This is an insider's account of the difficulties facing foreign corporations in Asia and of the need for senior executives to adapt to the cultural and economic differences of their hosts. A close witness to many managerial successes and failures, Bedi uses 100s of cases to illustrate his principles of multicultural management. He maintains that, although genuine cultural understanding is difficult and sometimes painful to acquire, no manager without it can be an effective leader in Asia. Bedi believes that hiring, training, managerial development and compensation practices must all mesh with the aspirations of local managers. The qualities for promotion also need to be reconsidered, since attributes stressed by foreign companies often conflict with those of Asian companies. "Understanding the Asian manager" is designed to help managers use the cultural strengths of employees as a resource rather than an obstacle. The author's own views are reinforced by interviews with more than fifty top Asian managers and chief executives. Also included are useful tips on how to launch yourself as an international manager in Asia, as well as practical tips on survival and success in day-to-day business relationships. Anyone involved in management in Asia -- or with Asian managers anywhere -- who has to deal with people of different nationalities, will find this book to be an invaluable guide and companion. It is a must for employees of multinational corporations, expatriate executives newly assigned to Asia, and Asian managers aspiring to senior positions in international business. "Hari Bedi, who has been a senior executive for 25 years with one of the world's largest corporations, is also a journalist, and takes a non-academic approach to these important management issues.".
