The social and cultural dimensions in engineering management and organization of global operations

Attention is given to some practical experiences of Australians who learned from operating in Southeast Asia about how social and cultural factors, which are often ignored or neglected, can significantly affect the effectiveness, mode of operation, organizational framework, attitudes, motivation, and work habits of indigenous personnel, as well as the efficiency and ultimate success of engineering projects or ventures in countries other than one´s own. It is suggested that concepts, theories, and techniques taught in schools and books of one country or culture (American, English, or Australian) may not be applicable or effective in countries of different social or cultural environments. This has implications for engineering managers operating globally and for engineering management education if graduates are to work on a global scale