Executive Development and Organizational Learning for Global Business  book cover
1st Edition

Executive Development and Organizational Learning for Global Business

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ISBN 9780789004796
Published March 31, 1998 by Routledge
294 Pages

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Book Description

An essential reference book for you and your global organization, Executive Development and Organizational Learning for Global Business will guide you through the challenge of producing effective executives and masterminding learning organizations. In this cutting-edge overview, you'll share in the success stories of some of the most tried-and-true, top-selling authors in the world such as Peter Senge and Rosabeth Moss Kanter.

Considered a “must-have” handbook for development managers, Executive Development and Organizational Learning for Global Business gives you a unique perspective on the major challenges you'll face when setting up your executive education program. Anyone creating a comprehensive game plan for a large global organization will want to be familiar with the informative practices in this book. In its concise and straightforward chapters, you'll read about:

  • cross-cultural challenges of executive development
  • tools and techniques for developing international executives
  • experiential issues and action learning in global organizations
  • anticipatory learning for global concerns
Today, more than ever, piloting your global organization through a world of changing management systems and executive development programs can be overwhelming. But the unique perspectives you'll find in this time-saving collection will start you off right. So, whether you're a human resource development practitioner, a human resource executive, or an academic in human resource development, you'll profit from the bevy of intellectual insight and real-world experience that some of the world's most successful authorities have organized for you in the pages of Executive Development and Organizational Learning for Global Business.

Table of Contents

About the Editors

  • Contributors
  • Introduction: Seven Imperatives for Executive Education and Organizational Learning in the Global World
  • Think and Act Globally
  • Become an Equidistant Global Learning Organization
  • Focus on the Global System, Not Its Parts
  • Develop Global Leadership Skills
  • Empower Teams to Create a Global Future
  • Make Learning a Core Competence for Your global Organization
  • Regularly Reinvent Yourself and the Global Organization
  • Chapter 1. Anticipatory Learning for Global Organization
  • The Organizational Learning Imperative
  • All Learning Is Not Equal
  • The Organizational Learning Matrix
  • Forecasting versus Creating the Future
  • From the Forecasted Future to the Invented Future
  • Summary and Conclusion
  • Chapter 2. Do Cultural Differences Make a Difference? Contextual Factors Affecting Cross-cultural Relationship Success
  • In Search of Cultural Differences
  • The Foreign Acquisitions Study
  • Culture versus Context as an Explanatory Factor
  • Contextual Factors as Key Determinants of Cross-Cultural Relationship Success
  • The Negative Side of Cross-Cultural Interaction: Threat and Prejudice
  • The Attribution of Organizational Problems to National Culture
  • Conclusion
  • Chapter 3. Managing Globally Competent People
  • Transnationally Competent Managers
  • The Globalization of Business: Strategy, Structure, and Managerial Skills
  • Transnational Human Resource Systems
  • Today's Firms: How Transnational?
  • Illusions and Recommendations
  • Chapter 4. Creating a High-Performance International Team
  • Establishing the Context of the Growing Number of International Teams
  • Creating and Managing an International Team
  • Managing the Geographical Distances Managing Globally Competent People
  • Creating a High Performance International Team (Sue Canney Davison)
  • Establishing the Context of the Growing Number of International Teams
  • Creating and Managing an international Team
  • Managing the Geographical Distances
  • Working Within the Team
  • Chapter 5. Selecting Training Methodology for International Managers
  • A Model for Managerial Training for International Assignments
  • A Theoretical Base for Training Methodology
  • Management Development Methods
  • Developing Cognitive Competencies
  • Developing Behavioral Competencies with Experiential Methods
  • Developing Performance Competencies
  • Summary and Case Application of the Training Model
  • Recommendations for future Research
  • Chapter 6. Creating Scenarios and Cases for Global Anticipatory Learning
  • Review of Anticipatory Learning Program Issues
  • Scenario Planning
  • Cases
  • Conclusion
  • Chapter 7. A Culture-General Assimilator: Preparation for Various Types of Sojourns
  • Introduction
  • Rationale for Materials Development
  • The Culture-Assimilator Format
  • Learning the Ropes
  • The Themes Around Which the One Hundred Incidents Were Developed
  • Uses for Culture-General Assimilator
  • Conclusion
  • Chapter 8. Action Learning: Executive Development of Choice for the 1990s
  • What Is Action Learning?
  • Traditional Approaches to Action Learning
  • Unique Action Learning Adaptations
  • Summary
  • Chapter 9. Case Studies of International Management Development
  • Needs Analysis for International Training
  • Program Design and Development
  • Training for Trainers
  • Cultural Awareness
  • International Negotiation
  • Consulting in a Multicultural Environment
  • Communication in a International Context
  • Expatriate Preparation
  • Managing Internationally
  • An Application by ICM Management Training in Russia: Traps and Gaps
  • Chapter 10. Systems Dynamics and Anticipatory Learning
  • Examples of Microworlds
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