\n These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.\n <\/p>\n
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A helpful guide to working effectively with people from other cultures.<\/p>\n
\u201cThe sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,\u201d writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world.\u00a0When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a \u201cculture map scale\u201d that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines?\u00a0Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences\u2014not personality quirks\u2014are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.<\/p>\n
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.<\/p><\/div>\n
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Pub Date:<\/b> May 27, 2014<\/p>\n
ISBN:<\/b> 978-1-61039-250-1<\/p>\n<\/p><\/div>\n\n
Page Count:<\/b> 288<\/p>\n
Publisher:<\/b> PublicAffairs<\/p>\n<\/p><\/div>\n\n
Review Posted Online:<\/b> April 15, 2014<\/p>\n
Kirkus Reviews Issue:<\/b> May 1, 2014<\/p>\n<\/p><\/div>\n<\/p><\/div>\n
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