Cultural Intelligence: People Skills for Global BusinessReadHowYouWant.com, 2008 - 375 ˹éÒ What this globalization means for businesspeople is that the need to interact with people who are culturally different has never been greater and will only increase in the future. Cross-cultural people skills are important because managing people effectively is key to organizational effectiveness, and the people in organizations are increasingly multicultural. This book is about becoming more effective in dealing with people from different cultural backgrounds. It is about acquiring the global people skills that are important for twenty-first-century managers. It is for people who travel overseas and encounter new cultures, as well as for those who stay at home and find that other cultures come to them. It is about acquiring the cultural intelligence not only to survive without difficulty or embarrassment in the new global, multicultural business environment, but to pursue your goals in this environment with the confidence needed for success. |
à¹×éÍËÒ
Understanding Culture What Culture Is and Is Not | 28 |
Switching Off Cultural Cruise | 63 |
Raising Your Cultural | 95 |
Decision Making Across | 127 |
Communicating and Negotiating Across Cultures | 160 |
Leadership Across | 195 |
Multicultural | 227 |
Managing International | 260 |
The Essentials of Cultural Intelligence | 293 |
Where to Get Country | 299 |
Bibliography | 308 |
About | 322 |
©ºÑºÍ×è¹æ - ´Ù·Ñé§ËÁ´
¤ÓáÅÐÇÅÕ·Õ辺ºèÍÂ
ability Adapted adjustment American become culturally intelligent behavioral skills Bill Miller career Chapter Chinese collectivism collectivist communication company’s context conventions countries cross-cultural communication cross-cultural interactions cultural backgrounds cultural cruise control cultural differences cultural diversity culturally intelligent manager decision developing cultural intelligence different cultures dimensions effective employees environment ethical example expatriate assignments expectations eye contact feel goals group members groupthink high CQ Hoshi ideas important individualist influence interac Intercultural interactions international management involved Japan Japanese Journal Kenichi knowledge language leader leadership means ment mental programming mindfulness motivation multicultural negotiating nonverbal communication norms O’Connell one’s organization organizational Organizational Behavior overseas Chinese overseas experience performance person power distance practice problems process losses relationships repertoire Sage Samoa scripts situation Social loafing Social Psychology stereotypes style task Thousand Oaks tion Tom Hammond tural understanding virtual team Western workgroups