Anthology from the year 2010 in the subject Business economics - Business Management, Corporate Governance, course: Intercultural Management, language: English, abstract: Transculturalism is the complementary aspect of interculturalism. Both together provide a more complete picture of culture and thereby enhance its management. While the intercultural approach represents the past, the transcultural approach represents the future. At their convergence point they synergize as the living presence of culture to respond effectively to the cultural challenges of our time.
Anthology from the year 2010 in the subject Business economics - Business Management, Corporate Governance, , course: Intercultural Management, language: English, abstract: Transculturalism is the complementary aspect of interculturalism. Both together provide a more complete picture of culture and thereby enhance its management. While the intercultural approach represents the past, the transcultural approach represents the future. At their convergence point they synergize as the living presence of culture to respond effectively to the cultural challenges of our time.
Supervisors, project managers and CEOs should find this book useful as it deals with an emerging global reality - culturally diverse people of both genders in the workplace. The new workplace environment demands that employees be selected, evaluated and promoted on the basis of performance competency, regardless of sex, race, religion or place of origin. Focusing on workplace diversity instead of concepts of "majority" and "minority" allows managers to offer all personnel equal opportunities. Affirmative action is now aimed at developing human potential. Diversity is becoming a worldwide phenomenon. Written from the North American viewpoint, this book examines the key concepts that drive American plants and offices today which are likely to be realities overseas tomorrow, and the concepts espoused in this book can be applied universally. The book fills a gap in management education and development. It is a practical manual designed to teach and encourage managers to lead and strengthen the human resources of an organization.
Transcultural Realities is an important collection of essays written by an outstanding cast of critical scholars who discuss the importance of transculture in interdisciplinary contexts. The primary goal of the contributors is to help the reader to understand that a state of "community" or "harmony" cannot be achieved in the world until we are all ready to accept different cultural forms, norms, and orientations. In this book, transculture is defined as a form of culture created not from within separate spheres, but in the holistic forms of diverse cultures. It is based on the principle that a single culture, in and of itself, is incomplete and requires interaction and dialogue with other cultures. Transcultural Realities is divided into five parts: Transcultural issues in international and cross-cultural contexts Historical and religious struggles within and between nations Socially constructed racial identities and their consequences for transculturalism in the United States The transformative effects of sojourning in diverse cultural environments The fundamentals of transcultural research Editors Virginia H. Milhouse, Molefi Kete Asante, and Peter O. Nwosu set out to meet three specific needs. First, that the book′s interdisciplinary approach to theory and practice in cross-cultural relations will make it an important book for several fields of study, including intercultural and interpersonal communication, international relations, human relations, psychology, anthropology, philosophy, and sociology. Second, that the book will be a reference tool for scholars of transcultural researcch, providing up-to-date information on cross-cultural relations that are transcultural in nature. And finally, through the use of research is critical to a fuller understanding of cross-cultural relations in a transcultural world.
A framework for transforming business cultural clashes intocultural synergy. As the global economy continues to expand, the need forcross-cultural understanding is a key component to businesssuccess. In the U.S. and Japan alone, more than two millionbusiness people are directly involved in cross-cultural businesssituations. Atsushi Funakawa, a native of Japan who has studied and workedextensively in both the U.S. and Japan, outlines his innovativemodel for managing people across cultures. This comprehensive guideshows how the two cultures have very different ways ofcommunicating that often lead to conflicts in which each blames theother for problems. Funakawa's framework ?Intercultural BusinessManagement? has proven to be effective for transcAnding differencesand breaking down communication barriers to form a constructivedialogue across cultures. By applying this revolutionary model,companies can remake themselves into truly geocentricorganizations.
And, as multinational corporations (MNCs) and Transnational Corporations (TNCs) spread their wings across nations with numerous employees of different nationalities, with their different cultures, different mores and different behaviours, organizations have to reconcile these differences and have to forge a unified organizational culture to achieve their mission, vision and objectives. This book eminently suits as a text to address these goals. Divided into 14 chapters, this comprehensive and well-organized text discusses in detail the many cultural issues facing organizations. Professor Bhattacharyya, with his expertise and wealth of experience, provides a masterly analysis of the subject, harmoniously blending the theory and practice of cross-cultural management, making it a unified whole. Not only does the text give a thorough understanding of culture, showing that it is an amalgam of shared values and behaviours of groups as well as a phenomenon applicable to individuals, it also delineates the many facets of corporate culture. The text discusses the entire gamut of organizational culture, cultural differences, diversity management, cross-cultural management, globalization, impact of culture on globalization, and the impact of technology and culture on organization. In addition, it focuses on cross-cultural communication, cultural issues in mergers and acquisitions, resource management, cross-cultural decision making, and ways and means of managing cross-cultural teams.
The concept of transformation has long been known to the sciences and has been around in the popular vocabulary for several decades. Because it has never been fully developed as a managed process and applied to our organizations, the way in which we have been trying to deal with the complex issues we face today is looking increasingly inadequate. Transformation management, argue the authors of this inspirational book, now provides the opportunity for the application of the first significant world-wide innovation in the way we manage since Drucker put management itself on the map in the 1950s. In a book that draws on seminal theses and practical examples from the four corners of the world, Ronnie Lessem and Alexander Schieffer provide leaders, students of leadership, managers and change agents with a trans-culturally tested, integrated approach to leadership and management. Only through a redefinition of what leadership, management and entrepreneurship amount to, say the authors, can organizations be transformed into sustainable enterprises capable of dealing with the burning issues of our time. Leaders are coming to realise that it is no longer possible for organizations to operate in any sort of isolation from the society and the wider world in which they exist, but paying lip service to notions of either social responsibility or globality is not good enough. From this indispensable book, those whose enterprises are to have any hope of becoming authentically socially responsible or authentically global will learn to understand and activate the process that dynamically links any organization with the society in which it is embedded and that links the local with the global. The practice of transformation management is about creating real value... for organizations, people, and society. This book, from the Transformation and Innovation Series, makes that practice possible.
The phenomenon of global organizations reminds us that cross-cultural management is more prevalent than ever. While it may not be possible to develop in-depth knowledge of all cultures, a person can develop a way of thinking where they integrate culture in all of their deliberations, decisions, and behaviors. Such an approach is transformative and involves adopting a cultural mindset, understanding culture’s power as a frame of reference, and developing a new way of thinking. The book The Cultural Mindset is based on Dr. Nahavandi’s years of teaching, researching, and consulting with many businesses on cross-cultural issues. Built around a think-know-do model, the text enables readers to adopt a cultural mindset that will effectively guide their thinking and behavior as future managers. Through case studies and self-assessments, the book allows students to develop a broader view of culture that is beyond learning skills and competencies. Additionally, by focusing on culture in general, the book allows readers to address both national cultural issues, such as how to work in another country or manage a multi-national team, and diversity issues, such as the glass ceiling or discrimination in the workplace. The key underlying theme for both topics is how culture, national or group-related, impacts our perspective – what we value, how we think, how we behave, and how we manage people effectively. Each chapter will include a focus on both informational and transformational learning through: Cases and examples that will question assumptions and emphasize applicability Self-assessments to make the concepts personal and relevant, and encourage self-reflection Examples to help students understand those concepts Specific exercises and/or reflections to help students apply information to their own personal and professional life
1. 2 Culture and Identity in a Postmodern World Michel Foucault’s statement that: “The present epoch will perhaps be above all the epoch of space. We are in the epoch of simultaneity; we are in the epoch of juxtaposition” (M. Foucault 1986: 22) heralded a new approach to identity in the contemporary world by suggesting that one’s identity is formed not as a result of the cultural and national values and history one has inherited, but rather as a result of the different spaces through which one travels. In other words, one’s identity is no longer perceived as an inherited construct but rather as something flexible that changes as one moves through the more fluid spaces of the contemporary, globalized world and internalizes a mixture of the different cultures and ideas that one encounters. The idealized contemporary traveller will thus effortlessly cross national and cultural borders and negotiate a constantly changing and flexible identity for himself. Andy Bennett argues that it is no longer even possible to conceive of identity as a static entity, forged from a communal history and value system, because all of the traditional certainties on which identity formation were based in the past have been fatally undermined by a postmodernist flux and fluidity: “Once clearly demarcated by relatively static and ethnically homogenous communities, the ‘spaces’ and ‘places’ of everyday life are now highly pluralistic and contested, and are constantly being defined and redefined through processes of relocation and cultural hybridisation” (A.
The internationalization of business via the process of globalization has brought issues of culture to the forefront of management thinking. Although culture is by no means a new area of study in business schools, it remains frustratingly elusive and misunderstood. This textbook gives business students - or future managers - an understanding of the multitude of frameworks available to them to make sense of the cultural contexts they will encounter in their managerial careers. Starting from a general introduction to ‘culture’ and its role in businesses, Taran Patel encourages readers to shed a critical eye on the commonly accepted frameworks. She compels readers to ask three questions: Can I only make sense of the variety of cultures around me by categorizing people into static categories based on their geo-ethnic identities? Is it valid to make sense of people’s behaviours by categorizing them as ‘French’, ‘Indian’, ‘German’ or ‘American’? What other ways are there to make sense of people and their behaviours? Students studying from this textbook will benefit from a variety of conceptual tools that can be used to navigate the world of culture and its intersection with business and management. Taran Patel's unique textbook will be core reading for students of cross-cultural management / intercultural communication and essential reading for all those studying or researching international business and management.
