Management Development through Cultural Diversity

This stimulating, clearly written and well-structured text is a comprehensive introduction to the principles of management and organisational behaviour, as well as a corrective to the eurocentric bias of most management texts. It develops a trans-cultural perspective which draws on insights from across the world to examine different management styles, cultures and stages of business development. Contents include: • Orientation • Primal Management - Western including America • Rational Management - Northern including Scandinavia • Developmental Management - Eastern including Japan • Metaphysical Management - Southern including South Africa • Developing yourself as a manager Each section examines core management theory and literature, cultural orientation and related prominent theories. The numerous case studies use appropriate examples from a wide range of international organisations. The uniquely wide-ranging perspective make this a valuable text for all those interested in general management, international business, organisational behaviour and corporate strategy. BOOK COVER......Page 1 HALF-TITLE......Page 2 TITLE......Page 3 COPYRIGHT......Page 4 CONTENTS......Page 5 ILLUSTRATIONS......Page 7 Setting out on a journey......Page 9 Becoming a master manager......Page 10 Becoming a citizen of the globe......Page 11 I felt myself to be a fraud......Page 12 Knowledge bears fruit in works......Page 13 Management and mankind......Page 14 Conditions of metamorphosis......Page 15 CM3—continuity as metamophosis—crossing the north-south divide......Page 16 CM4—complementary metamorphosis—promoting creative tension......Page 17 Global management domains......Page 18 CW1—primal domain—economic/anthropological—competitive......Page 19 CW3—developmental domain—bio/dynamic—cooperation......Page 20 CW4—metaphysical domain—cultural/epistemological—co-creation......Page 21 Ordinary learning......Page 22 Masterly transformation......Page 23 Postscript—the book unfolds......Page 24 Part I WHY? TOWARDS MASTERY—SETTING THE CONTEXT......Page 25 Global business development......Page 26 Structure changing—towards interdependence......Page 27 Structure changing—fusing together......Page 28 Structure changing—the never-ending spiral......Page 29 THE PRINCIPLE OF COMPARATIVE ECONOMIC ADVANTAGE......Page 30 THE INNOVATIVE FORERUNNERS......Page 31 CARTELS AS TRANSITIONAL OBJECTS......Page 32 ORGANIZATIONAL DIFFERENTIATION AND INTEGRATION......Page 33 THE EMERGENCE OF PRODUCTION SHARING......Page 34 TECHNOLOGY AND TRANSNATIONAL INTERDEPENDENCE......Page 36 TECHNOLOGICAL, ECONOMIC AND SOCIAL INTEGRATION......Page 37 TRANSITION TO MATURITY......Page 38 FOSTERING GLOBAL UNITY......Page 39 STARTING UP A BUSINESS......Page 40 ATTRIBUTES OF ENTREPRENEURSHIP—SOFT AND HARD......Page 41 THE MANAGERIAL REVOLUTION......Page 42 STRATEGY AND STRUCTURE......Page 43 BUSINESS ADMINISTRATION......Page 44 FORM AND BEAUTY......Page 45 QUALITY OF LIFE......Page 46 THE KNOWLEDGE REVOLUTION......Page 47 ANCIENT MYTHOLOGY AND MODERN EPISTEMOLOGY......Page 48 FROM VISION TO ACTION......Page 49 ENTERING THE GLOBAL BUSINESSPHERE......Page 50 Ages and stages......Page 51 Value creation underlies wealth creation......Page 53 Cartesian dualism versus the Way of Complementarity......Page 54 Early versus late industrializers......Page 55 Winning versus improving the game......Page 56 Improving through the fittest surviving versus the game evolving......Page 57 Relative simplicity versus relative complexity......Page 58 Short-term contests versus long-term processes......Page 59 Knowledge relationships are infinite games......Page 60 The strategy of knowledge intensification......Page 61 Catalysts and clusters......Page 62 Creating clusters—unity in diversity......Page 63 Pure competition dis-engages the knowledge economy......Page 64 Western inner direction versus East Asian outer direction......Page 65 Aligning people with needs......Page 66 Natural versus learned advantages......Page 67 Seniority, legacy and renewal......Page 68 What is worth achieving?......Page 69 Contracts as finite, relationships as infinite......Page 70 Contracts are the floor—reciprocity is the ceiling......Page 71 Finite sequences, infinite circles......Page 72 Customization, flexible manufacturing and short runs......Page 73 Planning for hybridization and fusion......Page 74 The double helix and the cross......Page 75 Introduction......Page 78 Craft versus mass production......Page 79 Community and organization......Page 80 The role of impannatore......Page 81 Flexible specialization—economy and society......Page 82 Going north—through west and south......Page 83 Managing transition......Page 91 A day in the life of the branch......Page 92 Value sharing......Page 93 Authority, community and economy......Page 94 Global business development......Page 95 Information management—north/east......Page 96 Conclusion......Page 97 From yang competition to yin cooperation......Page 99 The yin and yang of organizations......Page 100 Chaos and order......Page 101 The feminine principle behind change......Page 102 Masculine and feminine principles......Page 103 The psychology of consciousness......Page 104 Creativity and destructiveness......Page 106 From domination to partnership......Page 107 From modernism to post-modernism......Page 108 Complementarity in management......Page 109 Part II WHAT? GLOBAL MANAGEMENT—ESTABLISHING THE CONTENT......Page 111 Primal roots......Page 112 The gatherer reappeared in Marxian guise......Page 113 Subsistence communities......Page 114 Self-interest in the market-place......Page 116 Attributes of entrepreneurship......Page 118 The need for character balance......Page 119 Enterprise and shared values......Page 120 The seven Ss......Page 121 Primal attributes......Page 122 The primal mainstem......Page 123 CHAMPIONING SYSTEMS......Page 124 STICK TO THE KNITTING......Page 125 EXPERIMENTING ORGANIZATIONS......Page 126 Primal structure—lean staff, simple form......Page 127 Productivity through people......Page 128 Close to the customer......Page 129 The passion for excellence—business as a show......Page 130 The world turned upside-down......Page 131 MASTER PARADOX......Page 132 From thriving on chaos to liberation management......Page 133 A passion for excellence......Page 134 Adding and sharing value......Page 135 Enterprise and environment—defend and attack......Page 137 The forces driving competition......Page 138 Generic competitive strategies......Page 139 The competitive advantage of nations......Page 140 Measurement and management in the information age......Page 141 THE OVERALL PERSPECTIVE......Page 142 MEASURING BUSINESS STRATEGY......Page 143 OVERALL MEASURES......Page 144 Internal-business-process perspective......Page 145 EMPLOYEE CAPABILITIES......Page 146 SITUATION-SPECIFIC DRIVERS......Page 147 From male to female......Page 148 From competitive performance to customer care......Page 149 From making things well to doing things better......Page 150 From adding value to sharing value......Page 151 PRE-INDUSTRIAL TO INDUSTRIAL......Page 152 FROM TRANSACTIONAL TO RELATIONAL......Page 153 From organizational functions to service activities......Page 154 The employee as partner......Page 155 Making ‘hard’ tin soldiers into ‘soft’ Russian dolls......Page 156 From competitive strategy to national advantage......Page 157 Factors impinging on the individual manager......Page 159 Structure building and structure changing......Page 160 Individuation phase—metaphysically based maturity......Page 161 A HERO AND HEROINE IN EACH DOMAIN......Page 162 Are you an entrepreneur/‘intrapreneur’?......Page 163 How are entrepreneurs rewarded?......Page 165 The developing entrepreneur—Bill Gates—Microsoft......Page 166 Business developer......Page 169 Are you an animateur?......Page 170 Do organizations recruit animateurs?......Page 171 Natural business......Page 172 Corporate animateur......Page 176 Developing yourself as a primal manager......Page 177 Primal and rational management......Page 178 The classical management heritage......Page 179 Hierarchy and network......Page 180 The visible hand......Page 181 The new captains of industry......Page 182 The evolution of management science in the north......Page 183 Principles of scientific management......Page 184 From administrative to behavioural sciences......Page 185 Psychological depression—the Great Crash......Page 186 The advent of the social sciences......Page 187 Democracy and management......Page 188 Follett’s group process......Page 190 Friendship and sympathy......Page 191 The two-way stretch......Page 192 The rational way forward......Page 193 Requisite bureaucracy......Page 194 Role and social structure......Page 195 The rights of the individual......Page 196 Vertical and horizontal relationships......Page 197 Layers of complexity......Page 198 Powers of cognition......Page 200 Values—knowledge—wisdom—temperament......Page 201 Career progress and level of aspiration......Page 202 Evolving strata of organization......Page 203 From scientific management to total quality......Page 205 From total quality to business process re-engineering......Page 207 Dealing with muda......Page 208 MAKING VALUE FLOW......Page 210 A channel for the stream—a valley for the channel......Page 211 From re-engineering to strategic intent......Page 212 Strategic intent......Page 213 HIERARCHY OF COMPETENCE......Page 214 From social science to quality circles......Page 215 From craftwork to scientific management......Page 217 Developing intellective skills......Page 218 From drivers of people to drivers of learning......Page 219 The concentric organization......Page 220 Social-system development......Page 222 From value chain to value star......Page 223 Change and integration......Page 224 The company as a knowledge system......Page 225 Conclusion......Page 227 The executive and the change agent......Page 229 Do companies recruit executives?......Page 230 How do you develop as an executive?......Page 231 Adultlike functional manager......Page 233 Are you a change agent?......Page 234 How should companies reward change agents?......Page 235 Adultlike management of change......Page 238 Developing your rational individuality......Page 239 Natural selection—survival of the fittest......Page 241 Paley, Malthus and Darwin—religion, economics and biology......Page 242 From natural selection to morphogenesis......Page 243 Focusing upon the generative field......Page 244 A theory of emergent order......Page 245 Evolution comes first......Page 246 Expansionary consolidation......Page 247 Established authority......Page 248 Renewal or death......Page 249 Self-organizing dynamics......Page 250 Self-reference and self-organization......Page 251 Energy and information......Page 252 Welcoming back ourselves......Page 253 Life as work and play......Page 254 Organization as organizing......Page 255 Dances not wars......Page 256 Selves organizing......Page 257 Emerging organization......Page 258 The spiral of life......Page 259 Strategic management and organizational dynamics......Page 260 From economics to psychology via complexity......Page 261 Strategic management......Page 262 Organizational dynamics......Page 263 Linear and non-linear systems......Page 264 Conventional and unconventional strategic management......Page 265 Self-organization......Page 266 Passion, reason and emergence......Page 267 Politics and learning......Page 268 Dissipative structures......Page 269 Anticipation and participation......Page 270 Patterns of learning and innovation......Page 271 Steps towards managing an unknowable future......Page 272 Play—space for creativity in the mind......Page 273 Accommodating anxiety—space for creativity in the group......Page 274 Self-reflection—dialogue with others......Page 275 Emergent strategy and organizational learning......Page 277 Emergent strategies......Page 278 Elements of strategic crafting......Page 279 Hunting and gathering......Page 281 Hunters of the spirit......Page 282 EMERGENT ACTION......Page 283 PHASE 4—FROM CREATIVE DESTRUCTION TO RENEWAL......Page 284 Bridging self and other: linking artisan and scribe......Page 285 Learning—rate of change......Page 286 The project-based route to organizational learning......Page 287 IN THE ABSENCE OF A SYSTEMIC WORLD VIEW......Page 289 SYSTEMS THINKING AS THE CORNERSTONE OF THE LEARNING ORGANIZATION......Page 290 Mental models......Page 291 Shared vision......Page 292 DIMENSIONS OF TEAM LEARNING......Page 293 Leader as designer......Page 295 Mastering creative tension......Page 296 Our blindness to developmental management......Page 298 The role of enabler......Page 299 Do companies recruit adopters?......Page 300 Becoming an adopter......Page 301 Adultlike journeyman or women......Page 304 Are you an enabler?......Page 305 How are enablers rewarded?......Page 306 Evolving as a developmental manager......Page 312 Two-way stretch......Page 313 Analysis and integration......Page 314 The geometry of meaning......Page 315 Levels of being......Page 316 The medicine wheel......Page 317 From Greek atomists to quantum physicists......Page 319 Self-renewal and self-transcendence......Page 320 The matter—mind continuum......Page 321 Conclusion......Page 322 Knowledge creation in the global businessphere......Page 324 Knowledge creation as a dynamic human process......Page 325 Creating a knowledge vision......Page 326 THE EPISTEMOLOGICAL DIMENSION: TACIT AND EXPLICIT......Page 328 Knowledge creation—enabling conditions......Page 329 FLUCTUATION AND CREATIVE CHAOS......Page 330 REQUISITE VARIETY......Page 331 Knowledge practitioners at the periphery......Page 332 Knowledge officers at the centre......Page 333 Top-down management—the dominant centre......Page 334 Middle-up-down management—balancing core and periphery......Page 335 A high-density field of interaction......Page 337 The knowledge spiral......Page 338 SOUTHERN—SOCIALIZATION—ANIMATEUR......Page 339 WESTERN—INTERNALIZATION—ENTREPRENEUR......Page 340 Unleashing the knowledge dynamics......Page 341 The hypertext organization......Page 342 Conclusion......Page 344 From managerial spectrum to global businessphere......Page 345 The local polarities......Page 346 Unity-in-variety......Page 347 Variety-in-unity......Page 349 Global factors of production......Page 350 Hero with seven faces......Page 352 From matter to spirit......Page 353 Transforming the spirit—language, journey, storytelling......Page 354 THE FUNCTION OF MYTHOS......Page 355 ROLE OF MYTHOS......Page 356 SPIRIT AND BRAND IMAGE......Page 357 COVENANT AND FORM......Page 358 UNDERSTANDING......Page 359 RESPONSIVE......Page 360 FACILITATING THE JOURNEY......Page 361 STEP 3—UNRAVELLING THE ORGANIZATION’S CULTURE......Page 362 COLLECTIVE STORY-TELLING......Page 363 Mobilizing the spectrum......Page 364 Enabling—harmonizing—enhancing......Page 365 Enterprising—energizing—empowering......Page 366 Animating—responding—enthusing......Page 367 Adopting—imitating—contemplating......Page 368 Innovator and adventurer......Page 370 Who recruits innovators?......Page 371 Becoming an innovator......Page 372 Midlife visionary......Page 376 Are you an adventurer?......Page 377 Becoming an adventurer?......Page 378 Second to Mother Teresa and the Pope......Page 383 Vision and energy......Page 384 Becoming your managerial self......Page 385 Part III HOW? MANAGERIAL METAMORPHOSIS—TRANSFORMING YOUR CAPABILITIES......Page 387 Autopoietic process—POEM......Page 388 Competitive performance......Page 389 Core competence......Page 390 Managing across cultures......Page 391 Individual learning in a group context......Page 392 The ‘learning set’......Page 393 ‘Ordinary’ criteria for evaluation......Page 394 The dynamic process......Page 395 The ‘extraordinary’ role of the facilitator......Page 396 ‘Extraordinary’ criteria for evaluation......Page 397 Review—internalizing experience......Page 398 The knowledge-creating company......Page 399 The poetics of learning......Page 400 UNFOLDING PLOT......Page 402 Poetry in motion......Page 403 The novelty of your life......Page 404 The masterly transformational process......Page 405 COMBINATION......Page 406 Criteria for evaluating ‘mastery’......Page 407 Conclusion......Page 409 NOTES......Page 410 INDEX......Page 419

This stimulating, clearly written and well-structured text is a comprehensive introduction to the principles of management and organisational behaviour, as well as a corrective to the eurocentric bias of most management texts. It develops a trans-cultural perspective which draws on insights from across the world to examine different management styles, cultures and stages of business development.

Contents include:

• Orientation

• Primal Management - Western including America

• Rational Management - Northern including Scandinavia

• Developmental Management - Eastern including Japan

• Metaphysical Management - Southern including South Africa

• Developing yourself as a manager

Each section examines core management theory and literature, cultural orientation and related prominent theories. The numerous case studies use appropriate examples from a wide range of international organisations. The uniquely wide-ranging perspective make this a valuable text for all those interested in general management, international business, organisational behaviour and corporate strategy.

Annotation This stimulating, clearly written and well-structured text is a comprehensive introduction to the principles of management and organizational behavior, as well as a corrective to the Eurocentric bias of most management texts. This book focuses on four domains of management--primal, rational, developmental and metaphysical. It develops a transcultural perspective drawing on insights from across the world to examine different management styles, cultures and stages of business development. Each section examines core management theory and literature, cultural orientation and related prominent theories. The numerous case studies are drawn from America, Scandinavia, Japan, the Far East, Southern Africa and elsewhere. This is a substantially revised and updated version of Ronnie Lessem's acclaimed book Global Management Principles (1989), using three-quarters new material