The World's Business Cultures: And How to Unlock Them
by Tomalin, Barry-
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Summary
Author Biography
Table of Contents
| Risky business | p. 1 |
| Conclusion | p. 9 |
| How to unlock any culture in the world | p. 11 |
| The curse of anecdotes | p. 12 |
| The TRUST model | p. 13 |
| The three ingredients of culture | p. 15 |
| The importance of cultural knowledge | p. 16 |
| Understanding values and attitudes | p. 19 |
| Understanding behaviour | p. 19 |
| The need for a cultural business model | p. 20 |
| The Five C's of culture | p. 20 |
| Stereotypes and generalizations | p. 21 |
| Other factors: Race, religion, sexual orientation and disability | p. 26 |
| Conclusion | p. 27 |
| Key learning points | p. 28 |
| How people think | p. 29 |
| How to understand values and attitudes | p. 35 |
| How do I find out what's what? | p. 40 |
| Conclusion | p. 41 |
| Key learning points | p. 41 |
| Cultural behaviour | p. 43 |
| Why me? | p. 45 |
| Scheduled, flexible and listening cultures | p. 50 |
| Conclusion | p. 55 |
| Key learning points | p. 55 |
| How to increase your cultural sensitivity | p. 57 |
| It's all about perception | p. 58 |
| The Personal Cultural Profile | p. 59 |
| Comparing cultures | p. 70 |
| Interpreting your Personal Cultural Profile | p. 71 |
| The 80/20 rule | p. 71 |
| Is it personal, procedural or cultural? | p. 72 |
| RADAR | p. 72 |
| Personal qualities | p. 74 |
| The six personal characteristics of cross-cultural sensitivity | p. 79 |
| Conclusion | p. 81 |
| Key learning points | p. 81 |
| Communication | p. 83 |
| The English language | p. 85 |
| Taking culture into account | p. 91 |
| Feel the people | p. 96 |
| Presentations | p. 96 |
| Writing emails | p. 98 |
| Conclusion | p. 100 |
| Key learning points | p. 101 |
| Leadership and decision-making | p. 103 |
| Top-down or egalitarian? | p. 105 |
| Company organigrams: are they reliable? | p. 106 |
| Taking ownership and delegation | p. 106 |
| Hierarchy | p. 108 |
| Consensus or individually driven decision-making | p. 109 |
| Speeding up decision-making | p. 110 |
| Breaking the chain of command | p. 111 |
| Maintaining status | p. 112 |
| Conclusion | p. 114 |
| Key learning points | p. 114 |
| Teams, motivation and feedback | p. 115 |
| Two types of team | p. 117 |
| Team selection | p. 118 |
| Team leadership | p. 119 |
| The process of team-working | p. 120 |
| What, how and why cultures? | p. 122 |
| Team motivation | p. 123 |
| Feedback | p. 124 |
| Virtual distributed teams | p. 125 |
| Conclusion | p. 126 |
| Key learning points | p. 127 |
| Meetings and negotiations | p. 129 |
| Where are meetings held? | p. 130 |
| Who attends? | p. 131 |
| How are meetings arranged? | p. 131 |
| Expectations of meetings | p. 132 |
| An agenda or not? | p. 132 |
| Meetings etiquette | p. 133 |
| Results and outcomes | p. 134 |
| Negotiating | p. 135 |
| Conclusion | p. 138 |
| Key learning points | p. 138 |
| Gift-giving and hospitality | p. 139 |
| Gift-giving | p. 141 |
| Hospitality | p. 145 |
| Conclusion | p. 153 |
| Key learning points | p. 153 |
| The top ten countries in 2050 | p. 155 |
| Doing business in China | p. 157 |
| Doing business in the USA | p. 167 |
| Doing business in India | p. 177 |
| Doing business in Japan | p. 187 |
| Doing business in Brazil | p. 197 |
| Doing business in Russia | p. 207 |
| Doing business in the United Kingdom | p. 217 |
| Doing business in Germany | p. 227 |
| Doing business in France | p. 237 |
| Doing business in Italy | p. 247 |
| Fact files | p. 257 |
| Facts about Brazil | p. 258 |
| Facts about China | p. 259 |
| Facts about France | p. 260 |
| Facts about Germany | p. 261 |
| Facts about India | p. 262 |
| Facts about Italy | p. 263 |
| Facts about Japan | p. 264 |
| Facts about Russia | p. 265 |
| Facts about UK | p. 266 |
| Facts about USA | p. 267 |
| Further reading | p. 268 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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