Management and Change in Africa: A Cross-cultural PerspectiveArising from a research project funded by Danish International Development Assistance, Management and Change in Africa includes results of management surveys across 15 sub-Saharan countries and of organizational surveys taken across a range of sectors in South Africa, Kenya, Nigeria and Cameroon. It combines methodology, theory and case examples to explore thoroughly the influences on management in Africa and attempts to push the boundaries of cross-cultural theory. In doing so, it explores how much can be learned from studying both the successes and failures of African management towards realizing the potential of an African Renaissance and what the global community may learn from Africa. |
Contents
Africa why bother? | 1 |
the crosscultural imperative | 15 |
Developing crosscultural theory and methods in Africa | 36 |
PART II | 48 |
Managing decisionmaking in organizations in Africa | 71 |
Using appropriate leadership and management styles | 92 |
Motivating and rewarding managers | 116 |
work attitudes | 143 |
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Common terms and phrases
affiliation African context African countries African culture African managers African renaissance Afriland First Bank approach Asian aspects attitudes attributes Blunt and Jones Botswana Burkina Faso Cameroon cent Chapter coercive control collectivism collectivist colonial commitment constraints control systems Côte d'Ivoire cross-cultural management decision processes decision-making different cultural discussed dynamics economic employees environment ethnic groups example factors global Hausa-Fulani higher Hofstede's Human Resource Management humanistic hybrid Igbo important in-group indicate indigenous individual influence inter-ethnic interaction International involvement issues Jackson Kenya lack leadership learning locus of control management development management in Africa management styles management systems motivation multicultural multinational Namibia Nigeria opportunities organizational organizations in Africa participation perceptions political post-colonial post-instrumental power distance power relations programmes public sector reflect remunerative results orientation score social societies South Africa stakeholders sub-Saharan Africa Table theory uncertainty avoidance values Western management workers Zambia Zimbabwe
References to this book
Outsourcing and Human Resource Management: An International Survey Ruth Taplin No preview available - 2008 |