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GLOBAL
ECONOMY AND GLOBAL MANAGERS
Culture
and Management : The Uncommon Commonsense
-- Professor Eric Jones
Managers
are continually instructed that they should take special
care with respect to cultural differences among their
customers and employees. This article argues that although
problems do occur, the difficulties are easily exaggerated
and great resources need not be committed to solving
them. Culture is a vague and changeable concept which
is too easily used to represent grievances or justify
protection for special interests. In reality, the issues
can be understood and solved without special training.
© 2008 IUP . All Rights Reserved
GLOBAL
ECONOMY AND GLOBAL MANAGERS
The
Figure of Diversity Manager in French Business : Towards
a Typology
-- Evalde Mutabazi, Philippe Pierre,
Aude Seurrat and
George-Axelle Broussillon
This
article explores five original types of Diversity Manager,
which our research has led us to define as mysterious,
apparent, exclusive, unsuspected and hidden.
© 2008 IUP . All Rights Reserved
GLOBAL
ECONOMY AND GLOBAL MANAGERS
Effective
Antidotes for Innovation Antibodies : Staying Ahead
-- Dr. Gary W Oster
This
article surveys ways to recognize innovation antibodies,
interpret their goals and purposes, realize the danger
they pose to companies, and steps to take so that they
are effectively neutralized.
© 2008 IUP . All Rights Reserved
GLOBAL
ECONOMY AND GLOBAL MANAGERS
Work
Engagement Among Managers and Professionals in the Turkish
Manufacturing Sector : Potential Antecedents and Consequences
-- Ronald J Burke, Mustafa Koyuncu,
Lisa Fiksenbaum
and Ufuk Durna
This
article examines the potential antecedents and consequences
of work engagement in a sample of male and female managers
and professionals employed in the manufacturing sector
in Turkey.
© 2008 IUP . All Rights Reserved
GLOBAL
ECONOMY AND GLOBAL MANAGERS
The
Interaction Economy : Gaining Competitive Edge
-- Mickey Connolly and Dr. Edward M Gurowitz
If
the growth of the Interaction sector in business is
(as it is likely to be) a reflection of the increasing
prevalence of ambiguous, nonformulaic situations today,
then it should be noted that the choice facing today's
business organizations is not `interaction or knowledge'
but rather `valuable interaction or wasteful interaction'.
©2008 Conversant Solutions, LLC. All Rights Reserved.
GLOBAL
ECONOMY AND GLOBAL MANAGERS
How
to Lead in Soul-calling Moments : Creating `Crisis Heroes'
-- Prof. Dr. Kai-Alexander Schlevogt
A
watershed moment can shape the course of history. In
such a situation, leaders of nations and organizations
can capitalize on great fluidity and shape their environments
in accordance with their ideals. To succeed, they must
follow the three recommendations outlined in a new framework
of `flashpoint leadership', which is the art and science
of inspiring people to greatness in the face of a cataclysmic
event. The actions taken by Chinese leaders to cope
with the mega-earthquake in Sichuan province epitomize
the best practice in soul-calling moments. Contrary
to conventional wisdom, the first stage starts long
before the crisis. A ruler needs to steel himself as
a shadow crisis leader long before the calamity strikes.
Secondly, when destiny calls him and his soul is laid
bare, he has to empathize with people on the ground.
At this stage, the leader should spend most of his time
interacting with the victims and the rescue workers,
imbuing them with an unshakeable belief in the final
victory despite all odds. In the final step, he must
mobilize all constituencies for an enduring `total war'.
Together with his team at the top and an army of `crisis
heroes' at all organizational levels, he needs to eradicate
the root causes of the crisis and realize an enthralling
vision that will benefit all stakeholders tremendously.
©2008 Prof. Dr. Kai-Alexander Schlevogt. All Rights
Reserved.
LEADERSHIP
Emotional
Intelligence : Must Leaders Have It?
-- GRK Murty
Shakespeare,
making King Lear inflict capricious cruelty on himself
and his wards, conveys his credo that it is the actions
of the mankind which are responsible for the fruits
they reap. And, if the actions of leaders are to be
functional, they should have a critical mass of emotional
intelligence, says Daniel Goleman.
© 2008 IUP . All Rights Reserved
INTERVIEW
Government
can play a positive role in creating cutting edge regulations,
or establishing standards for safety
-- Prof. David Ahlstrom
David
Ahlstrom is a professor in the Department of Management
at The Chinese University of Hong Kong. He has a PhD
in management from New York University and an MBA from
the University of Hawaii.
© 2008 IUP . All Rights Reserved
INTERVIEW
Unfortunately,
much of business is driven by the pressure to meet short-term
targets.
-- Dr Jittu Singh
Dr
Jittu Singh worked as an academician-cum-administrator
at XLRI and subsequently as a senior executive at Tata
Steel. His earlier stint at the institute, spanning
10 years, culminated as Dean for a 4-year term. He taught
a variety of courses in the Organizational Behavior,
Economics and General Management areas in the postgraduate
and executive development programs.
© 2008 IUP . All Rights Reserved
INTERVIEW
Moral
leadership and smart strategy go hand in hand. Performance
is enhanced when both are present and it degenerates
precipitously when both are missing.
-- Prof. Bala Chakravarthy
Bala
Chakravarthy is Professor of Strategy and International
Management. He holds the Shell Chair in Sustainable
Business Growth at IMD. Prof. Chakravarthy's research,
teaching and consulting interests cover three related
areas: managing the global enterprise (with a focus
on companies from BRIC countries), strategy processes
for sustainable business growth, and mastering leadership
dilemmas. He has published four books, several case
studies and numerous articles on these topics in top
international journals. His latest book, Profit or Growth?
Why you don't have to choose was published in 2007,
by Wharton School Publishing.
© 2008 IUP . All Rights Reserved |
