Managing internationally : succeeding in a culturally diverse world / Kamal Fatehi.

Enhanced descriptions from Syndetics:

" Managing Internationally provides a broad yet original treatment of global business environment and managing globally. The book addresses the most common aspects of operating internationally and introduces subjects that are often neglected by management scholars. Powerful insights and perspectives are provided for understanding the dynamics and complexity of managing business across the globe." --Abbas J. Ali, Indiana University of Pennsylvania

" A well-written text that highlights the tenets of international management in their cultural realities. Current, focused, and grounded in the importance of understanding the diverse business and management practices...to be successful in today′s global environment ."--Jim Giermanski, Belmont Abbey College and Powers International Inc.

Key Features Provides a better understanding of existing international management knowledge: The book traces this knowledge back to its origins to reinforce the scope and importance of international business and international management. Offers a cross-cultural perspective within a functional framework: The author underlines the effectiveness of different concepts for various functions of management when applied in diverse environments. Presents cutting edge topics: Concepts and ideas unique to this book include an entire chapter devoted to information systems, a chapter on legal issues, and a unique perspective on control in international business transactions. Includes engaging vignettes: Each chapter begins with an interesting and often amusing short story related to the content. Provides ample visual aids: Charts, graphs, tables, and boxed material cover specific issues that can be used as a starting point for discussion of chapter material.

Instructor′s ResourcesAn instructor′s resource CD, including PowerPoint slides, teaching notes for all in-text cases studies, suggested exercises, discussion questions, a brief test bank, and related journal articles, is available to qualified adopters of this text.

Intended Audience: This is an excellent source for advanced undergraduate and graduate courses in International Management, Global Management, Multinational Management, or Transnational Management. It is also a valuable resource for practicing managers to gain a competitive advantage in the global market.

Table of contents provided by Syndetics

• Part I Introduction
• 1 Introduction: the Management of International Business
• The Changing Profile of the Global Business Environment
• The Imperatives of Globalization of Business
• Types of International Business Operations
• International Business and International Management
• Major Elements of Managing International Business
• 2 Socio-Ethical Issues and International Management
• Social Responsibility and MNCs
• Problem Areas
• Concerns of Developing Countries
• Globalization Backlash
• Supranational Organizations
• What's Next?
• Case 1 Construction Dilemma
• Case 2 Vodka Blues
• Case 3 Yahoo vs. Survivors of the Holocaust
• Case 4 Union Carbide, Bhopal
• Case 5 Footwear International
• Part II Culture and Behavior
• 3 International Management and the Cultural Context
• Introduction
• Cultural Framework
• Cultural Aspects of Management
• Corporate Culture
• 4 International Communication and Negotiation
• International Communication
• Macro and Micro International Communication
• Classic Communication Model
• International Verbal Communication
• Cultural Differences in Nonverbal Communication
• Communication Competence
• Dos and Don'ts of Communication with Foreigners
• International Negotiation
• The American Negotiation Style
• 5 Managerial Leadership and Motivation in an International Context
• The Shortcomings of Leadership Theories
• Managerial Leadership in Europe
• Managerial Leadership in Japan versus the U.S.
• Leadership Summary
• Motivation and Culture
• Cultural Influence on Motivation
• Applicability of Major Motivation Theories
• Motivation and Japanese Employees
• Global Trends and Motivation
• Case 6 Kiwi Samuri: Secure Fit
• Case 7 Frank Davis Comes to Madagascar
• Case 8 Culture Clash: Don't Buyouts Always Make Sense
• Case 9 Bill Keane
• Case 10 Alternative Dispute Resolution
• Case 11 Leasing Cargo Space in Granada
• Part III Strategy and Operations
• 6 International Environment and Strategy
• Cultural Aspects of Strategy
• International Environmental Forces
• Generic MNC Strategies
• Industry Characteristics and Strategy
• 7 Legal Issues and International Management
• Cultural Heritage and Business Law
• National Sovereignty
• International Implications of Legal Issues
• MNC Operational Disputes
• 8 Organization of Multinational Operations
• Definiion and Functions of Organizing
• The Organization of Multinationals
• Factors Influencing MNC Structure
• Development of International Corporate Structure
• 9 Control of International Operations
• Purpose and Functions of the Control Process
• Control Mechanisms
• Control Approaches
• Cultural Aspects of MNC Control
• Evolution of MNC Coordination and Control
• Additional Control Problems of MNCs
• Ownership and Host Government Involvement
• 10 International Information Systems Management
• Computer Based Information Systems
• Information Architecture
• Ramifications of Internationalization for the Information Systems Function
• Building a Global Information System
• Case 12 Daimler-Chrysler Merger
• Case 13 Vinhdat Company
• Case 14 Langle International Growers, Inc.: Managing a Small Business
• Case 15 Global Multi-Products Chile
• Case 16 Enron in India
• Case 17 Ceramic Brick Factory
• Part IV Human Resources
• 11 International Human Resource Management
• The Transition from Domestic to International Position
• Recruitment and Selection
• Product Life Cycle and International Human Resource Management
• International Management and Intercultural Training and Preparation
• Repatriation Problems
• Compensation
• 12 International Labor Relations
• Locus of Control in International Workplace Practices
• Host Government Involvement
• International Labor Organizations
• Diversity in International Labor Relations
• Case 18 Barbara and William Harold: A Case Study of Americans Living Abroad in Belfast, North Ireland
• Case 19 American Manager in Australia
• Case 20 Human Resource Management Practices: A Small Business in a Transition Economy