 13 Infosys’ Global Delivery Model (India)
Case 14 A First-Time Expatriate’s Experience in a Joint Venture in China
New: Case 15 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 4)
Salient Features
The fate of overseas operations depends greatly on the international manager’s culture skills and sensitivity, as well as the ability to carry out the company’s strategy within the context of the host country’s business practices. In the sixth edition, cross-cultural management and competitive strategy are evaluated in the context of global changes such as:
The expanding European Union; Pg. 231
The increasing trade among the Americas; Pg. 10
The rapidly growing economies in Asia; Pg. 9
Throughout this edition, there is an emphasis on how the variable of culture interacts with other national and international factors to affect managerial processes and behaviors.
978-81-317-5931-8
INTERNATIONAL MANAGEMENT
658.049
INTERNATIONAL MANAGEMENT MANAGING ACROSS BORDERS AND CULTURES TEXT AND CASES DERESKY, HELEN - 6 - NEW DELHI PEARSON EDUCATION IN SOUTH ASIA 2011 - XV, 492 PAPER
Table of Content
PART I: THE GLOBAL MANAGER’S ENVIRONMENT
Assessing the Environment–Political, Economic, Legal, Technological 1
Managing Interdependence: Social Responsibility and Ethics
PART II: THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT
Understanding the Role of Culture
Communicating Across Cultures
Cross-cultural Negotiation and Decision Making
PART III: FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS
Formulating Strategy
Global Alliances and Strategy Implementation
Organization Structure and Control Systems
PART IV: GLOBAL HUMAN RESOURCES MANAGEMENT
Staffing, Training, and Compensation for Global Operations
Developing a Global Management Cadre
Motivating and Leading
COMPREHENSIVE CASES
New: Case 1 Coca-Cola’s Business Practices: Facing the Heat in a Few Countries (Global)
New: Case 2 Google in China: The Big Disconnect (China)
New: Case 3 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 1).
New: Case 4 Nora Sakari: A Proposed Joint Venture in Malaysia (Finland and Malaysia).
New: Case 5 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 2)
Case 6 Guanxi in Jeopardy: Joint Venture Negotiations in China
New: Case 7 Dell’s Problems in China
New: Case 8 Starbucks’ International Operations (2006) (Global)
New: Case 9 Note on the Auto Industry
New: Case 10 Renault-Nissan: The Paradoxical Alliance (France/Japan)
New: Case 11 DaimlerChrysler AG: A Decade of Global Strategic Challenges Leads to Divorce in 2007
New: Case 12 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 3)
New: Case 13 Infosys’ Global Delivery Model (India)
Case 14 A First-Time Expatriate’s Experience in a Joint Venture in China
New: Case 15 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 4)
Salient Features
The fate of overseas operations depends greatly on the international manager’s culture skills and sensitivity, as well as the ability to carry out the company’s strategy within the context of the host country’s business practices. In the sixth edition, cross-cultural management and competitive strategy are evaluated in the context of global changes such as:
The expanding European Union; Pg. 231
The increasing trade among the Americas; Pg. 10
The rapidly growing economies in Asia; Pg. 9
Throughout this edition, there is an emphasis on how the variable of culture interacts with other national and international factors to affect managerial processes and behaviors.
978-81-317-5931-8
INTERNATIONAL MANAGEMENT
658.049