ACADEMIC REPORT ON ORGANISATIONAL AND NATIONAL CULTURE AND HOW IT RELATES TO A SUCCESSFUL PROJECT MANAGEMENT RAVINDU SASANKA GAMAGE 511001 SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIRMENTS OF THE MASTERS IN CONSTRUCTION PROJECT MANAGEMENT COURSE. 2011 November School of Built Environment Liverpool John Moores University ACKNOWLEDGEMENTS I would like to thank my lecturer‚ Dr. David James Brayde‚ for the valuable advice and support he has given me in the writing of this Academic
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Culture is our way of life. It includes our values‚ beliefs‚ customs‚ languages and traditions. Culture is reflected in our history‚ in our heritage and in how we express ideas and creativity. We can see that in the world we have many countries‚ many societies therefore we have many cultures in the world. Many factor such as‚ Environment‚ Belief‚ Religious‚ and Popularity. At present every country in the world has more stronger relationship because of high technology. There are many people who have
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present paper contrasts the importance of two divergent approaches to training‚ approaches that are either universalistic (etic) or particularistic (emic) in nature. While most extant literature on cross-cultural communication focuses primarily on culture-specific-emic-approaches‚ this paper stresses the value of also drawing on pan-cultural-universalistic-approaches. We illustrate the utility of such an approach through the example of "politeness" theory (Brown & Levinson‚ 1978‚ 1987). Politeness
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Introduction The culture of Singapore has evolved down the years since the island country itself represents a wonderful blend of cultures as diverse as Malay‚ Chinese‚ Indian‚ and European. Naturally‚ Singapore‚ which was once a fishing village under the British Empire‚ is a composite and cohesive portrait of various cultures. Content Part 1 (Appendix) In Singapore‚ a lot of people have more interest in the heritage over the years. The traditional stuffs become
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Moss Kanter‚ 1997"Strategies for success in the new global economy: An interview with Rosabeth Moss Kanter"‚ Strategy & Leadership‚ Vol. 25 Iss: 6 pp. 20 - 26 http://dx.doi.org/10.1108/eb054603 Martin E. Smith‚ (2003)‚"Changing an organisation ’s culture: correlates of success and failure"‚ Leadership & Organization Development Journal‚ Vol. 24 Iss: 5 pp. 249 - 261 http://dx.doi.org/10.1108/01437730310485752 Access to this document was granted through an Emerald subscription provided by UNIVERSITY
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Chapter 1 – Culture and Communication The Importance of Learning about Culture * Two importanat reasons for understanding culture are to learn how others make sense of their environment and the prevent mistakes and miscommunication 1. Make Sense of Our World 2. The works if Becoming Increaseingly Diverse 3. People around the world ARE different * People from different cultures are different (as well as similar) in how they see the world. * Cultures are the products of
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MODULE 10: CULTURE & RELIGION FOR A SUSTAINABLE FUTURE INTRODUCTION Culture shapes the way we see the world. It therefore has the capacity to bring about the change of attitudes needed to ensure peace and sustainable development which‚ we know‚ form the only possible way forward for life on planet Earth. Today‚ that goal is still a long way off. A global crisis faces humanity at the dawn of the 21st century‚ marked by increasing poverty in our asymmetrical world‚ environmental degradation
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Inner discipline • Get control of one’s mind rather than the environment. • Modern form: intellectual discipline‚ academic competition. IIT Mumbai A new economic order Networking. • Efficient way to absorb technical knowledge. A verbal culture. • Well suited to academic discourse‚ information age. Case study: software development • No need for the technology‚ but well suited to create it. • Create an orderly world of
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as long as they maintain their values. Since the 1800s they have become a part of the North American fur trade‚ so that they may gain the minimal outside resources required for them to live and respect their trade agreements. However‚ they do have high regard for their cultural values where they won’t sell their land to the modern world nor do they use much modern technology
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The atmosphere at Enron was highly competitive. Enron rewarded cleverness and pushing the envelope. Enron’s former president and CEO Jeffery Skilling encouraged employees to be "independent‚ innovative‚ and aggressive.") The aggressiveness of the culture at Enron was increased by a rigorous and threatening evaluation process for all employees that became known as "rank and yank." "Enron’s employees annually ranked their fellow employees on a 1 (best) to 5 (worst) scale. Each of the company’s divisions
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