Sheila M. Puffer, Kim Braithwaite
Soviet managerial culture, however resistant to change, is in fact changing (just as Western managers have begun to grasp some of its written rules). This volume attempts to reveal the direction of those changes. It spotlights the problems that are preparing students, career managers, and the employees of Western ventures for work in a very different environment. The issues (and the pitfalls) are brought to life in reports from the field by some of the Soviet and Western consultants, executives, instructors and students who are pioneers in the conscious creation of a new managerial culture.
I: Management Education in Transition; Introduction; 1: How to Teach About the Market Economy; 2: Management Education in a Time of Change; 3: Recent Developments in Management Education; 4: Let's Train Managers for the Market Economy; 5: The Western Executive and the Soviet Executive; 6: The Woman Manager; II: New Methods in Management Education; Introduction; 7: Managerial Diagnosis: Practical Experience and Recommendations; 8: Game Methods of Collective Decision Making in Management Consulting; 9: Personnel-Technology: The Selection and Training of Managers; 10: Diagnosis, Destruction, and Creation: A New Conception of Training Managers for the Market Economy; 11: Open Games as a Method of Personal Transformation and Motivation; 12: The American MBA Program: A Russian Student's View; III: Training Programs for Soviet Managers in the United States; Introduction; 13: Developing a Program for Soviet Managers at Northeastern University; 14: "Sedpro”: Three Soviet Executive Development Programs at California State University at Hayward; 15: A Training Program for Russian Bankers at Middlesex Community College; 16: The Fuqua School of Business Program for Soviet Executives; IV: Management Education Issues in Joint Ventures; Introduction; 17: Managing a Plastics Extrusion Operation in Moscow; 18: Manufacturing Spectrometers in St. Petersburg; 19: Manufacturing Cameras in Moscow; 20: "Doing It All For You” at Moscow McDonald's
Soviet managerial culture, however resistant to change, is in fact changing. This volume attempts to reveal the direction of those changes. It spotlights the problems that are preparing students, career managers, and the employees of Western ventures for work in a very different environment.
Über den Autor
Sheila M. Puffer, Kim Braithwaite
Inhaltsverzeichnis
I: Management Education in Transition; Introduction; 1: How to Teach About the Market Economy; 2: Management Education in a Time of Change; 3: Recent Developments in Management Education; 4: Let's Train Managers for the Market Economy; 5: The Western Executive and the Soviet Executive; 6: The Woman Manager; II: New Methods in Management Education; Introduction; 7: Managerial Diagnosis: Practical Experience and Recommendations; 8: Game Methods of Collective Decision Making in Management Consulting; 9: Personnel-Technology: The Selection and Training of Managers; 10: Diagnosis, Destruction, and Creation: A New Conception of Training Managers for the Market Economy; 11: Open Games as a Method of Personal Transformation and Motivation; 12: The American MBA Program: A Russian Student's View; III: Training Programs for Soviet Managers in the United States; Introduction; 13: Developing a Program for Soviet Managers at Northeastern University; 14: ¿Sedprö: Three Soviet Executive Development Programs at California State University at Hayward; 15: A Training Program for Russian Bankers at Middlesex Community College; 16: The Fuqua School of Business Program for Soviet Executives; IV: Management Education Issues in Joint Ventures; Introduction; 17: Managing a Plastics Extrusion Operation in Moscow; 18: Manufacturing Spectrometers in St. Petersburg; 19: Manufacturing Cameras in Moscow; 20: ¿Doing It All For You¿ at Moscow McDonald's
Klappentext
Soviet managerial culture, however resistant to change, is in fact changing. This volume attempts to reveal the direction of those changes. It spotlights the problems that are preparing students, career managers, and the employees of Western ventures for work in a very different environment.
