Jean-Louis Barsoux - Böcker

As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job. This book demonstrates how culture affects management practice, from organisational structure to strategy and human resource management. Drawing upon evidence from the authors’ research, it encourages managers to reconsider, explore and transfer alternative practices across national boundaries. As well as providing an insight into other cultures, this text provides readers with an increased awareness of their own.

The third edition of this book serves to expand the discussion of the impact of culture on effective management and on utilising differences to create competitive advantage. Employing tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business.

 

Managing Across Cultures will appeal to both managers and executives working within an international business environment, as well as to students on a growing number of MBA and other undergraduate, postgraduate and post-experience courses.

 

Key features

 

·    New and updated examples interspersed throughout the chapters

·    Strong theoretical foundations are linked to highly practical application

·    Expanded coverage of geographical perspectives – especially from the powerful emerging economies

·    Focus on the emergence of diversity as a strategic priority

·    Exploration of the impact of culture on ‘virtual teams’

·    Improved design, layout and ‘sign-posting’ of content

 

Susan C. Schneider is Professor Emeritus of Human Resource Management at HEC University of Geneva, Switzerland. She has been Visiting Professor at INSEAD and ESSEC (France), NOVA University (Portugal) and Zhejiang University (China). As well as her research into cross-cultural management, she has actively worked to internationalise the ‘mindsets’ of managers and companies. Her current research focuses on diversity and corporate responsibility.

 

Jean-Louis Barsoux is Senior Research Fellow at IMD, Switzerland. He is the author of several books on culture and diversity in management, and has written for Harvard Business Review and Financial Times.

 

Günter K. Stahl is Professor of International Management at Vienna University of Economics & Business (WU Vienna). Prior to joining WU Vienna, he served for eight years as a faculty member at INSEAD and held visiting appointments at Duke University’s Fuqua School of Business, the D'Amore-McKim School of Business at Northeastern University, the Wharton School of the University of Pennsylvania and Hitotsubashi University. He has published in lead­ing aca­demic and practitioner-oriented journals and has designed and taught cross-cultural management courses at the Masters, MBA, and Executive MBA levels for universities and business schools around the world.

 

 

This fascinating book is an account of management in the contemporary French business world. The formal nature of work relations and the rituals of French business life are analyzed and set against the role of senior executives, and the book looks at the corporate culture of four leading, but very different companies * Michelin* L'Air Liquide* L'Oreal* Carrefour.Also included is an examination of general management attitudes to labour relations, and the book includes an overview of the distinctive features of French management, future trends, and the changes that further European integration may or may not bring.

This fascinating book is an account of management in the contemporary French business world. The formal nature of work relations and the rituals of French business life are analyzed and set against the role of senior executives, and the book looks at the corporate culture of four leading, but very different companies * Michelin* L'Air Liquide* L'Oreal* Carrefour.Also included is an examination of general management attitudes to labour relations, and the book includes an overview of the distinctive features of French management, future trends, and the changes that further European integration may or may not bring.

The Challenge of British Management confronts three big questions: What is Management all about?, What is British Management, in particular, like?, How good is it? An understanding of British Management requires a knowledge of Management in general and familiarity with the experience and best practice of other countries. The authors are well qualified to offer this perspective and to assess the achievement of corporate excellence by British Management.

Twelve lively accounts are given, based on searching interviews, of very different kinds of managerial jobs. They paint a picture of what the job is like, the work that the individual does, and how he or she feels about it. The jobs are compared and lessons are drawn for career guidance, selection and management development as well as how far managerial skills are transferable. The accounts can also be used as case studies and questions are provided for students.

Managing in Britain and Germany compares British and German managers' behaviour and views of their work, and seeks to explain the differences. Based on a two year comparative study by British and German research teams, the book challenges the universal view of management presented in so many management books, by showing how differently German middle managers think and act. These differences are then unravelled and traced back to their various roots: ranging from the particular (nature of the job, product or organisation) to the general (the society's institutions and values). Written by leading management experts from Britain and Germany, the book provides useful lessons and insights for practising managers and for those studying management everywhere.

Does this scenario sound familiar? An employee you manage slips up somehow: a missed deadline, a lost account, or a weak presentation. You decide to oversee that person's work more closely. After all, if your direct reports aren't delivering, it's your head that will roll. To further your frustration, the more you 'help', the worse the employee's performance becomes. What's going on? In this eye-opening book, leadership experts Jean-Francois Manzoni and Jean-Louis Barsoux expose a disturbing and surprisingly rampant phenomenon. While common wisdom assumes that so-called poor performers fail in spite of their boss' best efforts, this book demonstrates exactly the opposite. In many cases, a boss' attitudes and behaviors actually cause or 'set up' certain individuals - including those with great potential - to fail. Based on ten years of study into boss-subordinate relationships, Manzoni and Barsoux show that this Set-Up-to-Fail Syndrome is not confined to relationships with the proverbial 'boss from hell'. Even respected leaders - whether CEOs, teachers, or coaches - get caught up in it.The problem stems from the fact that while most managers empower and encourage star performers, they tend to micromanage and control perceived 'weaker' performers in ways that stifle self-confidence and drive. The unwitting result: the latter group lives down to expectations, rather than living up to its true potential. The cost of the Syndrome, say Manzoni and Barsoux, goes well beyond the lost productivity of a few individuals. It also threatens to derail careers, takes a heavy toll on morale, and hampers overall organizational results. Through dozens of interviews, illustrative stories, and compelling research, they show how readers can: determine whether they are involved in a set-up-to-fail dynamic, Recognize the mental biases that cause bosses to trigger the cycle; understand how subordinates contribute to fueling the problem; take specific steps to interrupt the cycle through proactive interventions; and, prevent the Syndrome altogether by managing relationships differently. For anyone with influence on an individual's potential, this book offers powerful ways to improve performance - and quality of life - in any organizational setting.Jean-Francois Manzoni is Associate Professor of Management and founding director of the research initiative on High Performance Organizations at INSEAD in Fontainebleau, France. Jean-Louis Barsoux is a Senior Research Fellow at INSEAD.

Twelve lively accounts are given, based on searching interviews, of very different kinds of managerial jobs. The jobs are compared and lessons are drawn for career guidance, selection and management development as well as how far managerial skills are transferable.

Based on a two year comparative study by British and German research teams, the book challenges the universal view of management presented in so many management books, by showing how differently German middle managers think and act.