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Instructor resources
Instructional resources guide
This document contains:
- – In-text resources: suggestions for use
- – PowerPoint slides: suggestions for use
- – Author-recommended videos
- – Expanded applications: team problem-solving activities based on in-text applications
- – Web-based case sources
- – Web-based exercise and simulation sources
- – Answers to End of Book Cases
- – Additional global management cases and exercises
PowerPoints and Exhibits
Below are links to downloadable versions of all in-text Exhibits and a comprehensive set of 600 PowerPoint slides designed to review the materials covered in each chapter. This includes key concepts, chapter application, manager's notebooks, end-of-chapter discussion questions and cases.
Chapter 1 Management across cultures: an introduction
- PowerPoint slides
- Exhibit 1.1 – The changing global landscape
- Exhibit 1.2 – Building global management skills
- Exhibit 1.3 – Stages in developing multicultural competence
Chapter 2 Global managers: challenges and responsibilities
- PowerPoint slides
- Exhibit 2.1 – Traditional "logic" of organisation and management
- Exhibit 2.2 – Managerial roles
- Exhibit 2.3 – Context of global management
- Exhibit 2.4 – Supervisory roles across cultures
- Exhibit 2.5 – Perceptions of managerial roles
- Exhibit 2.6 – Perceptions of managerial practices
- Exhibit 2.7 – Cultural influences on managerial roles
- Exhibit 2.8 – Challenges of global assignments
- Exhibit 2.9 – A model for global managers
Chapter 3 Cultural environments
- PowerPoint slides
- Exhibit 3.1 – The cultural environment of global management
- Exhibit 3.2 – Culture, personality, and human nature
- Exhibit 3.3 – Popular models of national cultures
- Exhibit 3.3 (cont.)
- Exhibit 3.4 – Core cultural dimensions
- Exhibit 3.5 – Normative beliefs, institutional requirements, and social control
- Exhibit 3.6 – Cultural complexities and contradictions
- Exhibit 3.7 – Strategies for working across cultures
- Exhibit 3.8 – Hofstede's cultural dimensions for Bahrain and Sweden
Chapter 4 Organisational environments
- PowerPoint slides
- Exhibit 4.1 – The organisational environment of global management
- Exhibit 4.2 – Global organisation designs
- Exhibit 4.3 – Regional models of organisation
- Exhibit 4.3 (cont.)
- Exhibit 4.4 – Example of US investor model of organisation
- Exhibit 4.5 – Example of Chinese family model of organisation (gong-si)
- Exhibit 4.6 – Example of Japanese network model of organisation (Kirin Holdings kaisha, Mitsubishi keiretsu)
- Exhibit 4.7 – Example of German mutual benefit organisation (konzern)
- Exhibit 4.8 – Employee participation in organisational decision-making
- Exhibit 4.9 – Decision analysis and implementation speed
- Exhibit 4.10 – Influences on corporate culture
- Exhibit 4.11 – Strategies for working with global organisations
- Exhibit 4.12 – Learning from different organisational models
Chapter 5 Communicating across cultures
- PowerPoint slides
- Exhibit 5.1 – AIA model of interpersonal communication
- Exhibit 5.2 – Cultural screens on interpersonal communication
- Exhibit 5.3 – Culturally mediated cognitions in communication
- Exhibit 5.4 – Native and non-native speakers
- Exhibit 5.5 – Culturally mandated communication protocols
- Exhibit 5.6 – Communication in low- and high-context cultures
- Exhibit 5.7 – Strategies for communicating across cultures
Chapter 6 Leading global organisations
- PowerPoint slides
- Exhibit 6.1 – Dimensions of organisational leadership
- Exhibit 6.2 – Contemporary approaches to cross-cultural leadership
- Exhibit 6.3 – Global mindset of effective leaders
- Exhibit 6.4 – GLOBE cultural perspectives on leadership effectiveness
- Exhibit 6.5 – GLOBE leadership dimensions
- Exhibit 6.6 – Cultural beliefs about leadership styles
- Exhibit 6.7 – Percentage of women in senior leadership positions (rank order)
- Exhibit 6.8 – Percentage of board of director's seats held by women
- Exhibit 6.9 – Leadership patterns in China and the West
- Exhibit 6.10 – Strategies for leading global organisations
Chapter 7 Negotiating global partnerships
- PowerPoint slides
- Exhibit 7.1 – Benefits and challenges of global partnerships
- Exhibit 7.2 – Preparing for cross-cultural negotiations
- Exhibit 7.3 – Key success factors in cross-cultural partnerships
- Exhibit 7.4 – Competitive and problem-solving negotiation strategies
- Exhibit 7.5 – Examples of competitive and problem-solving negotiation strategies
- Exhibit 7.6 – Sequential and holistic bargaining strategies
- Exhibit 7.7 – Conflict resolution strategies
- Exhibit 7.8 – Contracts and the doctrine of changed circumstances
- Exhibit 7.9 – Strategies for negotiating global partnerships
Chapter 8 Managing ethical conflicts
- PowerPoint slides
- Exhibit 8.1 – Sources of ethical conflicts across cultures
- Exhibit 8.2 – Universalism, particularism, and ethical beliefs
- Exhibit 8.3 – Ethical beliefs, institutional requirements, and social control
- Exhibit 8.4 – GLOBE attributes of ethical leaders
- Exhibit 8.5 – OECD guidelines for ethical managerial behaviour
- Exhibit 8.6 – Global Corruption Index
- Exhibit 8.7 – Pressures for and against OECD guideline compliance on bribery and corruption
- Exhibit 8.8 – Strategies for managing ethical conflicts
Chapter 9 Managing work and motivation
- PowerPoint slides
- Exhibit 9.1 – Culture, work values, and behaviour
- Exhibit 9.2 – Vacation policies in selected countries
- Exhibit 9.3 – Culture and the psychological contract
- Exhibit 9.4 – Gender wage gaps across nations
- Exhibit 9.5 – Strategies for managing work and motivation
Chapter 10 Managing global teams
- PowerPoint slides
- Exhibit 10.1 – Advantages and drawbacks of global teams
- Exhibit 10.2 – Influences on global team synergy
- Exhibit 10.3 – Characteristics of co-located and dispersed global teams
- Exhibit 10.4 – Strategies for managing dispersed global teams
- Exhibit 10.5 – Managing tasks and team processes
- Exhibit 10.6 – Leadership and global team building strategies
- Exhibit 10.7 – Can people be trusted?
- Exhibit 10.8 – Developing mutual trust
- Exhibit 10.9 – Strategies for managing global teams
- Exhibit 10.10 – IBM's dispersed global development team for South Korean bank
Chapter 11 Managing global assignments
- PowerPoint slides
- Exhibit 11.1 – Key relationships in living and working globally
- Exhibit 11.2 – Implications of employer-initiated and self-initiated global assignments
- Exhibit 11.3 – Long- and short-term global assignments
- Exhibit 11.4 – Long-term global assignments
- Exhibit 11.5 – Short-term global assignments
- Exhibit 11.6 – Challenges of living and working globally
- Exhibit 11.7 – Family considerations in global assignments
- Exhibit 11.8 – Career considerations in global assignments
- Exhibit 11.9 – Stages in psychological adaptation to a new culture
- Exhibit 11.10 – Strategies for coping with culture shock
- Exhibit 11.11 – Acculturation strategies in local cultures
- Exhibit 11.12 – Influences on acculturation success
- Exhibit 11.13 – Coping strategies of returning expatriates
- Exhibit 11.14 – Strategies for living and working globally
Chapter 12 Lessons learned
- PowerPoint slides
- Exhibit 12.1 – Stages in developing multicultural competence
- Exhibit 12.2 – Cultural, organisational, and situational contexts
- Exhibit 12.3 – Global management skills
- Exhibit 12.4 – Model for global managers
- Exhibit 12.5 – Learning from the past, looking to the future
Appendix Models of national cultures
- PowerPoint slides
- Exhibit A.1 – Kluckhohn and Strodtbeck's cultural dimensions
- Exhibit A.2 – Hofstede's cultural dimensions
- Exhibit A.3 – Hall's cultural dimensions
- Exhibit A.4 – Trompenaars' cultural dimensions
- Exhibit A.5 – Schwartz's cultural dimensions
- Exhibit A.6 – GLOBE project's cultural dimensions
- Exhibit A.6 (cont.)
- Exhibit A.7 – Core cultural dimensions