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Inhaltsangabe:Abstract: Nowadays firms have to interact on the international level to pursue their business. In doing this they might be conducted to deal with LDC firms or even establish a subsidiary in a developing country. The aim of this study is to examine to what extent Western management practices are applicable to specific LDCs environments. First the main differences between in business environment are highlighted. Then the whole lifecycle of establishing and managing a venture abroad will be discussed critically. Results are always presented in a concrete and practical form to that managers might use it as a handbook. Every organisation functions as an open system and is affected by the demographic, cultural, economic and political specificities of his surroundings Management practices are also determined by their environment. It is hence substantive to comprehend social underlying values and attitudes when dealing with colleagues and workers, as well as to grasp the reasons and dynamics of the political and economical framework. This necessity is emphasised in developing countries as brusque changes in a company s domain might have serious consequences if the management is taken unaware. To reduce environmental risks and allow a company to plan its activities it can be useful to set up an information system and become conscious of one s own cultural determination as a first step toward cultural empathy. Some aspects of Indian management are presented as a conceptual framework for the second part, where the experience of French and Germany companies will be integrated. It may also serve as an example to follow when analysing a country s work culture. India seems to be a collectivist, feminine country with a low uncertainty avoidance and high power distance. Though this may explain the predominance of a nurturant-task leadership style, a whole multitude of management styles ca be found across industries. The entry strategy decision in a LDC can be facilitated by analysing the transaction cost and the strategic motivations of the foreign company. Foreign direct investments can take the form of joint-ventures or WOSs, within which flexibility, control and risk differ. Restrictive governmental regulations often bias the deliberation by urging towards the joint-venture, as part of development policies. Selecting a compatible partner and negotiating the venture s contractual base need careful proceeding as many future problems can be [...]
The human condition is affected by numerous factors in modern society. In modern times, technology is so integrated into culture that it has become necessary to perform even daily functions. Human Development and Interaction in the Age of Ubiquitous Technology is an authoritative reference source for the latest scholarly research on the widespread integration of technological innovations around the globe and examines how human-computer interaction affects various aspects of people’s lives. Featuring emergent research from theoretical perspectives and case studies, this book is ideally designed for professionals, students, practitioners, and academicians.
This volume brings together some of the best writing published in the journal Management Learning since its re-launch under this title in 1994. The selection very much reflects the mission of the journal to act as a showcase for innovative, international and interdisciplinary work which covers a wide gamut of issues connected to management, organizations, learning and knowledge. The field of management learning, widely drawn in this way, brings together some of the key preoccupations within several areas of management, organization studies and social science more generally. Learning and knowledge have become central themes within thee areas for several reasons, both practical and theoretical. These include the way that organizational learning is seen as a key source of competitive advantage, and the wider analysis that individuals and organizations now inhabit a `knowledge economy′. Theoretically, recent years have seen emerging understandings of the social significance of `communities of practice′, whilst learning in its many manifestations is increasingly seen as being imbricated in issues of power. This latter points to one of the particular areas which has been a focus for the journal, namely more critically orientated approaches to management learning. This collection provides readings grouped under six key headings which reflect where some of the most influential and provocative work in the field has been done over recent years, namely: - Organizational Learning and Learning Organizations - Individual Learning - Critical Approaches to Management Education and Learning - Pedagogical Practice - Globalization and Management Learning - Beyond Management Learning Along with an editorial introduction, this volume will provide a unique and invaluable resource for anyone studying or researching management learning and cognate areas, by bringing together some of the best peer-reviewed work in the field.
A wide range of conceptualizations of "management" have been offered and it is often difficult for managers to fully understand their roles within the organization; however, managers striving for effectiveness would do well to invest effort into understanding the functions, roles, and skills associated with managerial positions. In order to be adroit practitioners of their craft, managers must understand these basic concepts, as well as the different levels of managerial effectiveness, how they are measured, the styles available to managers, and the factors that determine which style might be preferred in a particular instance. This book addresses a wide array of topics relating to the practice of management including the roles and activities expected from an effective manager, specific managerial skills, styles of management, management systems, and managing in developing countries.
International HRM provides an account and critique of human resource management from a cross-cultural perspective, and explains theories relevant to the decision-making of real managers.
This Handbook provides evidence-based information to the reader regarding the dynamics of HRM in this important region. The book is developed into three parts – contextual and functional issues such as societal and cultural perspectives, performance management and talent management; country-specific HRM covering the GCC, Levant and North African nations; and emerging themes such as HR issues related to domestic workers, labour localisation, expatriate management, CSR, Wasta, foreign and public sector firms. Covered under 23 chapters, the systematic analysis highlights the main forces determining HRM systems in the region.
This volume addresses the shortage of knowledge about the nature, diversity and context of HRM in Africa and highlights the important trends and patterns that have been emerging on the continent.
This title was first published in 2002: Human Resource Development (HRD) arguably constitutes the most important aspect of managing resources at work. In this context, HRD has for some time played a significant role in Western business management. This volume focuses on the changing role of human resource management (HRM) on an international spectrum, and its implication for the role that HRM plays within organizations in developed and developing economies. Critically assessing HRM in the context of public and private organizations and NGOs based in South East Asia, Africa, the Middle East and Eastern Europe, the volume focuses on the role of managers as both influenced and influencing change agents who determine the future of HRM. It examines changing patterns of HRM in terms of orientation, initiatives, policies and practices, and explores the possibility of a more flexible and constructive approach to ’gender’ as women increasingly occupy more managerial and executive positions.
Leadership is a universal phenomenon that has been consistently identified as playing a critical role in the success or failure of organizations. This book begins with an overview of the history and evolution of leadership studies and traces some of the major “schools” of leadership studies that have attracted the interest of researchers since the 19th century. Also discussed are the various theories and models of leadership that have emerged over that period. The author introduces cross-cultural leadership studies and then discusses cross-cultural competencies of global leaders, which are the practical applications of the information available from the researchers to the day-to-day activities of leaders in business organizations around the world. Finally, the book assesses the research on cross-cultural leadership, culture, and leadership in developing countries.
Alena Ledeneva invites you on a voyage of discovery, to explore society’s open secrets, unwritten rules and know-how practices. Broadly defined as ‘ways of getting things done’, these invisible yet powerful informal practices tend to escape articulation in official discourse. They include emotion-driven exchanges of gifts or favours and tributes for services, interest-driven know-how (from informal welfare to informal employment and entrepreneurship), identity-driven practices of solidarity, and power-driven forms of co-optation and control. The paradox, or not, of the invisibility of these informal practices is their ubiquity. Expertly practised by insiders but often hidden from outsiders, informal practices are, as this book shows, deeply rooted all over the world, yet underestimated in policy. Entries from the five continents presented in this volume are samples of the truly global and ever-growing collection, made possible by a remarkable collaboration of over 200 scholars across disciplines and area studies. By mapping the grey zones, blurred boundaries, types of ambivalence and contexts of complexity, this book creates the first Global Map of Informality. The accompanying database is searchable by region, keyword or type of practice, so do explore what works, how, where and why! Praise for The Global Encyclopaedia of Informality ‘The Global Encyclopaedia of Informality represents the beginning of a new era in informality studies. With its wealth of information, diversity, scope, theoretical innovation and artistic skill, this collection touches on all the aspects of social and cultural complexity that need to be integrated into policy thinking.’ Predrag Cveti?anin, Centre for Empirical Cultural Studies of South-East Europe, Belgrade, Serbia ‘This is a monumental achievement – an indispensable reference for anyone in the social sciences interested in informality.’ Martin Holbraad, Professor of Social Anthropology, UCL, and editor-in-chief of Social Analysis ‘This impressive work helps us understand our complex times by showing how power develops through informal practices, mobilizing emotional, cognitive and relational mechanisms in strategies of survival, but also of camouflage and governance.’ Donatella della Porta, Director of Centre of Social Movements Studies, Scuola normale superiore, Firenze, Italy ‘An impressive, informative, and intriguing collection. With evident passion and patience, the team of 250 researchers insightfully portrays the multiplicity of informal and often invisible expressions of human interdependence.’ Subi Rangan, Professor of Strategy and Management, INSEAD, Fontainebleau, France ‘This compendium of terms used in different cultures to express aspects of informal economy provides a unique supplement to studies of a major (yet understated by academic economics) social issue. It will be of key significance for in-depth teaching of sociology, economics and history.’ Teodor Shanin, OBE Professor and President of the Moscow School of Social and Economic Sciences ‘Modern states have sought to curb, control and subdue informality. The entries in the Global Encyclopaedia demonstrate the endurance of informality over such efforts. More recently, the rise and political success of anti-establishment movements in so many parts of the world is a wide-ranging challenge and delegitimisation of national and transnational formal institutions of governance. Understanding the perceived shortcomings of formal institutions and the appeal of anti-establishment movements must at least in part be informed by a study of informality and its networks. This Encyclopaedia is essential reading if we wish to understand and engage with these challenges of our age.’ Fredrik Galtung, Chairman, Integrity Action