"Managers and National Culture" primarily looks at the role of
managers in private-sector companies in fifteen advanced and newly
industrializing nations throughout the world: the United States,
Britain, France, Germany, Sweden, Austria, Russia, Poland, Israel,
Saudi Arabia, Japan, South Korea, the Territory of Hong Kong, the
People's Republic of China (PRC), and Malaysia. The authors are
experts in their knowledge of the countries they write about; and
as a group, they are able to provide greater insight about
particular nations than could be offered by one person trying to
cover such a diverse nations. The editor then discusses the
similarities and differences both within and across these fifteen
nations.
The book begins with an introduction by Peterson, the editor of
the volume. Here he provides a brief historical overview of the
developments in International Management since World War II, as
well as the rapid internationalization and globalization of the
world economy in recent years. The next chapters discuss the role
of managers in the fifteen countries. Each chapter uses a common
outline, including: the definition of managers; the growth trends
in managerial employment; the status and ideology of managers in
that culture; the link between societal values and managerial
values and behavior; the ways that managers are recruited,
selected, appraised, and compensated; the role, if any, of managers
in labor relations; and future trends regarding managers. The book
concludes with the editor's discussion of the similarities and
differences of national managers.
General
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