Managing multiculturalism: Developing managers
The central tenet of this book has been the cross-cultural imperative for management within sub-Saharan Africa. Far from being an add-on (perhaps as the quote from Kiggundu (1991) above suggests, it is an integral aspect of the nature of management in Africa. Managers in Africa have accumulated a wealth of experience in managing across cultures. This is experience that, if articulated, can benefit global managers generally not least those operating in other emerging regions. Yet often managers in Africa, and perhaps African managers in particular, do not capitalize on this experience, and often turn to Western solutions for management education and training. We have come back repeatedly in this book to the issue of the prevalence of Western management education, and the dearth of an appropriate management literature that draws upon African experience, and which can be drawn upon to feed in to the management development process. It is certainly the major purpose of the project, of which this book is a part, to help develop such a literature, and to contribute to management development efforts in Africa, as well as assisting in the articulation of management experience (through systematic research) in Africa that may help managers managing in other parts of the world (see www.Africamanagement.org).