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a result of global changes,
mentality, recognizing that changes
managers are rapidly adjusting to a global
in Europe will realign our major trading part-
hers in 1992, changes in China will create new opportunities and competitors in
the Pacific Rim, and changes in the Soviet Union may lead to an era of economic
cooperation with Eastern bloc countries. We are beyond the age of insular nations
vying for a few select export markets, and a major objective of this text is to alert
students to global affairs. Western industries must improve productivity to remain
competitive, and managers must be prepared to do business globally.
Having spent several years in Europe and Japan, I am sensitive to Amer-
ica s tremendous national resource of innovative managers. We have an extraor-
dinary technological basis and the educated professionals capable of meeting any
challenge. I am also sensitive, however, to our impertinence as a nation caught
resting on our past success as other nations.outpace us.
I was recently "escorted" out of the People s Republic of China, only a
few days after student demonstrators had been shot in Tiananmen Square. Ar-
riving in Hong Kong, I took a quiet evening cruise on Victoria Harbor, sailing
past tall buildings with glaring neon signs that sent brilliant multicolored reflec-
tions across the harbor water. I was chatting with a Chinese colleague from Hong
Kong about international competition, and both of us were speculating on eco-
nomic changes in China, Hong Kong, and the United States. He pointed to the
commercial district of Hong Kong and asked me to pick out an American sign.
I scanned the harbor lights, finding Panasonic, Honda, Nissan, Fuji Film, Cannon,
and several dozen more signs for Japanese companies, but not one name of a
United States business appeared in lights. Then he asked rhetorically why in Hong
Kong he had to make a special request for an American beer or search catalogs
for United States products. Why, too, he wondered, were the leading Japanese
department stores in Hong Kong, yet American merchandisers were conspicu-
ously absent?
The only logical answer seemed to be that Americans were not in Hong
Kong because we chose not to be there. Certainly we have the capability to expand
into any market almost anywhere in the world, but we have a rather low profile
in comparison to the Japanese and other nations aggressive in business. 1 also
visited a half dozen other Pacific Rim countries in 1989, and my senses were
aroused to watch for American products. When I saw two Cadillac limousines
outside a large building in Bangkok, I beamed with pride: Hey! We re here! But
then I realized that the Cadillacs belonged to the United States embassy, and they
were the last American cars I saw.
When I returned to the United States to continue work on this edition, I
wanted to stress even more the important trends in global business management.
In addition to the international management chapter (Chapter 20), examples drawn
from international business enrich discussion throughout the text. Each chapter
features a Global Trends box, which takes a closer look at world-wide businesses.
The text highlights companies in Japan, Korea, Finland, the United Kingdom,
France, West Germany, Canada, Mexico, Hong Kong, the People s Republic of
China, Malaysia, Singapore, Sweden, India, Ireland, and the Middle East. Com-
mentary on United States firms operating overseas has been integrated into dis-
cussion throughout the text.
I have not lost sight of America s strengths. In the first edition, I suggested
that with Theory X, Theory Y, and Theory Z, we need a Theory A to capture the
spirit and creativity of American enterprise. Theory A would encompass our
pervasive spirit of individualism, our ability to adapt and to take entrepreneurial
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Management 在線電子書 pdf 下載 txt下載 epub 下載 mobi 下載 2024