Part A - Challenges of responsible business Introduction With the globalisation of world business‚ China has become an appealing market for foreign investors (Zhang‚ 2004); a large number of these entered the Chinese market by forming joint ventures or participating in mergers and acquisitions. The development of cross-national business‚ on one hand‚ has created tremendous opportunities for global collaboration among different countries; on the other hand‚ however‚ it has also created a unique
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rationalisation can no longer provide a viable basis for organising in the current context of radical uncertainty and turbulent change (Harvey‚ 1989; Kumar‚ 1995; Castells‚ 2000). Advocates of post bureaucracy argue that organisations are becoming more decentralised‚ loosely coupled and likely to foster the empowerment of employees (Kanter‚ 1989; Heckscher‚ 1994; Osborne and Plastrik‚ 1997; Child and McGrath‚ 2001). The overview provided by Power (1997‚ p. 43) shows that there is a very considerable overlap
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At the beginning of the 21st century the forms of change within organisations have been innovatory and a widespread conviction has arisen as to the revolutionary nature to such changes as a sign of the times‚ (Pettigrew & Massini‚ 2003). While Tushman & O’Reilly III (1996) argue that the industry level of studies has not been helpful in illustrating the path of organisation’s change‚ Greiner (1972) outlines a corporate growth model in order to provide a useful framework in understanding organisational
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caution and enthusiastic approach to the work which in turn results in increased efficiency and output. Moreover‚ Decentralisation makes a better co- ordination. This is a various operations and activities are will be always co-ordinated in a decentralised set-up. Decentralisation enables to facilitate effective control and make a quick decision. This is enables to measure the work according to standard easily and quickly. This is what called as a quick decision. Decentralisation makes an operational
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Bibliography: Chris‚ J. Advantages of a decentralised organizational structure. [Online] Available: http//www.smallbusiness.chron.com/advantages-decentralized-organized-structure-603.html [07 May 2014] Gauray‚ A. Decentralization advantages and limitations of decentralisation. [Online] Available:
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Richard Branson’s Leadership Holding more than 200 companies in more than 50 countries‚ including the recent Virgin Galactic‚ a space-tourism company‚ the virgin group is a business force like few others (Biography.com‚ 2014). Employing approximately 50‚000 people worldwide this international investment group was originally set up as a mail-order record business the Virgin Group has gone on to grow in various business sectors ranging from mobile communications‚ transportation‚ travel‚ financial
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Monologue M. Platonova "Materials for the Speaking Part of the Centralised Exam" Structuring When delivering a structured monologue‚ one of the ways to begin your presentation is to outline its structure‚ using one of the following phrases: I’ve divided my presentation/speech into three (main) parts. In my presentation/speech I’ll focus on three major issues. M. Platonova "Materials for the Speaking Part of the Centralised Exam" Effective Openings In order to grab the attention of
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Commercial Bank Recent changes have reformed the banking sector worldwide. The economic‚ political and social transformations have obliged several banks all over the world to emphasize on retail banking. Commercial Bank answers to those challenges by implementing a change program called PEGASUS. Pegasus has under its umbrella five main programs: 1) CRM implementation‚ 2) Business Process Reengineering‚ 3) Development of alternative distribution channels such as e-banking‚ 4) New roles‚ new work
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1.0 Introduction Standard Soap Corp. (SSC) is a $ 30-35 million company producing 5‚000 different varieties of bar soap. SSC has four broad production processes– transformation of raw materials‚ drying of bulk soap‚ production of soap batches and packaging. However‚ there are underlying complexities involving up to 5000 different paths during these production processes. This poses a potential challenge for the management to efficiently handle the underlying information base. In addition
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WAL-MART’S DOMESTIC MODEL IN CHINA: A SUCCESS? When the firm goes into a new market it tends to see the world as a unified market. However‚ some national conditions may prevent the company from building the same competitive advantage through its successful domestic model. In studying the case of China‚ the CAGE framework of Ghemawat’s will be used to evaluate the distances between China and the US. 1 Cultural distance: Apart from the obvious language difference‚ many elements highlight
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