Showing papers by "J. Stewart Black published in 1999"
Book•
01 Jan 1999
TL;DR: In this article, the strategic roles of global assignment are discussed, and the process of making cross-cultural adjustments is described as follows: 1. Selecting: Finding the right people. 2. Training: Helping people learn to do the right things. 3. Adjusting: Developing New Mental Maps and Behaviours. 4. Rewarding: Recognising People When They Do Things Right.
Abstract: Preface. Authors PART I: INTRODUCTION. 1. The Strategic Roles of Global Assignments. 2. The Process of Making Cross-Cultural Adjustments. PART 2: BEFORE THE ASSIGNMENT. 3. Selecting: Finding the Right People. 4. Training: Helping People Learn to Do the Right Things. PART 3: DURING THE ASSIGNMENT. 5. Adjusting: Developing New Mental Maps and Behaviours. 6. Integrating: Balancing Dual Allegiance Appraising: Determining If People Are Doing the Right Things. 7. Rewarding: Recognising People When They Do Things Right. PART 4: AFTER THE ASSIGNMENT. 8. Repatriating: Helping People Readjust and Perform. 9. Retaining: Utilising the Experienced Global Manager. 10. Managing the Entire Global Assignment Cycle: Establishing Best Practices. References. Index.
479 citations
Book•
17 Aug 1999
TL;DR: The Global Explorers project as discussed by the authors guides the global manager from the periphery to the center stage of international business leadership, and identifies the necessary skills to compete in the international marketplace, using extensive research, real-life examples, and 130 in-depth interviews with senior executives representing 50 global companies.
Abstract: In this age of globalization challenges--from economic uncertainty to emerging markets--there are no mapped out answers for the international manager. Global Explorers guides the global manager from the periphery to the center stage of international business leadership. In a 1997 survey of Fortune 500 firms conducted by authors J. Stewart Black, Allen J. Morrison and Hal B. Gregersen, virtually all companies indicated there was a severe shortage of global leaders. The demand for competent global leaders far outstrips the supply. Global Explorers provides the skills and outlines the competencies future global managers need to fill the leadership gap. Using extensive research, real-life examples, and 130 in-depth interviews with senior executives representing 50 global companies, including IBM, Disney, Exxon and Sony, Global Explorers suggests the reasons for the global leadership shortage, and identifies the necessary skills to compete in the international marketplace. For managers who want to safeguard their corporate future in these changing times, Global Explorers will help them develop a personal program for developing and balancing the skills they need to become successful global leaders.
225 citations
Book•
20 Jul 1999
TL;DR: The history of management thought and practice can be traced back to the early 1970s as discussed by the authors, when the concept of management theory and practice was first proposed in the field of management.
Abstract: I. INTRODUCTION AND HISTORICAL OVERVIEW. 1. Introduction. 2. History of Management Thought and Practice. II. ENVIRONMENTAL CONTEXT OF MANAGING. 3. Assessing External Environments. 4. Managing within Cultural Contexts. 5. Ethics and Social Responsibility. 6. Managing Innovation and Entrepreneurship. III. PLANNING AND DECISION MAKING. 7. Planning. 8. Strategic Management. 9. Individual and Group Decision Making. IV. ORGANIZING AND STAFFING. 10. Organizational Structure and Design. 11. Groups and Teams. 12. Managing Human Resource. V. LEADING. 13. Motivation. 14. Leadership, Power, and Influence. 15. Communication and Negotiation. VI. MONITORING AND EVALUATING. 16. Control. 17. Operations Management. 18. Information Technology Management. VII. TRANSFORMING. 19. Organizational Change and Renewal. References. Credits. Name Index. Organization/Company Index. Subject Index.
76 citations