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Developing Managers Developing Managers: The Functional, the Symbolic, the Sacred and the Profane [*]. This paper offers a new perspective on international al management
Cost Estimating Project managers must take cost estimates seriously if they want to complete software projects within budget constraints. After developing a good
capital budgeting techniques. INTRODUCTION This report attempts to ascertain which criteria managers of developing countries like Cyprus and Pakistan and developed
War - II by military planners for defense & logistic problems. The approach helps managers make decisions by developing the formal mathematical models of the in hand
selection, placement, and training. These subsets are the policies with which managers should conduct themselves when developing cultures and defining organizational
Submitted by cheezy21 on December 9, 2006
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Developing Managers: The Functional, the Symbolic, the Sacred and the Profane [*].
This paper offers a new perspective on international
al management by examining the role of culture and management development in creating international
al expertise, a sense of identity and realizing organizational control. A critical analysis of the culture transmission and management development philosophy and practice of a UK-based transnational reveals how the transmission of culture accomplishes management development objectives, while management development itself serves as a vehicle for the transmission of the desired corporate values. This recursiveness is sustained by a corporate ideology that urges the creation of integrative values and, in turn, is legitimized by the quest for favourable functional and symbolic consequences.
Descriptors: management training and development, culture, ideology, functionalism, symbolism
Reconciling headquarter-subsidiary interests while maintaining a distinct identity continues to be a major challenge for multinational firms, hence the think global/act local paradox. For Ghoshal and Bartlett (1990) this problem can be addressed by effectively handling the network of exchange relationships. Other solutions include socialization and the management of expatriates (e.g. Edstrom and Galbraith 1977; Tung 1982); managing relationships between expatriates and host-country subordinates (e.g. Shaw 1990); creating cultural synergy (e.g. Adler 1980); fostering cooperative relationships and developing conflict-resolution mechanisms (e.g. Doz et al. 1981); diffusing 'best proven practices' (e.g. Rosenzweig and Singh 1991); reconciling organizational linkages (e.g. Borys and Jemison 1989) and diffusing and leveraging knowledge (e.g. Gupta and Govindarajan 1991; Kamoche 1996). Bartlett and Ghoshal (1989: 187) found that successful transnational firms used management development 'to build cultural...
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