Managers and National Culture: A Global Perspective

Managers and National Culture: A Global Perspective

Managers and National Culture: A Global Perspective

Managers and National Culture: A Global Perspective

Synopsis

The authors look at the role of managers in fifteen advanced and newly industrializing nations throughout the world. Each chapter is designed to cover three major themes. The first theme defines how the term manager is used in the particular country, as well as the status and ideology of managers in that country. The second theme identifies the link between societal values and managerial values. Finally, the authors discuss the ways that managers are recruited, selected, appraised, compensated, trained and how they are affected by labor relations. In the final chapter, the editor discusses both the similarities and differences in the experiences of managers across the selected countries.

Excerpt

Why do we academics write books? I suspect that there are almost as many reasons as there are authors. Let me share with the reader some of the reasons for my going ahead with this project.

I developed a strong interest in traveling overseas after completing my M.A. in industrial relations at the University of Illinois in the mid-1950s. the hope was there that I might be assigned outside the United States while serving in the U.S. Army, but that didn't happen. the closest I got to another country was Fort Bliss, Texas, which is across the border from Juarez, Mexico. Periodic trips across the bridge whetted my appetite for more foreign travel.

The next four and one-half years found me working in the field of personnel and industrial relations for a private firm in the greater Chicago area. Once again I found the chance of going overseas somewhat remote. It would have been better had I been trained in finance or engineering, if working overseas was to be a reality.

The return for a doctorate at the University of Wisconsin finally allowed me to reach the goal. I made a conscious choice to pursue a dissertation that would provide a reason for going overseas. the summer of 1965 found my family and me living in Stockholm, Sweden. That summer was spent collecting dissertation data on managerial rights in Swedish collective bargaining. An added attraction was the opportunity to become acquainted with all my Swedish relatives. My four grandparents had immigrated to the American Middle West in the latter part of the nineteenth century. Thus, I was returning to my ancestral roots.

The time spent in Sweden spurred me to find a way to return to Europe for a longer stay. Thus, we found ourselves in Bergen, Norway, during the 1971- 72, academic year where I was on leave to teach at the Norwegian School of Economics and Business Administration. There was also time to carry out research on organizational climate in separate samples of Norwegian and Swedish . . .

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