George Mason University Magdi Batato at Nestle Case Study Questions there are two different case studies on the word file attached. and the cases are. in t

George Mason University Magdi Batato at Nestle Case Study Questions there are two different case studies on the word file attached. and the cases are. in the pdf. Read the Magdi Batato at Nestle case in your textbook on page 518.
In your initial post (due by 11:59 PM on Thursday), please respond to the following
prompt:
1.
2.
3.
4.
Should Magdi go ahead with SAWTs now?
What advantages could SAWTs bring to the Nestlé Malaysia factories? What are the potential downsides?
Analyze Magdi’s proposed idea using the Organizational Alignment Model (environment, strategy, structure,
systems, task, and people) and identify potential problems of alignment.
As a contingency plan while he awaits and contemplates your advice, please assume he wants to go ahead and
implement SAWTs. Design an implementation plan for the introduction of SAWTs using the Organizational
Change framework.
Before reading the case, please watch:
Watch Video
Trailer – A Hijacking (Kapringen) TRAILER (2012) – Danish Movie HD
Duration: 2:39
User: n/a – Added: 10/26/12
The trailer will give you a feeling for the tension and emotions (anxiety, fear) in a situation like this. Then,
read the Ransom on the High Seas case in your textbook on page 640.
please respond to the following prompt:
1.
2.
1.
2.
3.
4.
3.
4.
Why are there pirates in Somalia? What do they want? How do they operate?
Martin Anderson has though of four basic strategies to secure the release of Odyssey and its crew:
Negotiate the release of the crew, ship, and cargo for the lowest possible ransom price;
Negotiate supported by the threat of potential force;
Use of force (consent to U.S. Navy SEAL attack);
Attempt to lure and capture a representative from the pirates to use as leverage in negotiations.
Are there other options that Andersen has not thought of? What option would you recommend that Andersen
follow and why? What are the current and future benefits and costs of each of them? Under which conditions
is one option better than the others?
What kind of measures should companies develop to deal with the problems posed by organized crime? How
should they ensure that these measures are implemented? What are the costs of doing so?
I N T E R N A T I O N A L M A N A G E M E N T B E H AV I O R
Global and Sustainable Leadership
Eighth Edition
Now in its eighth edition, this is the textbook for current and future global
leaders wanting to lead competently and sustainably in their business
practices.
Fully updated, the authors build on their forty years of teaching,
researching, and working with managers worldwide to bring students the
latest developments in global business practice.
Now including end-of-chapter reflection questions to guide topic
comprehension, and directed further resources to assist individual research,
this edition also sees the return of Ivey Business School, and IMD cases in
the book.
This edition also includes a new conception of mindful global leadership as
the integrating framework for execution of global strategy, highlighting the
importance of a holistic approach to working across cultures and distance.
Combining a wealth of theoretical knowledge with real-world examples
from diverse cultures, countries, and industry sectors, the practical guidance
and well-chosen examples throughout the book bring key concepts to life.
Dr. Henry Lane is Professor of International Business & Strategy,
D’Amore-McKim School of Business, Northeastern University (Boston). His
research and teaching interests include executing global strategy, crosscultural management, organizational learning, and managing change. His
Doctorate in Organizational Behavior is from the Harvard Business School.
He serves as a faculty member for university and corporate courses globally.
In 2009 he received the Academy of Management, International Management
Division’s Outstanding Educator Award for continuous excellence and
innovation in teaching international management; and also the 2009
Academy of Management Review Decade Award for the co-authored article
“An Organizational Learning Framework: From Intuition to Institution.”
Dr. Martha Maznevski is Professor of Organizational Behaviour and
Faculty Co-Director for Executive Education at Ivey Business School
(Canada). Dr. Maznevski completed her PhD at Ivey with research on
multicultural teams, and is an expert on global teams, global leadership,
culture and identity, and empowering individual differences. She has
published widely on these topics in academic and management arenas. She
works closely with leaders and their organizations around the world on
innovative approaches to achieving sustainable performance across levels,
industries, and organizational types in today’s highly complex global
environment.
INTERNATIONAL
MANAGEMENT BEHAVIOR
Global and Sustainable Leadership
eighth edition
Henry W. Lane
D’Amore-McKim School of Business, Northeastern University
Martha L. Maznevski
Richard Ivey School of Business, Western University
University Printing House, Cambridge CB2 8BS, United Kingdom
One Liberty Plaza, 20th Floor, New York, NY 10006, USA
477 Williamstown Road, Port Melbourne, VIC 3207, Australia
314–321, 3rd Floor, Plot 3, Splendor Forum, Jasola District Centre, New Delhi – 110025,
India
79 Anson Road, #06–04/06, Singapore 079906
Cambridge University Press is part of the University of Cambridge.
It furthers the University’s mission by disseminating knowledge in the pursuit of education,
learning, and research at the highest international levels of excellence.
www.cambridge.org
Information on this title: www.cambridge.org/9781108473286
DOI: 10.1017/9781108637152
© Henry W. Lane and Martha L. Maznevski 2019
This publication is in copyright. Subject to statutory exception and to the provisions of relevant
collective licensing agreements, no reproduction of any part may take place without the written
permission of Cambridge University Press.
First published 2019
Printed in the United States of America by Sheridan Books, Inc.
A catalogue record for this publication is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Names: Lane, Henry W., 1942– author. | Maznevski, Martha L., author.
Title: International management behavior : global and sustainable leadership / Henry W.
Lane, Northeastern University, Boston, Martha L. Maznevski, Western University.
Description: 8th edition. | Cambridge, United Kingdom ; New York, NY : Cambridge
University Press, 2019. | Includes index.
Identifiers: LCCN 2018018890 | ISBN 9781108473286 (hbk)
Subjects: LCSH: International business enterprises – Management. | Organizational behavior.
| Culture.
Classification: LCC HD62.4 .L36 2019 | DDC 658/.049–dc23
LC record available at https://lccn.loc.gov/2018018890
ISBN 978-1-108-47328-6 Hardback
ISBN 978-1-108-46114-6 Paperback
Cambridge University Press has no responsibility for the persistence or accuracy of URLs for
external or third-party internet websites referred to in this publication and does not guarantee that
any content on such websites is, or will remain, accurate or appropriate.
To all the friends who have helped me learn about their cultures, and my
own.Henry (Harry) W. Lane
To Julianna, Katie, Andrea, Arielle and Alexander, to help them inspire the
next generation.Martha L. Maznevski
Contents
Preface
Acknowledgments
Introduction
Part I The New Global Context
1 Global Leaders in the Twenty-First Century
2 Mindful Global Leadership
3 Understanding Culture: Through the Looking Glass
Cases Hazelton International
An International Project Manager’s Day (A)
Arla Foods and the Cartoon Crisis (A)
Part II Leading People across Contexts
4 Interpersonal Skills for International Management:
Map–Bridge–Integrate for Effectiveness at the Point of Action
5 Leading Global Teams
6 Talent Management: Selection, Preparation, and Mobility of
Global Leaders
Cases Charles Foster Sends an Email (A)
The Leo Burnett Company Ltd.: Virtual Team Management
Sophia Tannis: The European Transfer
Selecting a Country Manager for Delta Beverages India
Part III Executing Strategy and Performance
7 Executing Global Strategy: Foundations
8 Executing Global Strategy: Applications
9 Leading Change in Global Organizations
Cases Cushy Armchair
Magdi Batato at Nestlé Malaysia (A): Introducing TeamBased Production
Part IV Integrity and Sustainable
Performance
10 Competing with Integrity: Personal Integrity
11 Competing with Integrity: Corporate Sustainability
12 Conclusion
Cases Asis Electronics
Ransom on the High Seas: The Case of Piracy in Somalia
Index
Preface
The real voyage of discovery consists not in seeking new landscapes,
but in having new eyes.
Marcel Proust
Welcome to the eighth edition!
International management has evolved since we published the seventh
edition in 2014, and we’ve crafted this edition with a fresh look. We’ve
revised and updated the content significantly, adding new chapters, concepts,
and examples to illuminate the complexity of today’s environment. Most
importantly, we’ve woven a thread of mindfulness – situation awareness and
a process orientation – throughout the book. We have also brought teaching
cases back into the book, to facilitate its use as a textbook in courses on
international or cross-cultural management.
Developing Global Leaders: ResearchGrounded, Pragmatically Tested
We have developed, refined, and tested the perspectives in this book for over
forty years with undergraduates, graduate students, and practicing executives
of all levels around the world. By combining conceptual knowledge and
contextually based skill-building, this book provides an effective learning
package. In addition to drawing on the up-to-date research of experts in the
business and management fields, we have conducted our own research on the
issues and skills relevant to international management, and also on how best
to train global managers.
Management Focus
In this book we take the perspective of a practicing manager, someone faced
with situations and who needs to act. We therefore provide a problem-solving
approach to international business. International business activities are
complex situations in which both business factors and cultural factors are
simultaneously embedded, and need to be managed together. The skills
needed to cross boundaries cannot be isolated from management realities, and
appreciating various and multiple influences on behavior can make a
difference in outcome and performance.
Behavioral Focus
This book emphasizes that the human element in managing effectively across
cultures is just as important as, and sometimes more important than, the
technical or functional elements. However, most managers develop stronger
technical or business skills than the behavioral boundary-spanning,
interpersonal and cultural skills. They need to complement these strong
technical backgrounds with behavioral skills; if they don’t, they may never
get the opportunity to use the business or technical skills.
Process Focus
Related to the behavioral focus is the process focus – behaving, interacting,
learning, and moving forward to meet objectives. This perspective is an
important contributor to success in a global market. In other words, leading
well in an international setting is not just about having the right
characteristics or competences; it’s about the dynamics of knowing how to
adapt quickly and effectively. Often, good international management is less
about “finding a solution or making a decision” and more about “identifying
and embarking on a process.”
Intercultural Focus
The material in this textbook focuses on the interaction between people of
different cultures in work settings. This intercultural orientation is distinct
from a comparative approach, in which management practices of individual
countries or cultures are examined and compared. While we do often report
on cultural comparisons, we focus on what happens at the intersection. This
is the boundary that provides both the greatest challenges and the most
interesting opportunities.
Culture-General Focus
This book is intended for a wide variety of managers and international staff
who must function effectively in a global environment; therefore, we do not
concentrate deeply on particular cultures, countries, or regions. A culture-
general perspective provides a framework within which country-specific
learning can take place more rapidly as necessary. It helps to know what
questions to ask and how to interpret the answers received when conducting
business globally or helping others to do the same. It helps the learner
become more effective at learning and adapting to other cultures. We do
provide specific examples of cultures, countries, and regions: not enough to
take the place of in-depth culture-specific training for people who are
assigned to a particular place, but enough to enhance the impact of that
training.
Outline of the Book: Following the
Challenges and Opportunities
The four parts of this book follow the main categories of challenges and
opportunities we see international managers experiencing most frequently.
Each part closes with a series of teaching cases that apply the concepts of the
section to management practice.
Part I looks at “The New Global Context” of international management
behavior. The first chapter, “Global Leaders in the Twenty-First Century,”
looks carefully at the business and leadership context of today’s
globalization, and identifies general leadership competences needed for
leading in this complexity. Chapter 2 examines the importance of “Mindful
Global Leadership.” This chapter explores the role of people who manage
others in a global environment, and what makes this different from “regular”
management. It introduces the concepts of mindfulness, global mindset, a
global leadership competences model, and a set of principles for leading.
These concepts set the organizing framework for the rest of the book. In
Chapter 3, “Understanding Culture,” we identify why culture is such an
important element of the international management context, and develop a set
of tools for describing and comparing cultures.
Part II consists of three chapters that look at “Leading People across
Contexts.” Chapter 4, “Interpersonal Skills for International Management,”
provides a model for interacting effectively across cultures and illustrates it
with many examples. Chapter 5 looks at “Leading Global Teams,” including
virtual teams and broader networks of teams. “Talent Management” is the
subject of Chapter 6, where we look at how organizations select, prepare, and
support global leaders.
In Part III, we turn to the relationship between management behavior
and company performance. Chapter 7, “Executing Global Strategy:
Foundations,” discusses the principles of organizational design, drawing on a
model of organizational alignment. The framework explains how aligned
organizations are more likely to execute strategy effectively and perform
well. Chapter 8, “Executing Global Strategy: Applications,” illustrates a
repertoire of organizational types from large, matrixed multinational
enterprises to small born-global start-ups. Because global leaders are almost
constantly involved in influencing organizational change, Chapter 9 provides
guidance for “Leading Change in Global Organizations.”
Part IV, “Integrity and Sustainable Performance,” looks at the
relationship between leaders, their organizations, and society. Chapter 10
focuses on “Competing with Integrity” as individual decision-makers with
“Personal Integrity.” Chapter 11 takes this to the organizational level with
“Corporate Sustainability.”
Chapter 12 provides a conclusion for the book, with our reflections
about global leadership journeys.
The chapters combine our own research and experience and that of
many others. While we do not provide a review of all the research in the field
(other resources do that well), we focus on the research and frameworks that
provide the most immediate practical guidance for managers, and present it in
ways that have proven to be helpful for practice. We provide many examples
throughout the book to help readers see how others have applied the lessons,
and generate ideas for applying the ideas and behaviors themselves. Most of
our examples come directly from the experience of managers we’ve worked
closely with, and we’ve tried to capture the flavor, feeling, and tempo of
these people and the places in which they live and work. They may not be
recognized as leaders who capture headlines in the press, but through their
experiences we are able we provide more behavioral and reflective insights.
We find they are great role models.
Acknowledgments
The eighth edition of this book is a major revision of material from previous
editions and includes many new changes.
We start by acknowledging Joseph J. DiStefano’s historical contribution
to this book and to our careers by including his name on the cover. In 1975,
Professor DiStefano interviewed Professor Lane who was doctoral candidate
at the Harvard Business School, and recruited him to Canada. He became a
colleague, co-author, and friend. Professor DiStefano started one of the first
cross-cultural courses anywhere in 1974 at the Ivey Business School (at the
time the Western Business School) which was the genesis of this book.
Professor DiStefano was the Chair of Professor Maznevski’s PhD thesis
committee. In January 2000, Professor DiStefano joined IMD in Lausanne,
Switzerland, and recruited Professor Maznevski to IMD in 2001. In 2016
Professor Maznevski returned to the Ivey Business School where this book
has its roots.
Another person at the University of Western Ontario (now Western
University) who became a colleague, co-author, and friend, Professor Don
Simpson, deserves special recognition for introducing Professor Lane to
Africa and helping him begin his “voyage of discovery” into the reality of
functioning in other cultures and doing business internationally.
We have appreciated the support for our work on international business
shown by our colleagues and research associates over the years at the Ivey
Business School, Northeastern University, University of Virginia, and IMD.
Both of us owe a special debt to our professors, colleagues, and friends
who shaped our interests and knowledge at Ivey. We are grateful to: Deans J.
J. (Jack) Wettlaufer, C. B. (Bud) Johnston, Adrian Ryans, and Larry Tapp;
Professors Jim Hatch, Terry Deutscher, and Ken Hardy; the directors of
Research and Publications at the Ivey Business School; and especially the
donors of the Donald F. Hunter professorship (a Maclean Hunter endowment)
and the Royal Bank professorship, which provided extra time for Professors
Lane and DiStefano to undertake much of the initial work in developing this
text. We all recognize the special contribution and mentorship of the late
Professor Al Mikalachki who taught us so much about change.
In 1994, Professor Lane assumed responsibility for Ivey’s Americas
Program and that same year he began working with IPADE in Mexico and is
very appreciative of the wonderful colleagues and friends he has made there
over twenty years who not only have contributed to his education about
Mexico and Latin America, but also made it enjoyable to spend time there
learning. In September 1999, Professor Lane moved to the D’Amore-McKim
School of Business at Northeastern University as the Darla and Frederick
Brodsky Trustee Professor in Global Business. Professor Lane is grateful for
their support and friendship.
In 1994, Professor Maznevski moved from Ivey to the McIntire School
of Commerce at the University of Virginia. She thanks her colleagues there,
in particular Dean Carl Zeithaml. The commitment of the school to making
its programs global provided substantial support for her involvement in
developing material for this book. Dean Zeithaml sponsored, both financially
and with his enthusiasm, the first ION conferences and the genesis of a great…
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