TY  - JOUR
AB  - Today, global competition and rapid market developments preoccupy
top management. They have less time for internal issues. If not checked,
this preoccupation with the external world will leave top management in
the same position as the military commander who may have a brilliant
battle plan but does not know or understand the nature of his own
troops. To be successful, top management requires in‐depth and quality
knowledge of the company′s people and the corporate culture which binds
them together. Typically, top management does not get quality
information. They work on unchecked hunches and shallow, filtered
information. By retooling the frequently underutilized human resource
manager with the analytical skills for cultural analysis, general
management can be strengthened with skilled and knowledgeable co‐pilots
and internal change agents. Discusses these issues and some of the basic
concepts of cultural anthropology useful for analysis in both domestic
and multinational corporations.
VL  - 24
IS  - 2
SN  - 0019-7858
DO  - 10.1108/00197859210009711
UR  - https://doi.org/10.1108/00197859210009711
AU  - Quillien Jenny
AU  - Olila Jim
PY  - 1992
Y1  - 1992/01/01
TI  - REDEFINING HUMAN RESOURCE MANAGEMENT
T2  - Industrial and Commercial Training
PB  - MCB UP Ltd
Y2  - 2024/04/23
ER  -