2000
DOI: 10.1108/02621710010373296
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Changes in management culture and competencies: the German experience

Abstract: 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.

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Cited by 5 publications
(3 citation statements)
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“…Further problems were created by Western German politicians and business people who made various promises without keeping them (Nash, 1995;Lay, 1997); by Western German managers pressing their business cultures onto Neue Länder firms (Randlesome, 2000); by Alte Länder wholesalers and retailers who rejected to distribute goods from Eastern German production (Nash, 1995;Lunze, 1996;Zimmermann, 1998); and by Alte Länder consumers who only reluctantly or not at all bought those few products from the East that had made it into Alte Länder stores (Schmoll, 1996;Kersting, 1997). Differences in opinions (Banaszak, 1998), beliefs (Wydmusch, 2000), attitudes (Adler and Brayfield, 1996;Kirkcaldy et al, 1999), values (Borg and Braun, 1996), and cultural dimensions (Weber, 1991;Sweeney and Hardaker, 1994;Grunert et al, 1995;Howard, 1995;Emcke, 1999) established more potential sources for tensions, as did the frequent usage of the negative epithets "Ossie" (for Germans from the Neue Länder) and "Wessie" (for Germans from the Alte Länder), which are used by Eastern and Western Germans when referring to the other group, respectively (Stern, 1991;Emcke, 1999).…”
Section: Animosity In the Neue Ländermentioning
confidence: 99%
“…Further problems were created by Western German politicians and business people who made various promises without keeping them (Nash, 1995;Lay, 1997); by Western German managers pressing their business cultures onto Neue Länder firms (Randlesome, 2000); by Alte Länder wholesalers and retailers who rejected to distribute goods from Eastern German production (Nash, 1995;Lunze, 1996;Zimmermann, 1998); and by Alte Länder consumers who only reluctantly or not at all bought those few products from the East that had made it into Alte Länder stores (Schmoll, 1996;Kersting, 1997). Differences in opinions (Banaszak, 1998), beliefs (Wydmusch, 2000), attitudes (Adler and Brayfield, 1996;Kirkcaldy et al, 1999), values (Borg and Braun, 1996), and cultural dimensions (Weber, 1991;Sweeney and Hardaker, 1994;Grunert et al, 1995;Howard, 1995;Emcke, 1999) established more potential sources for tensions, as did the frequent usage of the negative epithets "Ossie" (for Germans from the Neue Länder) and "Wessie" (for Germans from the Alte Länder), which are used by Eastern and Western Germans when referring to the other group, respectively (Stern, 1991;Emcke, 1999).…”
Section: Animosity In the Neue Ländermentioning
confidence: 99%
“…There are more than 100 business schools in the UK, over 70 in France and 20 in Germany. In fact, if one takes an example from Germany, they can detect a changing pattern of management culture from one stressing the traditional specialist Diploma to one now emphasizing the rising popularity for generalist MBA programs (Randlesome, 2000).…”
Section: Introductionmentioning
confidence: 99%
“…In general, the management system in Germany has been slow to change, as have management competencies, and school leadership competencies are no exception (Randlesome, 2000;Wilde, 2002). However, Brodbeck and Frese (2004), in their study of leadership attributes and preferences, indicated a shift from the old fashioned leadership ideal of individual responsibility within an organizational bureaucratic hierarchy, at least in preference if not practice.…”
Section: Schulleiter Roles and Responsibilitiesmentioning
confidence: 99%