International Management: Managing Across Borders and Cultures, Text and Cases (7th Edition)
An exploration of the issues facing international business managers today.
International Management explores the dynamic global environment of business management by exploring the political, legal, technological, competitive, and cultural factors that shape corporations worldwide.
The seventh edition contains current research, events, and global developments while exposing readers to the recent trends that are affecting international business managers in today’s hypercompetitive
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3 of 3 people found the following review helpful:
 Best book for International Management, By
Donald Hsu (NYC, United States) – See all my reviews
This review is from: International Management: Managing Across Borders and Cultures, Text and Cases (7th Edition) (Hardcover)
I have used it for the past five years in a college course with exactly the same title. It covers the cultural differences of managerial operations in multinational enterprises. The PowerPoint slide is useful for lectures. Many in-class exercises were done using articles from: BusinessWeek, Crains NY Business, Economist (online), Financial Times (online), Forbes and Fortune magazines. The book will be better if more real-world examples were given on CEO of Ikea, Mittal Steel or News Corporation. Students did the reseach on the CEOs of these firms and reported their final projects. Final projects were done individually or in a group. Students generally like the book except the cost. But the book is cheaper than most of the other international management titles. I would recommend this book to everyone.
0 of 1 people found the following review helpful:
 great service, By
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This review is from: International Management: Managing Across Borders and Cultures, Text and Cases (7th Edition) (Hardcover)
booked arrived early and is in great shape. It came as described and no issues. Very happy with the purchase. |
HBR’s 10 Must Reads on Change
Most company’s change initiatives fail. Yours don’t have to.
If you read nothing else on change, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization.
HBR’s 10 Must Reads on Change will inspire you to:
- Lead change through eight critical stages
- Establish a sense of urgency
- Overcome addiction to the status quo
- Mobilize commitment
-
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10 of 11 people found the following review helpful:
What it is, what it isn’t, and how to achieve and then manage it, By
This review is from: HBR’s 10 Must Reads on Change (Paperback)
This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until 2006. Remarkably, none seems dated; on the contrary, if anything, all seem more relevant now than ever before as their authors discuss what are (literally) essential dimensions of organizational and/or individual change. More specifically, why transformation efforts fail (John P. Kotter), how to achieve change through persuasion (David A. Garvin and Michael A. Roberto), what can be learned from an interview of Samuel J. Palmisano about leading change when business is good, why radical change can be “the quiet way” (Barbara E. Meyerson), what “tipping point leadership is and does” (W. Chan Kim and Renée Mauborgne), what a survival guide for leaders should provide (Ronald A. Heifetz and Marty Linsky), the real reason people won’t change (Robert Kegan and Lisa Laskow Lahey), how to crack “the code of change” (Michael Berr and Nitin Nohria), the hard side of change management (Harold L. Sirkin, Perry Keenan, and Alan Jackson), and why change programs don’t produce change (Michael Beer, Russell A. Eisenstat, and Bert Spector). Each article includes two invaluable reader-friendly devices, “Idea in Brief” and “Idea in Practice” sections, that facilitate, indeed expedite review of key points. Some articles also include brief commentaries on even more specific subjects such as “Dysfunctional Routines” (Pages 238-29), “Tempered Radicals as Everyday Leaders” (Page 64), “Adaptive Versus Technical Change: Whose Problem Is It?” (Paged 105), “Getting Groups to Change” (Pages 124-125), “Big Assumptions: How Our Perceptions Shape Our Reality” (Pages 132-133), “Calculating DICE [duration, integrity, commitment, and effort] Scores” (Pages 166-168) and “Tracking Corporate Change” (Pages 183-184). These ten articles do not – because they obviously cannot – explain everything that one knows to know and understand about formulating and then executing an effective strategy. However, I do not know of another single source at this price (currently .41 from Amazon) that provides more and better information, insights, and advice that will help leaders to achieve success in the business dimensions explained so well by the authors of the articles in this volume. This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until 2006. Remarkably, none seems dated; on the contrary, if anything, all seem more relevant now than ever before as their authors discuss what are (literally) essential dimensions of organizational and/or individual change. More specifically, why transformation efforts fail (John P. Kotter), how to achieve change through persuasion (David A. Garvin and Michael A. Roberto), what can be learned from an interview of Samuel J. Palmisano about leading change when business is good, why radical change can be “the quiet way” (Barbara E. Meyerson), what “tipping point leadership is and does” (W. Chan Kim and Renée Mauborgne), what a survival guide for leaders should provide (Ronald A. Heifetz and Marty Linsky), the real reason people won’t change (Robert Kegan and Lisa Laskow Lahey), how to crack “the code of change” (Michael Berr and Nitin Nohria), the hard side of change management (Harold L. Sirkin, Perry Keenan, and Alan Jackson), and why change programs don’t produce change (Michael Beer, Russell A. Eisenstat, and Bert Spector). These ten articles do not – because they obviously cannot – explain everything that one knows to know and understand about formulating and then executing an effective strategy. However, I do not know of another single source at this price (currently .41 from Amazon) that provides more and better information, insights, and advice that will help leaders to achieve success in the business dimensions explained so well by the authors of the articles in this volume.
2 of 2 people found the following review helpful:
Very useful,
Amazon Verified Purchase(What’s this?)
This review is from: HBR’s 10 Must Reads on Change (Paperback)
The insights in this collection of essays was defintely on the “Harvard Level”. If you are looking to understand corporate change from a number of different angles, this is the book for you. Change is Imperative – Manage it Successfully, By
This review is from: HBR’s 10 Must Reads on Change (Paperback)
There are certain things most CEOs will agree on – the speed of change in the world continues to increase therefore increasing the need for internal changes just to stay competitive. Change is damn difficult. You have no choice. Conditions are constantly changing, you must adapt to change. The successful companies – the ones that will survive and thrive will be the ones who can quickly and efficiently adapt to changing conditions. If you want to be successful, learn to manage change. Unfortunately most change initiatives achieve mediocre results. If you want to improve the odds, this is a good place to start. On Change will help you understand why so many change initiatives are less successful than hoped for. On Change is one of the HBR’S 10 Must Read Series. It is a collection of 10 articles dealing with change. In each article there is a sidebar “Idea in Brief” which gives a thumbnail sketch of the article and a sidebar “Idea in Practice” which recaps how to implement the idea contained in that article. While these are excellent reference material, they should not be used in lieu of reading the entire articles. To be honest, some articles are better than others – at least some resonated with me more than others. But they all contain excellent insights on what makes for successful change efforts and what can derail your change efforts. There were three articles that stood out the most. “Leading Change” by John Kotter was the first. Here he points out the major errors which leaders make when instituting change efforts. There were a couple of points which really were worth noting: “There seems to an almost universal tendency to shoot the bearer of bad news …” , “Nothing undermines change more than behavior by important individuals that is inconsistent with their words.” And “Without short-term wins, too many people give up or actively join the ranks of those people who have been resisting change.” The second article which I found highly valuable was “A Survival Guide For Leaders” by Ronald Heifetz and Marty Linsky. As the authors point out, “To lead is to live dangerously” People are resistant to change and therefore the change leader often becomes the lightening rod. “As you seek input from a broad range of people, you’ll constantly need to be aware of their hidden agendas.” And “A grandiose sense of self-importance often leads to self-deception.” Therefore you need a confidant … someone you can talk to openly and honestly. The third article which offered a real insight was “The Real Reason People Won’t Change” by Robert Kegan and Lisa Lahey. Here the authors advance a theory about competing commitments. This is a very interesting and insightful study into why people voice their support but fail to follow through in their actions. The competing commitments are generally hidden – operating at the subconscious level. The authors give a series of questions which will help you uncover and resolve the competing commitments. These competing commitments are generally some version of self-protection and at the root you will find some long held beliefs or assumptions about how the world works. A really insightful article. Collectively all the articles are great and will certainly improve the success rate of your change efforts. Read this book, learn the lessons and keep it handy and refer to it often. It will certainly tip the odds of success in your favor. |
Best book for International Management,
I have used it for the past five years in a college course with exactly the same title. It covers the cultural differences of managerial operations in multinational enterprises. The PowerPoint slide is useful for lectures.
Many in-class exercises were done using articles from: BusinessWeek, Crains NY Business, Economist (online), Financial Times (online), Forbes and Fortune magazines.
The book will be better if more real-world examples were given on CEO of Ikea, Mittal Steel or News Corporation. Students did the reseach on the CEOs of these firms and reported their final projects. Final projects were done individually or in a group. Students generally like the book except the cost. But the book is cheaper than most of the other international management titles. I would recommend this book to everyone.
Was this review helpful to you?
|great service,
booked arrived early and is in great shape. It came as described and no issues. Very happy with the purchase.
Was this review helpful to you?
|What it is, what it isn’t, and how to achieve and then manage it,
This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until 2006. Remarkably, none seems dated; on the contrary, if anything, all seem more relevant now than ever before as their authors discuss what are (literally) essential dimensions of organizational and/or individual change.
More specifically, why transformation efforts fail (John P. Kotter), how to achieve change through persuasion (David A. Garvin and Michael A. Roberto), what can be learned from an interview of Samuel J. Palmisano about leading change when business is good, why radical change can be “the quiet way” (Barbara E. Meyerson), what “tipping point leadership is and does” (W. Chan Kim and Renée Mauborgne), what a survival guide for leaders should provide (Ronald A. Heifetz and Marty Linsky), the real reason people won’t change (Robert Kegan and Lisa Laskow Lahey), how to crack “the code of change” (Michael Berr and Nitin Nohria), the hard side of change management (Harold L. Sirkin, Perry Keenan, and Alan Jackson), and why change programs don’t produce change (Michael Beer, Russell A. Eisenstat, and Bert Spector).
Each article includes two invaluable reader-friendly devices, “Idea in Brief” and “Idea in Practice” sections, that facilitate, indeed expedite review of key points. Some articles also include brief commentaries on even more specific subjects such as “Dysfunctional Routines” (Pages 238-29), “Tempered Radicals as Everyday Leaders” (Page 64), “Adaptive Versus Technical Change: Whose Problem Is It?” (Paged 105), “Getting Groups to Change” (Pages 124-125), “Big Assumptions: How Our Perceptions Shape Our Reality” (Pages 132-133), “Calculating DICE [duration, integrity, commitment, and effort] Scores” (Pages 166-168) and “Tracking Corporate Change” (Pages 183-184).
These ten articles do not – because they obviously cannot – explain everything that one knows to know and understand about formulating and then executing an effective strategy. However, I do not know of another single source at this price (currently $14.41 from Amazon) that provides more and better information, insights, and advice that will help leaders to achieve success in the business dimensions explained so well by the authors of the articles in this volume.
This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until 2006. Remarkably, none seems dated; on the contrary, if anything, all seem more relevant now than ever before as their authors discuss what are (literally) essential dimensions of organizational and/or individual change.
More specifically, why transformation efforts fail (John P. Kotter), how to achieve change through persuasion (David A. Garvin and Michael A. Roberto), what can be learned from an interview of Samuel J. Palmisano about leading change when business is good, why radical change can be “the quiet way” (Barbara E. Meyerson), what “tipping point leadership is and does” (W. Chan Kim and Renée Mauborgne), what a survival guide for leaders should provide (Ronald A. Heifetz and Marty Linsky), the real reason people won’t change (Robert Kegan and Lisa Laskow Lahey), how to crack “the code of change” (Michael Berr and Nitin Nohria), the hard side of change management (Harold L. Sirkin, Perry Keenan, and Alan Jackson), and why change programs don’t produce change (Michael Beer, Russell A. Eisenstat, and Bert Spector).
These ten articles do not – because they obviously cannot – explain everything that one knows to know and understand about formulating and then executing an effective strategy. However, I do not know of another single source at this price (currently $14.41 from Amazon) that provides more and better information, insights, and advice that will help leaders to achieve success in the business dimensions explained so well by the authors of the articles in this volume.
Was this review helpful to you?
|Very useful,
The insights in this collection of essays was defintely on the “Harvard Level”. If you are looking to understand corporate change from a number of different angles, this is the book for you.
Was this review helpful to you?
|Change is Imperative – Manage it Successfully,
There are certain things most CEOs will agree on – the speed of change in the world continues to increase therefore increasing the need for internal changes just to stay competitive. Change is damn difficult. You have no choice. Conditions are constantly changing, you must adapt to change. The successful companies – the ones that will survive and thrive will be the ones who can quickly and efficiently adapt to changing conditions. If you want to be successful, learn to manage change.
Unfortunately most change initiatives achieve mediocre results. If you want to improve the odds, this is a good place to start. On Change will help you understand why so many change initiatives are less successful than hoped for.
On Change is one of the HBR’S 10 Must Read Series. It is a collection of 10 articles dealing with change. In each article there is a sidebar “Idea in Brief” which gives a thumbnail sketch of the article and a sidebar “Idea in Practice” which recaps how to implement the idea contained in that article. While these are excellent reference material, they should not be used in lieu of reading the entire articles.
To be honest, some articles are better than others – at least some resonated with me more than others. But they all contain excellent insights on what makes for successful change efforts and what can derail your change efforts.
There were three articles that stood out the most. “Leading Change” by John Kotter was the first. Here he points out the major errors which leaders make when instituting change efforts. There were a couple of points which really were worth noting: “There seems to an almost universal tendency to shoot the bearer of bad news …” , “Nothing undermines change more than behavior by important individuals that is inconsistent with their words.” And “Without short-term wins, too many people give up or actively join the ranks of those people who have been resisting change.”
The second article which I found highly valuable was “A Survival Guide For Leaders” by Ronald Heifetz and Marty Linsky. As the authors point out, “To lead is to live dangerously” People are resistant to change and therefore the change leader often becomes the lightening rod. “As you seek input from a broad range of people, you’ll constantly need to be aware of their hidden agendas.” And “A grandiose sense of self-importance often leads to self-deception.” Therefore you need a confidant … someone you can talk to openly and honestly.
The third article which offered a real insight was “The Real Reason People Won’t Change” by Robert Kegan and Lisa Lahey. Here the authors advance a theory about competing commitments. This is a very interesting and insightful study into why people voice their support but fail to follow through in their actions. The competing commitments are generally hidden – operating at the subconscious level. The authors give a series of questions which will help you uncover and resolve the competing commitments. These competing commitments are generally some version of self-protection and at the root you will find some long held beliefs or assumptions about how the world works. A really insightful article.
Collectively all the articles are great and will certainly improve the success rate of your change efforts. Read this book, learn the lessons and keep it handy and refer to it often. It will certainly tip the odds of success in your favor.
Was this review helpful to you?
|