Projects that even the most battle‐hardened project manager will acknowledge that manager’s mental models, their attitudes, the competences they rate, etc., all have major implications. Looks at in‐house cultures, external cultures, dysfunctional cultures and international cultures. Uses 2 Figures to emphasize both the iceberg model of inter‐cultural business analysis and cultural dimensions. Weighs up some of the differences between cultures that could hold back companies in an international field. Concludes project managers have a heavy cultural burden to bear.
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