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by Leonard R. Sayles, Michael H. Hoppe, Meena S. Wilson
Managing Across Cultures: A Learning Framework
Cover
Title Page
Copyright
Dedication
Table of Contents
Preface
Acknowledgments
Introduction
Source of Identity: Individual-Collective
At the Individual Pole
At the Collective Pole
In the Workplace
Individual accountability
Career progress
Private offices and privacy
Candor
Loyalty to the company
Loyalty to one’s family and clan
Goals and Means of Achievement: Tough-Tender
At the Tough Pole
At the Tender Pole
In the Workplace
Competition and cooperation
Modesty
Separating family considerations from work life
Orientation to Authority: Equal-Unequal
At the Equal Pole
At the Unequal Pole
In the Workplace
Hiring and promotion based on “achieved” versus “ascribed” status
Deference
Lack of delegation
Response to Ambiguity: Dynamic-Stable
At the Dynamic Pole
At the Stable Pole
In the Workplace
Structure of work life
“One best way” answers to problems
Different people and ideas
Means of Knowledge Acquisition: Active-Reflective
At the Active Pole
At the Reflective Pole
In the Workplace
Axiomatic versus pragmatic thinking
Analytic approach to solving problems
Strategic and long-term decisions
Perspective on Time: Scarce-Plentiful
At the Scarce Pole
At the Plentiful Pole
In the Workplace
The precise use of time
The linear use of time
Past, present, and future
Outlook on Life: Doing-Being
At the Doing Pole
At the Being Pole
In the Workplace
Commitment to work and economic values
Optimism about the future
Traditional religions and the world of work
Using the Framework
Use the Seven Dimensions
Construct a Provisional Hypothesis
Test and Modify the Hypothesis Continually
Challenge Yourself to Grow Personally
Conclusion
References
Appendix: Models of Cultural Difference
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