CONTENT

PART I. The global manager’s environment 3

Chapter 1. Assessing the Environment – Political, Economic, Legal, Technological 3 Chapter 2. Managing Interdependence: Social Responsibility and Ethic 6

PART II. The cultural content of global management 9

Chapter 3. Understanding the Role of Culture 9 Chapter 4. Communicating Across Cultures 12 Chapter 5. Cross-cultural Negotiation and Decision Making 14

PART III. Formulating and implementing strategy for international and global operations 17

Chapter 6. Formulating strategy 17 Chapter 7. Global Alliances and Strategy Implementation 20 Chapter 8. Organization Structure and Control Systems 23

PART IV. Global humain ressources management 29

Chapter 9. Staffing, Training, and Compensation for Global Operations 29 Chapter 10. Developing a Global Management Cadre 32 Chapter 11. Motivating and Leading 38

PART I. THE GLOBAL MANAGEMENT ENVIRONMENT

CHAPTER 1

Assessing the environment

Political, Economic, Legal, Technological

The Global Business Environment

Following is a summary of global situations and trends, which managers need to monitor and incorporate in their strategic and operational planning.

Globalism

Business competitiveness has now evolved to a level of sophistication that many term globalism—global competition characterized by networks of international linkages that bind countries, institutions, and people in an interdependent global economy. The invisible hand of global competition is being propelled by the phenomenon of an increasingly borderless world. As described by Kenichi Ohmae, "The nation-state itself—that artefact of the eighteenth and nineteenth centuries—has begun to crumble, battered by a pent-up storm of political resentment, ethnic prejudice, tribal hatred, and religious animosity."
Regional Trading Blocs—The TRIAD: the European Union (EU), Asia, South Asia, China, North America, Central