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The Cultural Mindset
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The Cultural Mindset
Managing People Across Cultures



January 2021 | 696 pages | SAGE Publications, Inc

The phenomenon of global organizations reminds us that cross-cultural management is more prevalent than ever. While it may not be possible to develop in-depth knowledge of all cultures, a person can develop a way of thinking where they integrate culture in all of their deliberations, decisions, and behaviors. Such an approach is transformative and involves adopting a cultural mindset, understanding culture’s power as a frame of reference, and developing a new way of thinking.

 

The book Cross-Cultural Management: The Cultural Mindset is based on Dr. Nahavandi’s years of teaching, researching, and consulting with many businesses on cross-cultural issues. Built around a think-know-do model, the text enables readers to adopt a cultural mindset that will effectively guide their thinking and behavior as future managers. Through case studies and self-assessments, the book allows students to develop a broader view of culture that is beyond learning skills and competencies. Additionally, by focusing on culture in general, the book allows readers to address both national cultural issues, such as how to work in another country or manage a multi-national team, and diversity issues, such as the glass ceiling or discrimination in the workplace.  The key underlying theme for both topics is how culture, national or group-related, impacts our perspective – what we value, how we think, how we behave, and how we manage people effectively.

 

Each chapter will include a focus on both informational and transformational learning through:

 

·         Cases and examples that will question assumptions and emphasize applicability

·         Self-assessments to make the concepts personal and relevant, and encourage self-reflection

·         Examples to help students understand those concepts

·        Specific exercises and/or reflections to help students apply information to their own personal and professional             life

 


 
I. INTRODUCTION
 
1. The Impact of Culture on Managing Organizations
 
2. The Cultural Mindset
 
II. THINK – YOUR CULTURAL PERSPECTIVE
 
3. The Role of Cognitive Processes in Cross-Cultural Management
 
4. Views of Culture and Acculturation
 
III. KNOW – GROUP CULTURE AND DIVERSITY
 
5. Managing Diverse Groups
 
6. Gender in Organizations
 
IV. KNOW – MODELS OF NATIONAL CULTURE
 
7. Culture as Value Orientation
 
8. Cultural Dimensions In Management and Leadership
 
V. DO – LEADING MULTI-CULTURAL ORGANIZATIONS
 
9. Leadership and Culture
 
10. Motivating People and Leading Multi-Cultural Teams
 
11. Managing Organizational Strategic Forces and Processes
 
12. Crossing the Threshold: Developing a Cultural Mindset
 
Appendix A. The Development of the ICMI
 
Appendix B. Sample of U.S. Immigration Policies and Practices
 
Appendix C. Brief Timeline of events and milestones related to slavery and civil rights in the U.S.

Supplements

Instructor Resource Site
 

edge.sagepub.com/nahavandiccm

 

SAGE edge for instructors supports your teaching by making it easy to integrate quality content and create a rich learning environment for students with:

·         a password-protected site for complete and protected access to all text-specific instructor resources; 

·         instructor manual that provides sample course syllabi, guidelines for end of chapter activities, and additional support materials for each chapter;

·         editable, chapter-specific PowerPoint® slides that offer complete flexibility for creating a multimedia presentation for your course

Key features

            In addition to discussion of theory and research related to cross-cultural management, examples from many different cultures, and inclusion of real-world examples that illustrate the concepts throughout the book, every chapter includes:

·         An opening real-world First-Person case

·         Window to the World guide to doing business in specific countries

·         Applying What You Learned section at the end of the chapter with specific guidelines on how to apply the material from the chapter

·         Managerial Challenge section at the end of the chapter to help practice applying the concepts from the chapter

·         Self-assessments that increase students’ self-awareness

·         Exercises that engage students and demonstrate how concepts can be applied

·         Self-reflection questions that encourage meta-cognition, thoughtful application and retention of the concepts

·         A case at the end of chapter to further apply the concepts and help wrap-up the chapter


For instructors

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