The International Manager : A Guide for Communicating, Cooperating, and Negotiating with Worldwide Colleagues book cover
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The International Manager
A Guide for Communicating, Cooperating, and Negotiating with Worldwide Colleagues




ISBN 9781498704588
Published May 12, 2015 by Productivity Press
424 Pages - 34 B/W Illustrations

 
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Book Description

Currently, internationally dispersed teams are commonplace among global companies. Managers are often aware conceptually of the different dimensions of culture, yet struggle to translate these concepts into their daily activities. This book gives managers insight into specific techniques they can use to better manage their intercultural teams and deal with partners, suppliers, and customers from other countries. It gives practical strategies for how to apply popular management models in other cultures.

All intercultural problems initially manifest as communication problems. For this reason, The International Manager starts with practical insight into interpersonal (verbal and non-verbal) communication against a cross-cultural background. The element of culture is added with the introduction of the Hofstede model of culture. The book then applies these frameworks to four key aspects of the manager’s responsibilities: managing performance, managing teams, managing change, and managing negotiations. Along the way, the book provides 100 practical tips for successful intercultural cooperation that the manager can start using immediately.

This book targets managers in companies whose business takes place in a global context. It should benefit globally operating product and marketing managers, engineers, project leaders, program managers, change managers, and specialists. Two specific groups that can benefit are managers who steer intercultural teams and managers who manage their company’s interaction with suppliers, customers, and partners from other cultures. With its vast amount of new practical tips, this book provides managers with an extremely useful reference they can rely on in their daily business lives.

Table of Contents

Foreword
Introduction

Interpersonal Communication: Taking, Giving, and Sharing Space
Communicating Effectively
The Three Dimensions of Communication
The I-Dimension
The You-Dimension
The We-Dimension
References

When Communication Fails, Break the Pattern
Techniques to Break through Ineffective Communication Patterns
Framing and Reframing
The Four Levels of Communication
The Common Reality
References

What We Do Not Say: Nonverbal Communication and Emotions
Something Is Not Quite Right—but I Am Not Sure What
What Is Nonverbal Communication?
Facial Expressions
Body Language
The Role of the Nonverbal in Working with Other Cultures
Most Nonverbal Behavior Is Unconscious
You Should Be Aware of the Impact of Your Nonverbal Communication on Others
The Meaning You Give to Nonverbal Expression Differs per Culture
The Role of Emotions in Different Cultures
References

Personal Preferences in Communication
Confusion about Personal Preferences
Dealing with Conflict
Personality
Extroversion vs. Introversion
Agreeableness
Conscientiousness
Other Relevant Personality Traits for International Managers
References

Culture and Its Impact on Communication
How Culture Is Expressed
Cultural Stereotypes Only Exist in Your Head
Our Culture Is Superior
Intercultural Cooperation
References

Country Cultures: A Classification
The Hofstede Dimensions of Culture
Power Distance
Power Distance in Interpersonal Communication
Group Orientation (Individualism vs. Collectivism)
Group Orientation in Business Communication
Masculinity
Masculinity in Business Communication
Discussion Style
Power Display
Compensation
Avoidance of Uncertainty
Uncertainty Avoidance in Business Communication
Long-Term Orientation
Long-Term Orientation in Business
Other Classifications of Culture
Orientation on Content or Context
Orientation to Task or Relationship
Orientation to Harmony or Conflict
Orientation to Time
References

Business Culture in Various Countries
Asia
China
Hong Kong
Taiwan
Japan
South Korea
India
Singapore
Thailand
Philippines
Europe
France
Germany
United Kingdom
The Netherlands
Belgium
Spain
Italy
Scandinavia
Russia
Central and Eastern Europe
Turkey
United States of America
Central and South America
Brazil
Argentina
Middle East
Saudi Arabia
Israel
Africa
North Africa (Libya, Morocco, Tunisia, Algeria, Sudan, Egypt)
West Africa (Ghana, Gabon, Gambia, Nigeria, Senegal, Sierra Leone)
East Africa (Kenya, Uganda, Tanzania, Somalia)
Southern Africa (Namibia, South Africa, Botswana, Angola, Mozambique, Zambia)
Australia and New Zealand
References

Managing Performance
Goal Setting: Setting Objectives and Communicating These
Power Distance
Individualism/Collectivism
Masculinity
Motivation and Empowerment
Checklist for the International Manager: Motivation
Performance Management
Power Distance
Individualism/Collectivism
Masculinity/Femininity
Checklist for the International Manager: Performance Management
Dealing with Underperformance
Power Distance
Individualism/Collectivism
Checklist for the International Manager: Dealing with Underperformance
Learning and Development
Power Distance
Individualism/Collectivism
Masculinity/Femininity
Uncertainty Avoidance
References

Managing Teams
Building Up the Team
Decide on the Objective
Prepare the Environment
Select for Diversity
Make It Work
Building Trust
What to Do to Build Trust
Building Trust across Cultures
Team Cooperation and Communication
Decision Making in Teams
The Five Dysfunctions of a Team
The Five Dysfunctions of a Team
Remote and Virtual Teams
References

Managing Change
The Change Process
The Role of the Manager in Change
The Management Is in the Best Position to Decide What the Desired State Will Look Like
Deployment Is a Process That Runs Top-Down
The Lower Levels in the Company Are Not Involved in the Definition of the Desired State: They Simply Execute What the Top Has Decided to Deploy
Creating a Climate for Change
Implementing the Change
Ensuring That the Change Lasts
Dealing with Resistance
References

Managing Negotiations
Two Types of Negotiations
Distributive Negotiations
Positions vs. Interests
Integrative Negotiations
When to Use Which Style?
Preparations
Interactions before the Start of the Negotiation
Who Should Participate?
Information Gathering
Opening
Relationship Building
Seating Arrangements
Making Introductions
Atmosphere and Climate
Surfacing Concerns
Agenda/Timetable
Positioning
Communication Style for the Opening
To Open or to Respond?
Scale of the Opening Position
Response to an Opening Bid
Exploring
Gathering Information
Concessions
Practical Tips
Closing the Negotiation
Deadlock
The Deadline
Closing the Negotiation
Contract
Evaluation
Power Balance
Tactics
Take It or Leave It
Give Me a Realistic Price
The Bogey
The Best Offer Wins
Change the Procedure
Use Time to Your Advantage
How to Deal with Dirty Tactics
Cultural Considerations When Using Tactics in Your Advantage
Negotiating with Internal Stakeholders
Power Distance
Individualism/Collectivism
Masculinity
Uncertainty Avoidance
References

Appendix: Country Cultures Classified
Index
About the Author

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Author(s)

Biography

Frank Garten is an independent business consultant, specializing in cross-cultural communication and cooperation. He advises and helps companies improve their cooperation with people from other cultures, and gives workshops, lectures, and training courses (both open and in-company) on this topic. Before publishing this book, Frank published the Dutch book Werken met Andere Culturen (Working with Other Cultures), and he frequently publishes blogs and articles on intercultural cooperation. Frank is based in the Netherlands, but facilitates personal development programs across the world in the areas of leadership development, communication, influencing, conflict management, and negotiation.

Reviews

"When intercultural cooperation gets difficult, the solution is in understanding your own impact on others, instead of trying to change the other person ... a strong book about personal development in a cross-cultural context."
—Karola Japke, Deputy CHO, Teijin Ltd.

"Offering a plethora of tips, this book is extremely useful and highly recommended to business professionals."
—Frans van Houten, President and CEO, Royal Philips

"The International Manager provides an insightful and thought-provoking plan for communicating with colleagues across the world."
—Erin Meyer, Professor of Organizational Behavior, INSEAD

"What makes this book so fascinating is that it not only provides leaders and HR professionals a structured and, above all, very practical approach to intercultural dialogue, but it also deals with human behaviors, feelings, and emotions across the world. A perfect mirror for corporate multinationals!"
—Suzanne Bouman, Head of Human Resources & General Services, Roche Diagnostics