Culture and project management: managing diversity in multicultural projects
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Farnham, Surrey
Gower
[2015]
|
| Schlagworte: | |
| Beschreibung: | Description based on online resource; title from PDF title page (EBSCO, viewed May 4, 2015) |
| Beschreibung: | 1 online resource |
| ISBN: | 9781472413833 1472413830 |
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| 245 | 1 | 0 | |a Culture and project management |b managing diversity in multicultural projects |c by Omar Zein |
| 264 | 1 | |a Farnham, Surrey |b Gower |c [2015] | |
| 264 | 4 | |c © 2015 | |
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| 505 | 8 | |a Cover; Contents; List of Figures; List of Tables; Foreword; Preface; Introduction; Projects, Processes and Cultural Assimilation; The Cost of Ignoring or Avoiding Culture; Conclusion; PART I: Understanding Culture; 1 Elements of Culture; Defining Culture; Culture and the Group; Culture and the Organisation; Culture and the Individual; The Culture Soup; Values and Personality -- The Core of the Mind; Beliefs -- What is Right and What is Not; Practices -- The Way We Behave; The 'Working Culture'; PART II: Cultural Orientations and Project Management | |
| 505 | 8 | |a 2 An Overview of Modern Culture and Management StudiesGeert Hofstede and the 'Cultural Dimensions'; Michael Harris Bond and the Chinese Value Survey (CVS); Trompenaars, Hampden-Turner and Value Orientations; 3 Boss Knows Best!; The Origins of Power Distance Orientation; Society, Family and the Government; At the Workplace; 4 You Are Not Alone!; The Origins of Individualism and Collectivism; Society, Family and the Government; At the Workplace; 5 Follow Your Desires!; The Origins of Masculine vs. Feminine Orientation; Society, Family and the Government; At the Workplace; 6 Are You Sure? | |
| 505 | 8 | |a The Origins of Uncertainty Avoidance OrientationSociety, Family and the Government; At the Workplace; 7 Safeguard Your Status; The Origins of Specific vs. Diffuse Orientation; Society, Family and the Government; At the Workplace; 8 Gantt! What Gantt?; The Origins of Sequential vs. Synchronic Orientation; Society, Family and the Government; At the Workplace; 9 Correlations amongst the Cultural Dimensions; Collectivism/Individualism vs. Power Distance; Uncertainty Avoidance vs. Power Distance and Individualism; Specific/Diffuse vs. Individualism/Collectivism | |
| 505 | 8 | |a Dimensions Present a Tendency, Not an AbsolutePART III: Culture and the Project Environment; 10 Organisational Structure and Project Management; The Functional Organisation; The Project Organisation; The Matrix Organisation; 11 Roles and Responsibilities; 12 Planning and Tracking; Product vs. Value; Top-Down vs. Bottom-up; High Level vs. Details; Vertical vs. Horizontal Allocation; Technical vs. Political vs. Strategic; Ambitious vs. Relaxed vs. Realistic; Procurement Planning; 13 Risk Management; How BIG is Big?; So We Have a Big Risk! What Shall We Do about It? | |
| 505 | 8 | |a Plan a Contingency or Face the Music?14 Project Communication and Reporting; Who Knows Best?; Who Needs to Know?; Graphs vs. Figures; How Frequently and How Much Detail?; Meetings!; A Special Note on Communication and Synchronic Cultures; 15 Delegation and Accountability; Assigning Tasks vs. Delegating Deliverables; Who is Accountable?; Who Takes the Credit?; 16 Project Leadership and Motivation; Is the Project Manager a Boss?; Doing Something Fun?; Prone to Conflict; Conflict Avoidants; Rewarding Project Success; A Simpler Environment is a Happier Environment! | |
| 505 | 8 | |a Omar Zein's Culture and Project Management explores the cultural impact on projects and their management, providing the reader with an understanding of the main elements of cross-cultural theory within the project environment. These include our perception of context, achievement, power and group dynamics; and how we approach ambiguity and time. He then identifies key aspects of project management where cultural sensitivity is essential (for example, planning, risk management, project communication and leadership) and offers a structured plan for developing what he calls 'cultural tuning' withi | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Industrial Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management Science |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Organizational Behavior |2 bisacsh | |
| 650 | 4 | |a Organizational culture | |
| 650 | 4 | |a Project management | |
| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Project management |2 fast | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Project management |a Corporate culture | |
| 650 | 0 | 7 | |a Diversity Management |0 (DE-588)7611361-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Multikulturelle Gesellschaft |0 (DE-588)4214151-5 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Interkulturelles Management |0 (DE-588)4343519-1 |2 gnd |9 rswk-swf |
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| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Zein, Omar |t Culture and Project Management : Managing Diversity in Multicultural Projects |d Farnham : Ashgate Publishing Ltd,c2015 |z 9781472413826 |
| 912 | |a ZDB-4-NLEBK | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-029761902 | ||
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Datensatz im Suchindex
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| any_adam_object | |
| author | Zein, Omar |
| author_facet | Zein, Omar |
| author_role | aut |
| author_sort | Zein, Omar |
| author_variant | o z oz |
| building | Verbundindex |
| bvnumber | BV044359271 |
| classification_rvk | QP 360 |
| collection | ZDB-4-NLEBK |
| contents | Cover; Contents; List of Figures; List of Tables; Foreword; Preface; Introduction; Projects, Processes and Cultural Assimilation; The Cost of Ignoring or Avoiding Culture; Conclusion; PART I: Understanding Culture; 1 Elements of Culture; Defining Culture; Culture and the Group; Culture and the Organisation; Culture and the Individual; The Culture Soup; Values and Personality -- The Core of the Mind; Beliefs -- What is Right and What is Not; Practices -- The Way We Behave; The 'Working Culture'; PART II: Cultural Orientations and Project Management 2 An Overview of Modern Culture and Management StudiesGeert Hofstede and the 'Cultural Dimensions'; Michael Harris Bond and the Chinese Value Survey (CVS); Trompenaars, Hampden-Turner and Value Orientations; 3 Boss Knows Best!; The Origins of Power Distance Orientation; Society, Family and the Government; At the Workplace; 4 You Are Not Alone!; The Origins of Individualism and Collectivism; Society, Family and the Government; At the Workplace; 5 Follow Your Desires!; The Origins of Masculine vs. Feminine Orientation; Society, Family and the Government; At the Workplace; 6 Are You Sure? The Origins of Uncertainty Avoidance OrientationSociety, Family and the Government; At the Workplace; 7 Safeguard Your Status; The Origins of Specific vs. Diffuse Orientation; Society, Family and the Government; At the Workplace; 8 Gantt! What Gantt?; The Origins of Sequential vs. Synchronic Orientation; Society, Family and the Government; At the Workplace; 9 Correlations amongst the Cultural Dimensions; Collectivism/Individualism vs. Power Distance; Uncertainty Avoidance vs. Power Distance and Individualism; Specific/Diffuse vs. Individualism/Collectivism Dimensions Present a Tendency, Not an AbsolutePART III: Culture and the Project Environment; 10 Organisational Structure and Project Management; The Functional Organisation; The Project Organisation; The Matrix Organisation; 11 Roles and Responsibilities; 12 Planning and Tracking; Product vs. Value; Top-Down vs. Bottom-up; High Level vs. Details; Vertical vs. Horizontal Allocation; Technical vs. Political vs. Strategic; Ambitious vs. Relaxed vs. Realistic; Procurement Planning; 13 Risk Management; How BIG is Big?; So We Have a Big Risk! What Shall We Do about It? Plan a Contingency or Face the Music?14 Project Communication and Reporting; Who Knows Best?; Who Needs to Know?; Graphs vs. Figures; How Frequently and How Much Detail?; Meetings!; A Special Note on Communication and Synchronic Cultures; 15 Delegation and Accountability; Assigning Tasks vs. Delegating Deliverables; Who is Accountable?; Who Takes the Credit?; 16 Project Leadership and Motivation; Is the Project Manager a Boss?; Doing Something Fun?; Prone to Conflict; Conflict Avoidants; Rewarding Project Success; A Simpler Environment is a Happier Environment! Omar Zein's Culture and Project Management explores the cultural impact on projects and their management, providing the reader with an understanding of the main elements of cross-cultural theory within the project environment. These include our perception of context, achievement, power and group dynamics; and how we approach ambiguity and time. He then identifies key aspects of project management where cultural sensitivity is essential (for example, planning, risk management, project communication and leadership) and offers a structured plan for developing what he calls 'cultural tuning' withi |
| ctrlnum | (ZDB-4-NLEBK)ocn908252507 (OCoLC)908252507 (DE-599)BVBBV044359271 |
| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV044359271 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:50:44Z |
| institution | BVB |
| isbn | 9781472413833 1472413830 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029761902 |
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| spelling | Zein, Omar Verfasser aut Culture and project management managing diversity in multicultural projects by Omar Zein Farnham, Surrey Gower [2015] © 2015 1 online resource txt rdacontent c rdamedia cr rdacarrier Description based on online resource; title from PDF title page (EBSCO, viewed May 4, 2015) Cover; Contents; List of Figures; List of Tables; Foreword; Preface; Introduction; Projects, Processes and Cultural Assimilation; The Cost of Ignoring or Avoiding Culture; Conclusion; PART I: Understanding Culture; 1 Elements of Culture; Defining Culture; Culture and the Group; Culture and the Organisation; Culture and the Individual; The Culture Soup; Values and Personality -- The Core of the Mind; Beliefs -- What is Right and What is Not; Practices -- The Way We Behave; The 'Working Culture'; PART II: Cultural Orientations and Project Management 2 An Overview of Modern Culture and Management StudiesGeert Hofstede and the 'Cultural Dimensions'; Michael Harris Bond and the Chinese Value Survey (CVS); Trompenaars, Hampden-Turner and Value Orientations; 3 Boss Knows Best!; The Origins of Power Distance Orientation; Society, Family and the Government; At the Workplace; 4 You Are Not Alone!; The Origins of Individualism and Collectivism; Society, Family and the Government; At the Workplace; 5 Follow Your Desires!; The Origins of Masculine vs. Feminine Orientation; Society, Family and the Government; At the Workplace; 6 Are You Sure? The Origins of Uncertainty Avoidance OrientationSociety, Family and the Government; At the Workplace; 7 Safeguard Your Status; The Origins of Specific vs. Diffuse Orientation; Society, Family and the Government; At the Workplace; 8 Gantt! What Gantt?; The Origins of Sequential vs. Synchronic Orientation; Society, Family and the Government; At the Workplace; 9 Correlations amongst the Cultural Dimensions; Collectivism/Individualism vs. Power Distance; Uncertainty Avoidance vs. Power Distance and Individualism; Specific/Diffuse vs. Individualism/Collectivism Dimensions Present a Tendency, Not an AbsolutePART III: Culture and the Project Environment; 10 Organisational Structure and Project Management; The Functional Organisation; The Project Organisation; The Matrix Organisation; 11 Roles and Responsibilities; 12 Planning and Tracking; Product vs. Value; Top-Down vs. Bottom-up; High Level vs. Details; Vertical vs. Horizontal Allocation; Technical vs. Political vs. Strategic; Ambitious vs. Relaxed vs. Realistic; Procurement Planning; 13 Risk Management; How BIG is Big?; So We Have a Big Risk! What Shall We Do about It? Plan a Contingency or Face the Music?14 Project Communication and Reporting; Who Knows Best?; Who Needs to Know?; Graphs vs. Figures; How Frequently and How Much Detail?; Meetings!; A Special Note on Communication and Synchronic Cultures; 15 Delegation and Accountability; Assigning Tasks vs. Delegating Deliverables; Who is Accountable?; Who Takes the Credit?; 16 Project Leadership and Motivation; Is the Project Manager a Boss?; Doing Something Fun?; Prone to Conflict; Conflict Avoidants; Rewarding Project Success; A Simpler Environment is a Happier Environment! Omar Zein's Culture and Project Management explores the cultural impact on projects and their management, providing the reader with an understanding of the main elements of cross-cultural theory within the project environment. These include our perception of context, achievement, power and group dynamics; and how we approach ambiguity and time. He then identifies key aspects of project management where cultural sensitivity is essential (for example, planning, risk management, project communication and leadership) and offers a structured plan for developing what he calls 'cultural tuning' withi BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Organizational culture Project management Corporate culture fast Project management fast Wirtschaft Project management Corporate culture Diversity Management (DE-588)7611361-9 gnd rswk-swf Multikulturelle Gesellschaft (DE-588)4214151-5 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Diversity Management (DE-588)7611361-9 s Interkulturelles Management (DE-588)4343519-1 s Multikulturelle Gesellschaft (DE-588)4214151-5 s 1\p DE-604 Erscheint auch als Druck-Ausgabe Zein, Omar Culture and Project Management : Managing Diversity in Multicultural Projects Farnham : Ashgate Publishing Ltd,c2015 9781472413826 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Zein, Omar Culture and project management managing diversity in multicultural projects Cover; Contents; List of Figures; List of Tables; Foreword; Preface; Introduction; Projects, Processes and Cultural Assimilation; The Cost of Ignoring or Avoiding Culture; Conclusion; PART I: Understanding Culture; 1 Elements of Culture; Defining Culture; Culture and the Group; Culture and the Organisation; Culture and the Individual; The Culture Soup; Values and Personality -- The Core of the Mind; Beliefs -- What is Right and What is Not; Practices -- The Way We Behave; The 'Working Culture'; PART II: Cultural Orientations and Project Management 2 An Overview of Modern Culture and Management StudiesGeert Hofstede and the 'Cultural Dimensions'; Michael Harris Bond and the Chinese Value Survey (CVS); Trompenaars, Hampden-Turner and Value Orientations; 3 Boss Knows Best!; The Origins of Power Distance Orientation; Society, Family and the Government; At the Workplace; 4 You Are Not Alone!; The Origins of Individualism and Collectivism; Society, Family and the Government; At the Workplace; 5 Follow Your Desires!; The Origins of Masculine vs. Feminine Orientation; Society, Family and the Government; At the Workplace; 6 Are You Sure? The Origins of Uncertainty Avoidance OrientationSociety, Family and the Government; At the Workplace; 7 Safeguard Your Status; The Origins of Specific vs. Diffuse Orientation; Society, Family and the Government; At the Workplace; 8 Gantt! What Gantt?; The Origins of Sequential vs. Synchronic Orientation; Society, Family and the Government; At the Workplace; 9 Correlations amongst the Cultural Dimensions; Collectivism/Individualism vs. Power Distance; Uncertainty Avoidance vs. Power Distance and Individualism; Specific/Diffuse vs. Individualism/Collectivism Dimensions Present a Tendency, Not an AbsolutePART III: Culture and the Project Environment; 10 Organisational Structure and Project Management; The Functional Organisation; The Project Organisation; The Matrix Organisation; 11 Roles and Responsibilities; 12 Planning and Tracking; Product vs. Value; Top-Down vs. Bottom-up; High Level vs. Details; Vertical vs. Horizontal Allocation; Technical vs. Political vs. Strategic; Ambitious vs. Relaxed vs. Realistic; Procurement Planning; 13 Risk Management; How BIG is Big?; So We Have a Big Risk! What Shall We Do about It? Plan a Contingency or Face the Music?14 Project Communication and Reporting; Who Knows Best?; Who Needs to Know?; Graphs vs. Figures; How Frequently and How Much Detail?; Meetings!; A Special Note on Communication and Synchronic Cultures; 15 Delegation and Accountability; Assigning Tasks vs. Delegating Deliverables; Who is Accountable?; Who Takes the Credit?; 16 Project Leadership and Motivation; Is the Project Manager a Boss?; Doing Something Fun?; Prone to Conflict; Conflict Avoidants; Rewarding Project Success; A Simpler Environment is a Happier Environment! Omar Zein's Culture and Project Management explores the cultural impact on projects and their management, providing the reader with an understanding of the main elements of cross-cultural theory within the project environment. These include our perception of context, achievement, power and group dynamics; and how we approach ambiguity and time. He then identifies key aspects of project management where cultural sensitivity is essential (for example, planning, risk management, project communication and leadership) and offers a structured plan for developing what he calls 'cultural tuning' withi BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Organizational culture Project management Corporate culture fast Project management fast Wirtschaft Project management Corporate culture Diversity Management (DE-588)7611361-9 gnd Multikulturelle Gesellschaft (DE-588)4214151-5 gnd Interkulturelles Management (DE-588)4343519-1 gnd |
| subject_GND | (DE-588)7611361-9 (DE-588)4214151-5 (DE-588)4343519-1 |
| title | Culture and project management managing diversity in multicultural projects |
| title_auth | Culture and project management managing diversity in multicultural projects |
| title_exact_search | Culture and project management managing diversity in multicultural projects |
| title_full | Culture and project management managing diversity in multicultural projects by Omar Zein |
| title_fullStr | Culture and project management managing diversity in multicultural projects by Omar Zein |
| title_full_unstemmed | Culture and project management managing diversity in multicultural projects by Omar Zein |
| title_short | Culture and project management |
| title_sort | culture and project management managing diversity in multicultural projects |
| title_sub | managing diversity in multicultural projects |
| topic | BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Organizational culture Project management Corporate culture fast Project management fast Wirtschaft Project management Corporate culture Diversity Management (DE-588)7611361-9 gnd Multikulturelle Gesellschaft (DE-588)4214151-5 gnd Interkulturelles Management (DE-588)4343519-1 gnd |
| topic_facet | BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Organizational culture Project management Corporate culture Wirtschaft Project management Corporate culture Diversity Management Multikulturelle Gesellschaft Interkulturelles Management |
| work_keys_str_mv | AT zeinomar cultureandprojectmanagementmanagingdiversityinmulticulturalprojects |