Collin Randlesome

Changes in management culture and competencies: the German experience

Initially examines the changing management culture in Germany. Second, it considers the management competencies required within the German organizational environment. Third, it reveals the main changes taking place in the competencies. Finally, it considers whether the changes in competencies are matching those in the culture.

Cultural fluency: the results of a UK survey

The importance of being fluent in another language for success in foreign business has been well documented and highlighted in academic literature. However, so has being fluent in another culture, as far back as the 1950s. What is the current response of organizations operating in the UK to such exigencies? Presents the results of a survey, based on responses from 35 members of the Association of Language Excellence Centres (ALECS) in the UK from both the private and public sector and assesses the level of language and cultural fluency. Indicates that the percentage of British companies carrying out an internal foreign language audit in order to attain fluency in another country′s language is disturbingly low. In addition, those wishing to become culturally fluent are even lower. Concludes by stating that a number of business opportunities are being overlooked, not just for companies but also for training organizations.

East German Managers: From Karl Marx to Adam Smith

In this article, Collin Randlesome explains how the East German system of education and management organisation produced managers unable to meet the new demands of a market economy in either the old East or West Germany. Sadly, his views are supported by recent survey evidence.

Cultural Fluency: Results from a UK and Irish Survey.

The importance of being fluent in a foreign language has been well docu mented and highlighted in academic texts. So has the importance of being fluent in another culture, a need documented as early as the 1950s. How have organizations in the UK and Ireland responded to these needs?A survey of members of ALECS (Association of Language Excellence Centres) in the UK and language training providers in Ireland assessed the level of language and cultural awareness. The results indicate that the percentage of British and Irish companies carrying out an internal foreign language audit is disturb ingly low. The number of companies wishing to become culturally fluent is even lower. Companies as well as training organizations are thus overlooking a number of opportunities.

Ein Kampf: The German struggle with the MBA

Germany is resistant to developing business schools and Master of Business Administration degrees. There are several reasons for this including a deep-seated academic tradition. But attitudes are changing; demand for MBA education by students is growing, and large German companies are beginning to employ greater numbers of MBA graduates and to appreciate them. German business schools, on the other hand, still prefer locally established business diplomas.

AUSTRIAN BOARDROOM SUCCESS: A EUROPEAN COMPARATIVE ANALYSIS OF TOP MANAGEMENT

Presents an analysis of Austrian top managers and top management teams based on data gathered from Austrian managers in 301 separate organizations. Through the data collected, builds and presents a comprehensive picture of the current state of Austrian management. Also gives a profile of how Austrian managers compare in certain key competence areas with managers from some of the other European countries in which similar research has been conducted. Shows that in general, Austrian management teams have few interpersonal or value‐based interaction difficulties, but that their key problems, and the key development issues facing them, lie in their ability to understand and manage the structure of their organizations, long‐term issues, and the increasingly competitive and global markets and environments into which their companies are entering. Shows that it is these key areas which are the major sources of conflict, sensitivity, and difficulty within Austrian top management teams. Based on these findings, pres...

Making Middle Managers

The route into lower and even middle management in West Germany for non‐graduates, all of whom will have completed either a technical or a commercial apprenticeship, is described. The apprenticeship system itself is depicted in brief, but the main body of the article is devoted to the higher vocational qualifications which hold the key to a career in management. It concludes with a discussion on whether or not the holders of these higher vocational qualifications should be regarded as lower or middle managers, and contrasts the upward permeability of West German companies with the situation for similarly‐qualified personnel in France.

Diversity of Europ’s business cultures under threat?

Looks at the developments in the European Union and their implications for various aspects of business. Examines trends favouring the convergence of European business cultures and contacts them with other changes underpinning cultural diversity. Concludes that the forces leading to uniformity are offset by those extending diversity and that business should continue to respect Europe’s different national and regional cultures.