The European manager, a man, or a myth?

Article Abstract:

In the U.S., lists of the most desirable executives are compiled for recruiting purposes according to industry orientation by such groups as Fortune International; these lists are not maintained for European executives, because of cultural differences from one nation to the next that preclude a manager's ability to successfully cross national borders. French, German, Italian and British executives are likely to be successful only within the confines of their national boundaries. To some extent, this is true because of the various management approaches identifiable by national origin: the French are seen as 'uniquely chauvinistic' in their approach to management, while Germans are extremely efficient, Italians have a talent for design and emotionalism, and the British are least likely to consider themselves European in any sense, preferring the label of Britons.

Usage, Europe, International aspects, Cross-cultural orientation, Cross cultural training, Corporations, European

---

When power distorts the manager's mind

Article Abstract:

Today's business world is characterized by substantial changes, larger corporate structures, and globalization of business activity, all of which disrupt old ways of developing governing business elites. In this atmosphere, the temptations for abuse of power are stronger than ever. Power may be based on: position or role, physical attributes, the ability to manipulate resources, expert knowledge, or personal authority, such as charisma. The individual who is unprepared to assume power needs awareness of power's corrupting influences. The new business leader may feel isolated from former peers and experience an enhanced sense of self-worth and 'potency,' until he begins to believe that he is either well-suited to wield power or unsuited for his powerful position.

Psychological aspects, Analysis, Industrial psychology, Power (Philosophy), Industrial-organizational psychology

---

Visions that transform

Article Abstract:

Many business leaders claim that they have used a business strategy or vision to change a losing organization into a successful one. To be successful, however, leaders must select visions which are understandable and which are different from what exists. They must also have the trust and support of others. Leaders who pursue such visions must: be intuitive; be able to create complete images concisely; and believe in their visions sufficiently to persevere.

Methods

Similar abstracts:

• Abstracts: The end of the road. A model shows its age: pension reform. The merits of diversity
• Abstracts: Groping for a cure for managerial menopause. The special talents that set a leader apart. Why managers need to develop their intuition
• Abstracts: The formidable risks managers face in an unfamiliar culture. Corporations tragically waste overseas experience
• Abstracts: The Italians: the best Europeans? Eureka has found it. The Channel Tunnel: the critics aim their big guns
• Abstracts: A belle epoque for fast foods? Plodding toward fitness. Norsk Hydro's buffer strategy to reduce its fragile dependence on gas and oil

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.