This commentary adds to the analysis and recommendations presented in "Gender in the Management Education Classroom" concerning a very challenging incident focused on powerful gender/diversity dynamics. It discusses the centrality of emotion in students' experiences of diversity discussions and calls for teachers to explicitly help students…

Management theory often ignores cultural differences. Trainers should design learning strategies that encourage discussion of differences and establish a classroom climate in which one set of values is not automatically given precedence. (SK)

Offers suggestions for orientation and management development to prepare people to do business in different cultures. An orientation outline for Saudi culture is presented as an example. (SK)

The attempt to transfer Western management knowledge to China is unlikely to be effective if a cognitive model of management knowledge is used. A community model or socially constructed model is better aligned with the Chinese cultural and business environment. (SK)

A sociohistorical approach identified differences in the way management is perceived and practiced in Britain and France. Two distinct managerial types--British gifted amateurs and French bright cadres--must be recognized to plan joint management development programs. (SK)

Factors that hinder management development among Blacks in South Africa include educational disadvantage, cultural differences, discrimination, and marginality. Affirmative action and management development as a strategic policy will have to be practiced to redress the imbalances of apartheid. (SK)

International relations in general are bound to be enhanced when management, sales, and technical personnel can manage cultural differences within the world marketplace. (Author)

It should not just be the concern of the international management educators to identify which management theories and approaches are able to "travel" and be transferred from one culture to another. There is a very strong link, in practice, between national culture--which is the focus of this article--and organizational culture. (SSH)

This last in a series of articles describing IBM's Opportunity Management Program focuses on the transfer of training programs to different cultures. Problems with translating materials into other languages are discussed, helpful attitudes are suggested, continuity is considered, and an overview of all the articles in this series is provided.…

A key characteristic of multinational companies is a worldwide perspective and orientation in managerial decision making. In its quest for international opportunities, a multinational company confronts many problems and uncertainties in evaluating and dealing with political, legal, economic, social, cultural, and governmental policy variables and…

Increasing numbers of industrial/organizational psychologists are becoming involved with the preparation of training seminars for Chinese managers. When developing training programs for Chinese audiences, educational planners need to consider the following factors: differences in the way organizations are structured in the United States and in…