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Organizing consists of making other people work. We do this by manip ulating symbols: words, exhortations, memos, charts, signs of status. We expect these symbols to have the desired effects on the people con cerned. The success of our organizing activities depends on whether the others do attach to our symbols the meanings we expect them to. Whether or not they do so is a function of what I have sometimes called "the programs in their minds" -their learned ways of thinking, feeling, and reacting-in short, a function of their culture. The assumption that organizations could be culture-free is naive and myopic; it is based on a misunderstanding of the very act of organizing. Certainly, few people who have ever worked abroad will make this assumption. The dependence of organizations on their people's mental pro grams does not mean, of course, that we do not find many similarities across organizations. Some characteristics of human mental program ming are universal; others are shared by most people in a continent, a country, a region, an industry, a scientific discipline, or even a gender.
Written for students and others wishing to do international and cross-cultural research in business and management, this book provides an accessible introduction to the major principles and practices. A cross-cultural perspective has become vital to most contemporary management research. The increasingly global business environment has led to both a greater practical need for international management research and a questioning of whether management science follows universal rules. This book addresses the particular characteristics of international management research, including the important role of culture. A key introduction provides a comprehensive overview of the background, major issues and different approaches to international management research. The second chapter offers a typology of research designs in international management, and shows the role culture plays in such designs. The theories and paradigms that serve international and cross-cultural management research are examined in the third chapter. Chapter four examines and defines culture, its process and components. The final chapter pulls the describing arguments together to show how the construct of culture can be used in international management research. Throughout, the author provides numerous illustrative examples from key empirical studies.
Topics covered in this title include: organizing discourse; negotiating boundaries; crossing cultures; and theorizing practice.
The importance of communication for organizations has been an ongoing concern since management was first theorized. Yet language has tended to be viewed as simply a medium of communication - without language per se being theoretically problematized. This book enables a more critical exploration of the major theoretical positions on language and organization, explaining why language warrants a more central and considered place in organization studies. Language and Organization explains how various perspectives on the relationship between language and organization can be represented and explored. Concerned with issues such as power, knowledge and organizational discourse, this book will provide essential new links for a proper conceptualisation and understanding of organizations.
Composed of a series of annual volumes, it offers state-of-the-art reviews in the field of industrial and organizational psychology. Topics include psychological aspects of major organizational restructuring; methodological issues in personnel selection research; health, well-being and working women; measuring performance; the role of industrial and organizational psychology in developing countries and more. A sizable list of key references is also provided.
Geert Hofstede has completely rewritten, revised and updated Culture's Consequences for the twenty-first century, he has broadened the book's cross-disciplinary appeal, expanded the coverage of countries examined from 40 to more than 50, reformulated his arguments and a large amount of new literature has been included. The book is structured around five major dimensions: power distance; uncertainty avoidance; individualism versus collectivism; masculinity versus femininity; and long term versus short-term orientation.
A defining feature of Japan's emergence as a global economic superpower has been Japanese firms' establishment of thousands of affiliate operations in North America, Europe, and Asia. Despite the tremendous importance of this development, there have been surprisingly few articles published on the management of Japanese operations abroad, and even fewer attempts to collect and make sense of this scholarship. Schon Beechler and Allan Bird remedy this situation with Japanese Multinationals Abroad: Individual and Organizational Learning, a unique collection of essays from an international and interdisciplinary group of scholars. The book opens with an introduction by the editors, followed by a chapter analyzing the evolution of research on multinational enterprises in general and on Japanese multinational corporations in particular. The remainder of the book is divided into three sections. In the first section the contributors address the impact of Japanese management practices on individuals and groups, analyzing the interactions between Japanese expatriates and local employees that lead to negotiated "third cultures." The second section shifts to the business unit level, examining the ways in which Japanese firms attempt to transfer or substantially modify home country management philosophies, policies, and practices to fit the local affiliate. The final section, focused on the corporate level, deals with the impact of subsidiary management activities on the organization as a whole. The contributors address various aspects of organizational learning related to the transfer of managerial knowledge from subsidiary to parent or from one overseas affiliate to another. Japanese Multinationals Abroad: Individual and Organizational Learning addresses a set of issues that are critical for both international business researchers and practicing managers. It not only provides an integrated picture of how Japanese employees and organizations learn to adapt and prosper, it presents an clear lessons for all multinational corporations, regardless of their national origins.
Organizational Diagnosis and Assessment presents sharp-image diagnosis, a distinctive approach to organizational consultation and planned change, that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frames to produce empirically grounded models of sources of ineffectiveness and forces for change, showing how consultants, managers, and applied researchers can break free of unproductive practices and ways of thinking to avoid uncritical adoption of management fads. They offer workable solutions to critical problems and demonstrate ways to meet organizational challenges like market downturns, technological change, and alliances with other organizations. Organizational Diagnosis and Assessment covers diagnosis and assessment of work groups, organizations, and whole systems. This volume develops analytical approaches for problem solving and strategy formation in both for-profit and not-for-profit organizations. Diagnosis of public policy issues, like assessments of the effectiveness of health systems, is also addressed. Many of the models and techniques contribute to assessing the changing nature of the workplace, examining organizational decline and other life-cycle transitions; gendering; change and diversity in organizational culture and in workforce composition; the spread of new forms of work organization, including teams, flat hierarchies, and networks; new uses of information technology; and mergers and alliances among organizations. Organizational Diagnosis and Assessment will be invaluable to advanced students, consultants, and applied behavioral scientists in social sciences, management, social work, organizational and industrial psychology, organizational sociology, nursing, and public administration.
Organizational Dimensions of Global Change is the first book in a new series designed to facilitate, across discipline and national boundaries, an emergent dialogue around the issue of global change and cooperative potential. Written by an interdisciplinary group of leading scholars, the book explores how organizational scholarship and thinking can inform an understanding of global change issues and examines the potential of cooperation as a practice, an organizing accomplishment, and as a value for understanding issues of global change. It opens up conversations and research paths and addresses basic questions such as: What do we mean by global change research? What can organizational scholarship contribute to understanding the human dimensions of global change? If we were to offer a priority agenda for research and inquiry, what questions would we be asking and what kinds of research would have a high probability of making a large contribution to knowledge as well as a timely relevance for action? Topics discussed include global women leaders, corporations as agents of global change, international networking, the development of global environmental regimes, and collaborative knowledge creation. Organizational Dimensions of Global Change is an essential resource for students and scholars in the fields of organization and management science, policy studies, international relations and development studies, earth systems science, as well as the disciplines of sociology, economics, anthropology, political science, and psychology.
The last two decades have seen an explosive increase in the ethnic diversity of the workforce, growth in international business, and the emergence of many more multinational companies. The potential for problems as companies operate across borders and managers manage in countries which have different values, norms and cultural behaviors is great. By looking at organizational psychology in a cross-cultural context, we can gain an understanding of the challenges facing organizations and business today. This text breaks new ground in introducing organizational psychology from a cross cultural perspective. It provides a foundational overview of the current major theories in organizational psychology, and illuminates the impact of cultural differences on organizational dynamics. It also makes available specific research concerning our current understandings of how these dynamics play out in particular regions and countries, such as autocratic versus democratic leadership styles in Africa and Europe or conflict management in Asia. The volume offers a welcome introduction to the topic to those in industrial/organizational psychology, international relations and management, and international business/MBA programs focusing on international issues.