Bøger af Jean-Louis Barsoux

As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job. This book demonstrates how culture affects management practice, from organisational structure to strategy and human resource management. Drawing upon evidence from the authors research, it encourages managers to reconsider, explore and transfer alternative practices across national boundaries. As well as providing an insight into other cultures, this text provides readers with an increased awareness of their own. The third edition of this book serves to expand the discussion of the impact of culture on effective management and on utilising differences to create competitive advantage. Employing tools of observation, questioning and interpretation, the book challenges assumptions and encourages critical reflection on the influences of culture in business. Managing Across Cultures will appeal to both managers and executives working within an international business environment, as well as to students on a growing number of MBA and other undergraduate, postgraduate and post-experience courses. Key features New and updated examples interspersed throughout the chapters Strong theoretical foundations are linked to highly practical application Expanded coverage of geographical perspectives especially from the powerful emerging economies Focus on the emergence of diversity as a strategic priority Exploration of the impact of culture on virtual teams Improved design, layout and sign-posting of content Susan C. Schneider is Professor Emeritus of Human Resource Management at HEC University of Geneva, Switzerland. She has been Visiting Professor at INSEAD and ESSEC (France), NOVA University (Portugal) and Zhejiang University (China). As well as her research into cross-cultural management, she has actively worked to internationalise the mindsets of managers and companies. Her current research focuses on diversity and corporate responsibility. Jean-Louis Barsoux is Senior Research Fellow at IMD, Switzerland. He is the author of several books on culture and diversity in management, and has written for Harvard Business Review and Financial Times. Gnter K. Stahl is Professor of International Management at Vienna University of Economics & Business (WU Vienna). Prior to joining WU Vienna, he served for eight years as a faculty member at INSEAD and held visiting appointments at Duke Universitys Fuqua School of Business, the D'Amore-McKim School of Business at Northeastern University, the Wharton School of the University of Pennsylvania and Hitotsubashi University. He has published in leading academic and practitioner-oriented journals and has designed and taught cross-cultural management courses at the Masters, MBA, and Executive MBA levels for universities and business schools around the world.

Twelve lively accounts are given, based on searching interviews, of very different kinds of managerial jobs. They paint a picture of what the job is like, the work that the individual does, and how he or she feels about it. The jobs are compared and lessons are drawn for career guidance, selection and management development as well as how far managerial skills are transferable. The accounts can also be used as case studies and questions are provided for students.

Do you have an employee whose performance keeps deterioratingdespite your close monitoring? Brace yourself: You may be at faultby unknowingly triggering the set-up-to-fail syndrome. Perhaps things started off swimmingly. But then something--a missed deadline, a lost clientmade you question the person's performance. You began micromanaging him. Suspecting your reduced confidence, he started doubting himselfand stopped giving his best. You viewed his new behavior as additional proof of mediocrity, and tightened the screws further. In The Set-Up-to-Fail Syndrome, Jean-Francois Manzoni and Jean-Louis Barsoux show how this insidious cycle hurts everyone: employees stop volunteering ideas, preventing your organization from getting the most from them; you lose energy to attend to other activities; and your reputation suffers as other employees deem you unfair. Team spirit wilts as targeted performers are alienated. But the set-up-to-fail syndrome doesn't have to happen. The authors provide preventive measures, such as loosening the reins as new employees master their jobs. If the syndrome has already erupted, Manzoni and Barsoux explain how to discuss the dynamic with your employee and reverse the cycle.

How do people come up with truly original ideas? The answer is to think outside the box—way outside. For the past decade, Cyril Bouquet, Jean-Louis Barsoux, and Michael Wade, professors of innovation and strategy at IMD Business School, have studied inventors, scientists, doctors, entrepreneurs, and artists. These people, or “aliens,” as the authors call them, are able to make leaps of creativity, and use five patterns of thinking that distinguish them from the rest of us. These five patterns—Attention, Levitation, Imagination, Experimentation, and Navigation—lead to a fresh and flexible approach to problem-solving. Alien thinkers know how to free the imagination so it can detect hard-to-observe patterns. They practice deliberate ways to retreat from the world in order to see the big picture underlying a problem. And they approach ideas in systematic ways that reflect the constraints of reality. Through surprising and compelling stories, the authors show how readers can use this method to develop out-of-this-world ideas. ALIEN Thinking can help any of us find innovative solutions to the most difficult problems.

An account of management in the contemporary French business world. The formal nature of work relations and the rituals of French business life are analyzed and set against the role of senior executives, and the book looks at the corporate culture of four leading - but very different - companies.

This book is a business study and history of INSEAD which details how this success was achieved, and goes on to relate the story of the school to the management themes of leadership, teamworking and innovation.

The Challenge of British Management confronts three big questions: What is Management all about?, What is British Management, in particular, like?, How good is it? An understanding of British Management requires a knowledge of Management in general and familiarity with the experience and best practice of other countries.

Based on a two year comparative study by British and German research teams, the book challenges the universal view of management presented in so many management books, by showing how differently German middle managers think and act.

Twelve lively accounts are given, based on searching interviews, of very different kinds of managerial jobs. The jobs are compared and lessons are drawn for career guidance, selection and management development as well as how far managerial skills are transferable.