Managing Cultural Differences Table

1. A Leadership in Globalization...............................1

2. Leadership in Global Communications.........................5

3. Leadership in Global Negotiations and Strategic Alliances...9

4. Leadership in Cultural Change..............................10

5. Leadership in Cultural Synergy.............................11

6. Managing for Cross-Cultural Effectiveness..................14

7. Managing Transitions and Relocations.......................16

8. Managing Diversity in the Global Work Culture..............18

9. Effective Performance in the Global Marketplace............20

10. Doing Business with North Americans.......................25

11. Doing Business with Latin Americans.......................27

12. Doing Business with Asians................................29

13. Doing Business with Europeans.............................29

14. Doing Business with Middle Easterners.....................31

15. Doing Business with Africans..............................32

Conclusion....................................................33

References....................................................34

Managing Cultural Differences - A Summary

(For organizations to flourish, let alone survive in the future, their perspective must be global( (Harris 3). This is the key to why Managing Cultural Differences by Harris and Moran was written. In the

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le managers should be encouraged to get involved in local volunteer work, they should never allow their attention to be diverted from their core corporate responsibilities. The theory is that the best community relations in the world, and the clearest expression of social responsibility, is to provide steady, well-paying jobs. While many directors do so, all too frequently they are too subservient to the chief executive. Perhaps without realizing it, they lose their impartiality. And even if they don(t, how alert will they be when things start going wrong? They might meet for two hours every month, but do they realize the limits of how much they can accomplish in that amount of time? Besides, there(s little risk to them if the management(s decisions turn out to be greatly inadequate. Corporate refugees often do become entrepreneurs. But generally, corporate managers are a different type. The entrepreneur is built to run his own show, be his own boss, take his own risks. A corporate manager, by contrast, depends on his corporation to supply all his needs, from office space and secretarial help, to departments for product development, marketing, and the like, to, of course, his paycheck. The information superhighway will trans
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Approximate Word count = 7932
Approximate Pages = 32 (250 words per page)

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