{"word_count": 250, "character_count": 1917}
Sage, 2011.Managing across Cultures introduces the concepts, policies and practices of managing resources in different socioeconomic, political and cultural contexts.It is structured on a country-by-country basis to allow a closer and more rigorous examination of the factors that influence labour market trends, organization and employment policies and practices in specific countries.The book:includes dedicated chapters on emerging economies in Asia, Africa, the Middle East and Latin America provides an understanding of the theoretical underpinnings and the practical implications of diﬀerent national approaches to management in a clear and coherent stylepacked with case studies and examples from a wide range of geographical contextscontains learning features such as: learning objectives; tasks; summaries; suggestions for further reading; and revision questions.Table of Contents:PART ONE: INTRODUCTIONWhy Study Managing across Cultures?The Meaning and Importance of Managing across CulturesContexts and the Cultural Dilemma of Managing across CulturesPart I Case StudyBob over the Globe - Chevron and Saudi AramcoPART TWO: MANAGING IN ANGLO-SAXON COUNTRIESThe USA and CanadaThe UK and IrelandAustralia and New ZealandPart II Case Study9/11 - The effects and Organizational ResponsePART THREE: MANAGING IN SOUTHEAST ASIAN COUNTRIESJapan and South KoreaChina and Hong KongIndonesia and MalaysiaPart III Case StudyThe 1997 Asian Financial CrisisPART FOUR: MANAGING IN WESTERN EUROPEAN COUNTRIESBelgium and FranceGermany and The NetherlandsDenmark, Norway and SwedenGreece, Italy and SpainPart IV Case StudyEU Enlargement and Its Implications for Work and EmploymentPART FIVE: MANAGING IN DEVELOPING COUNTRIESAfrican CountriesArab CountriesIndiaCentral and Eastern EuropeSouth AmericaPart V Case Study Making Poverty HistoryPART SIX: CONCLUSION Emerging Issues and Future Challenges in Managing across Cultures