This book was the first book to present a specific theory of language management.

Globalization processes have resulted in the emergence of business and management networks in which the sharing of knowledge is of crucial importance. Combining two contemporary and important subject areas – namely that of international management and also language and communication in multi-language contexts – the author of this book presents a wealth of ideas, examples and applications taken from international and global contexts, which show that ‘language matters’ in the pursuit of international business affairs. The book establishes the theoretical core of its main ideas by introducing two orientations (social construction and linguistic relativity) and demonstrates how they can be drawn on to frame and understand the activities of managers. Highly innovative and topical, Susanne Tietze’s book will appeal to students of international management and international human resource management as well as those studying intercultural communication. It is also useful for managers and practitioners who work internationally.

In recent years there has been increased interest in examining the treatment of language problems across different levels of society, ranging from individual interactional issues to language policy and planning at the national or supra-national level. Among the various approaches proposed to tackle this issue, Language Management Theory (LMT) provides a framework to address behaviour towards language problems on different levels explicitly and comprehensively. Using LMT as a unifying theoretical concept, this volume examines the links between micro and macro dimensions through the analysis of a variety of language problems. This body of work illustrates that the LMT framework is able to show the connection between these dimensions clearly, especially when combined with a conceptualization of the micro and macro dimensions as a continuum of intertwining elements. This volume will appeal to readers interested in individual management in discourse as well as those interested in language policy and planning.

Language centres serve an important role in the development and implementation of language policy and in supporting language teachers. This book describes five language centres, the Centre for Information on Language Teaching and Research (London), the European Centre for Modern Languages (Graz), the Regional Language Centre (Singapore), the National Foreign Language Center (NFLC, Washington DC), and the Centre for Applied Linguistics and Languages (CALL, Brisbane). These contrasting centres provide the basis for a discussion of the roles, functions and management of language centres and the challenges facing such centres (and universities in general) arising from tensions between the pursuit of academic excellence and the demands of commercialisation and economic rationalism. The author holds a chair in applied linguistics in Griffith University and has written extensively on language policy and its implementation and on language assessment. He has established and directed three language centres since the mid-1980s, including CALL since 1990, and is an Adjunct Fellow of NFLC.

This book provides a comprehensive account of language management and planning at Confucius Institutes in the UK, implementing an ethnographic approach grounded in language management theory. As a global language promotion organization, Confucius Institutes have previously been discussed in the literature with respect to socio-political issues, but this volume will shed particular light on their role in shaping and informing Chinese language policy, at both the institutional and individual classroom level. The book focuses specifically on Confucius Institutes in the UK, demonstrating how language teaching practice in these organizations is informed and shaped not only by organizational paradigms but local language needs and institutional attitudes of host institutions. In turn, Li highlights these organizations’ unique position in a multilingual region such as the UK can offer new insights into language management by illustrating their roles as platforms for both individuals and institutions to become involved in the making and implementation of language policy. This volume will be of particular interest to students and researchers in language policy and planning, language education, applied linguistics, and Chinese linguistics.

In the course of their careers, foreign language teachers can expect at various times to be involved in areas such as the management of students and of colleagues, the organization of their institutions, the development of curricula, staff recruitment, and the financial aspects of running a school or program, including marketing and promotion. This book is the first to provide a comprehensive, practical introduction to these areas, particularly in relation to ESL institutions. The authors each have specialist expertise in the fields of organizational management, personnel management, marketing management, and commercial management in the context of ESL, which form the four main sections of the book.

Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.