A Very Short, Fairly Interesting and Reasonably Cheap Book About Cross-Cultural Management

Conceived by Chris Grey as an antidote to conventional textbooks, each book in the Very Short, Fairly Interesting and Reasonably Cheap series takes a core area of the curriculum and turns it on its head by providing a critical and sophisticated overview of the key issues and debates in an informal, conversational and often humorous way.

In Cross-Cultural Management, the author takes a critical, power-sensitive and culturally-aware perspective that moves beyond the paradigms debate, placing greater emphasis on the holistic nature of culture and its managerial consequences and taking into account the diversity and multiple identities apparent in cross-cultural management.

Conceived by Chris Grey as an antidote to conventional textbooks, each book in the Very Short, Fairly Interesting and Reasonably Cheap series takes a core area of the curriculum and turns it on its head by providing a critical and sophisticated overview of the key issues and debates in an informal, conversational and often humorous way.

Suitable for students of cross-cultural management, human resource management or workplace diversity and professionals working in organizations and intercultural training.

Autorentext

Jasmin Mahadevan is Professor of International Management with special focus on Cross-Cultural Management at Pforzheim University, Pforzheim, Germany. She received her master's degree in International Business and Cultural Studies, and her doctoral degree in Cultural Anthropology and Intercultural Communication. Her background can be described as multi-cultural, multi-lingual and multi-ethnic; she has lived an internationally mobile life (with formative experiences in Germany, India, the Netherlands, Malaysia, Singapore, the People's Republic of China, Wales, the United States, Japan, and England) and has experienced cross-cultural management as a researcher, as an intercultural trainer and consultant, and as an academic.

Klappentext

Inhalt

Introduction: Towards a Critical CCM Theory and Practice
Chapter 1: Cultural Essentials for CCM
Chapter 2: Comparative CCM
Chapter 3: Intercultural Interactions and Competence
Chapter 4: Diversity and Identity
Chapter 5: Power and CCM
Concluding Remarks