The business world has now begun to pay close attention to the principle of intercultural management mainly due to the trends of globalization. Indeed, the management of the latter, carried by the phenomenon of globalization, is essential to enable a multicultural group work in harmony, or at least reduce the negative consequences caused by the combination of different cultures within the same company. Sylvie Chevrier puts a well-performing analysis in place and traces its evolution. She studied the progress made on this subject, listing the difficulties and frames the debate in a well-defined structure, before advancing into various possible methods to overcome existing obstacles. The book intends to explain the evolution of intercultural management as a concept.
[...] It is not a mere exhaustive description of work as it focuses on the progress in intercultural management and compares the methods of acting and thinking. It is to the international companies as well and more generally to all those who one day or another will be left with a situation involving different cultures. Though this book is mainly about working in a multi national company, we could easily extend it to other areas such as education and media. What one concludes from this book is the concept of culture which is complex, poorly understood and difficult to control. [...]
[...] Finally, the author defines the concept of culture based on the premises that an individual belongs to and therefore he will have multi-cultural experiences. The objective of this part is to define each situation and the subsets relevant to the managerial point of view. Chevrier here shows the importance of the identity of each individual and thus indicates the need to appeal to certain cultures. Part II: From the premises to systematic studies In this section, the author brings together the views of anthropologists belonging to different nationalities. It begins by listing those precursors, i.e., in its view, those of A. [...]
[...] Part IV: The practices of intercultural management The appropriate management methods will depend on the root cause and therefore requires constant adjustments. In this part the author describes the existing methods of practice in intercultural management. The first method is based on a single individual. This one is confronted with a cultural diversity, where the individual will have to face problems by himself. In this case, the individual must demonstrate his adaptability, tolerance, openness, etc. According to the author, the ideal person for this kind of work would be a person who has already had multi-cultural experience. [...]
[...] These three modes of thought will form the basis of understanding intercultural management. Part III: The interpretative approaches The interpretative approaches will enable to understand the influence of culture on management in order to adapt this practice to a local context. In this section the author relies mainly on the work of P.d'Iribarne and tried to indicate that the approach to culture is defined as a system of meaning. The difficulty in defining a culture lies in the definition of its concepts and categories. [...]
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