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. Gunter 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 lead ing aca demic 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.

Do you have an employee whose performance keeps deteriorating--despite your close monitoring? Brace yourself: You may be at fault--by unknowingly triggering the set-up-to-fail syndrome. Perhaps things started off swimmingly. But then something--a missed deadline, a lost client--made you question the person's performance. You began micromanaging him. Suspecting your reduced confidence, he started doubting himself--and stopped giving his best. You viewed his new behavior as additional proof of mediocrity, and tightened the screws further. In The Set-Up-to-Fail Syndrome, Jean-Francois Manzoni and Jean-Louis Barsoux show how this insidious cycle hurts everyone: employees stop volunteering ideas, preventing your organization from getting the most from them; you lose energy to attend to other activities; and your reputation suffers as other employees deem you unfair. Team spirit wilts as targeted performers are alienated. But the set-up-to-fail syndrome doesn't have to happen. The authors provide preventive measures, such as loosening the reins as new employees master their jobs. If the syndrome has already erupted, Manzoni and Barsoux explain how to discuss the dynamic with your employee and reverse the cycle.

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.

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.

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.

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.

How do you come up with ideas that change the world? ________________ This bold and inspiring new book argues that everyone who made leaps of creative genius - whether to cure Ebola or circumnavigate the world in a hot air balloon - had one thing in common; they all thought like ALIENs. Distilling over a decade of research into a fascinating journey through history, science and business, Bouquet, Barsoux and Wade reveal that there are five patterns of thinking that distinguish true innovators from the rest of us; Attention, Levitation, Imagination, Experimentation and Navigation. But, crucially, they show how utilising this model will help you solve any complex problem and come up with ground-breaking ideas of your own. ________________ 'Stuck in innovation stagnation? Read this brilliant book, and you'll break free from it' Rolf Dobelli, author of the million-copy bestseller The Art of Thinking Clearly 'A sharp critique of the conventional wisdom around innovation with thought-provoking advice for how to do it better' Jake Knaap, New York Times-bestselling author of Sprint