CONTENT

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CONTENT
Table list
Figures list
Foreward

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PART I
THEORETICAL AND METHODOLOGICAL ELEMENTS

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CHAPTER 1
THEORETICAL CONTENT OF THE COMPARATIVE MANAGEMENT
1.1. Comparative management concept
1.1.1. Definition of the comparative management
1.1.2. Necessity of the comparative management creation and development
1.1.3. Brief history
1.1.4. Purposes, content and dimensions of the comparative management
1.2. Main approaches and models of the comparative management in the
international literature
1.2.1. Typology of the comparative management approaches
1.2.2. Main comparative management orientations
1.2.2.1. Economic development orientation
1.2.2.2. Environmental orientation
1.2.2.3. Behaviourial orientation
1.2.2.4. Open system orientation
1.2.2.5. Cultural centrated orientation
1.2.3. Major models of the comparative management
1.2.3.1. Farmer - Richman model
1.2.3.2. Negandhi - Prasad model
1.2.3.3. Tung model
1.2.3.4. John Child model
1.2.3.5. Geert Hofstede approach
1.3. Role and functions of the comparative management
1.3.1. Premises of the management comparative theory and practice
1.3.2. International transfer of the management know-how
1.3.3. Main utilities of the comparative management
CHAPTER 2
COMPARATIVE MANAGEMENT METHODOLOGY

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2.1. Comparative management orientations and particularities

2.1.1. Orientations of the comparative management studies research
2.1.2. Particularities of the comparative management research
2.2. Phases of the complex comparative management study
2.2.1. Defining purpose of research
2.2.2. Establishment of research type
2.2.3. Sampling
2.2.4. Materials translation
2.2.5. Measurement and instrumentalisation
2.2.6. Administration of the research
2.2.7. Analysis of empirical information
2.2.8. Conclusions of research
2.3. Methods and techniques for comparative management studies
2.3.1. General methods and techniques
2.3.2. Nonmetric methods and techniques
2.3.2.1. Nonmetric techniques
2.3.2.2. Pluricultural evaluation scale
2.4. Major problems in the conception and the achievement of comparative
managerial investigations
2.4.1. Conceptualization of the managerial situations involved
2.4.2. Cultural endowment of the specialists
2.4.3. Language difficulties
2.4.4. Partial projection of the research
2.4.5. Communication with research subjects
2.4.6. Confidentiality and trust
2.4.7. Pragmatic aspects of the investigations
2.4.8. Presentation of the study findings
2.5. Typology of the comparative management studies
2.5.1. Parochial
2.5.2. Ethocentric
2.5.3. Polycentric
2.5.4. Comparative
2.5.5. Geocentric
2.5.6. Sinergistic
2.6. Evaluation and recommandations regarding the comparative management studies
2.6.1. General evaluation
2.6.1.1. Strenghts
2.6.1.2. Weakness
2.6.2. Methodological requierments and recommandations

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PART II
MANAGEMENT IN THE DEVELOPED COUNTRIES
CHAPTER 3
MANAGEMENT IN EUROPEAN UNION
3.1. European Union unique pluricultural system for international integration
3.1.1. Short evolutive presentation
3.1.2. Major characteristics
3.1.3. European culture - complex of the national cultural similarities
and differencies
3.1.4. Single market and currency impact on the companies and
their management.
3.2. Main characteristics of the German, French and British management
in a comparative vision
3.2.1. General organization of the entreprise management system
3.2.2. Participative management decision making process
3.2.3. Prevision intensity and forms
3.2.4. Personnel motivation
3.2.5. Control content and types
3.2.6. Production departments organization
3.2.7. Flexible production
3.2.8. Leadership and organization approach
3.2.9. Managers and leadership style
3.3. Euromanagement and Euromanagers
3.3.1. Euromanagement background - Europeasition
3.3.2. Necessity and content of Euromanagement
3.3.3. Euromanagers
3.3.4. Euroentrepreneurs
3.3.5. European management model
3.4. Main features of the European management
3.4.1. Strategy and strategic alliances
3.4.2. Remodeling the company organizational system
3.4.3. Organizational structure of the multinational companies
3.4.4. Large companies management
3.4.5. Development of the managerial abilities and leadership paradoxis
CHAPTER 4
JAPANESE MANAGEMENT

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4.1. General characteristics of the Japanese management

4.2. Main Japanese environmental features
4.3. Major characteristics of the Japanese entreprises management - IMBAS
4.3.1. Specific vision on organization
4.3.2. Placement of the Japanese management according to the
Hofstede quatrodimentional approach
4.3.3. Zaibatsu organisation
4.3.4. Decision - making by consens
4.3.5. Specific ways to communicate
4.3.6. Particularities of the organisational structure
4.3.7. Life hirement
4.3.8. Integration of the hired personnel
4.3.9. Personnel assessment
4.3.10. Wage system
4.3.11. Job rotation
4.3.12. Management trade-unions relations
4.3.13. Crises management
4.3.14. Continuous Kaizen
CHAPTER 5
NORTH - AMERICAN MANAGEMENT
5.1. Management features of the North-American environment
5.2. Particularities of the North-American entreprises management
5.2.1. Placement of the North-American management according to the
Hofstede quatrodimentional approach
5.2.2. Dynamics of the organizational values and objectives
5.2.3. Emergent companies
5.2.4. Predilect strategical options
5.2.5. C.E.O. - the main change agent
5.2.6. Predominance of the pyramidal organisational structure
5.2.7. Integration of the decisional-informational elements
5.2.8. Integrated production management
5.2.9. Human capital and human resource development
5.2.10. Roles of the general manager
5.2.11. High level of the entreprise manager incomes
5.2.12. Major international transfers from Japanese management
5.2.13. Management trade-unions relations
5.2.14. Management know-how transfer from Europe
5.2.15. New organization type - lean entreprise

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PART III
INTERNATIONAL COMPARISONS TENDENCIES
CHAPTER 6
COMPANY MANAGEMENT ASPECTS IN THE TRANSNATIONAL
VISION
6.1. Hofstede approach of the management in more than 50 countries
6.1.1. Individualism - collectivism
6.1.2. Power distance big / small
6.1.3. Uncertitude control high / low
6.1.4. Masculinity / feminity
6.2. Multicultural managerial approaches
6.2.1. Particularities of the environment variables impact on the British,
North-American and Japanese entreprises
6.2.2. National specificies of the marketing variables impact on the entreprises
6.2.3. Major differencies between the organizational systems in 10 countries
6.2.4. Semnificative variations of the managers roles and characteristics
6.2.5. Religious affiliation impact on the managerial values
6.2.6. Southern management versus Northen management
6.3. Bicultural managerial approaches
6.3.1. Managerial significance of the East Message
6.3.2. Japanese Holistic vision versus analitical North-American vision
6.3.3. Better consequences of the management based on the most
desirable concept
6.3.4. Instrumental North-American organisation comparative with
French social organization
6.3.5. Participative management in German and North-American entreprises
6.3.6. Semnificative differences on the quality products between
USA and Japan in U.S.A.
6.3.7. Rational - affective symbiosys, the secret of the high Japanese
productivity level
6.3.8.Different approaches of the motivation in USA and Japan
CHAPTER 7
INTERNATIONAL TENDENCIES IN THE FIRM MANAGEMENT
7.1. Variables which have impact on the entreprises management
7.2. Mutations within firm management
7.2.1. Previsional orientation

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7.2.2. Pragmatic methodological approach
7.2.3. Innovative predominance
7.2.4. Flexibility of the management systems
7.2.5. High motivational managerial ways
7.2.6. Management informatization
7.2.7. Formative management
7.2.8. Participative management
7.2.9. Systemic management
7.2.10. Management internationalization
7.2.11. Profesionalisation of the management

CHAPTER 8
HANDBOOK OF KNOW-HOW INTERNATIONAL MANAGERIAL
TRANSFFERS
8.1. Handbook general coordinates
8.2. The steps of know-how international managerial transfers
8.2.1. Necesities identification of methods and techniques about know-how
international managerial transfers
8.2.2. Determination of the real possibilities for know-how managerial transfers
inside organization
8.2.3. The adaptation of the managerial elements to the organization specificity
8.2.4. Sensitivity and preparation of the firms stockholders for know-how
international managerial elements assimilation
8.2.5. Implementing elements of know-how international managerial transfers
8.2.6. Evaluating know-how international managerial transfers
8.3. Techniques and methods used on the process of know-how managerial transfers
8.4. Difficulties arraised on the process of using know-how managerial transfers
8.5. Rules that must take into attention
8.6. Tipologycal setup of the handbook (part two at part one)

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APPENDIX West European and North-American entreprises organisational charts

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Bibliography

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