Management and Change in Africa: A Cross-Cultural by Terence Jackson

By Terence Jackson

Bobbing up from a study venture funded by way of Danish overseas improvement tips, administration and alter in Africa comprises result of administration surveys throughout 15 sub-Saharan international locations and of organizational surveys taken throughout a number sectors in South Africa, Kenya, Nigeria and Cameroon. It combines method, conception and case examples to discover completely the impacts on administration in Africa and makes an attempt to push the bounds of cross-cultural conception. In doing so, it explores how a lot could be discovered from learning either the successes and screw ups of African administration in the direction of understanding the possibility of an African Renaissance and what the worldwide neighborhood could research from Africa.

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The extent to which such manifestations are the case in foreign-owned, and Western management-oriented companies in Africa has been little researched. This remains at the moment as a hypothesis ripe for testing. g. 2). A useful framework is provided by the work of Binet (1970) on African economic psychology. Dia (1996) provides an account of this work. This can be supplemented and supported by popular African management texts (Mbigi and Maree, 1995; Boon, 1996; and Mbigi, 1997), as well as specific anthropological work (such as that of Gelfand, 1973, which is used here to illustrate specific aspects by reference to Shona values in Zimbabwe).

G. American, Australian, Swedish and various other Anglo-Saxon and European variants). g. g. Hausa, Igbo, Yoruba in Nigeria). 34 Rethinking management in Africa However, an understanding of management in Africa that includes only these variables would remain at the descriptive and comparative levels. e. e. ). Jackson and Kotze’s (in press) study of a major multicultural South African organization, the South African National Defence Force, employed integration–disintegration theory adapted from the literature on multicultural teams.

The cross-cultural imperative 19 Inter-continental cultural level of interaction Cross-cultural management theory has been criticized for its lack of theory that connects cultural values to management and work practices, particularly at the behavioural level (Cray and Mallory, 1998). The focus of interest in this book is at the level of management and organization systems, their cultural derivatives, how they are manifested particularly in the management of people, and how they operate in Africa.

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