improve their understanding of the marketplace‚ hire the best talent‚ and find potential business partners.Guanxi goes back thousands of years and is based on traditional values of loyalty‚ accountability‚ and obligation—the notion that if somebody does you a favor‚ you will be expected to repay it one day. One of Asia’s most successful businessmen‚ Hong Kong billionaire Li Ka-shing‚ has parlayed his guanxi particularly astutely over the years‚ in the process winning valuable licenses and permission
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group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace. Areas of Learning 1 Understand the relationship between organisational structure and culture Types of organisation and associated structures‚ organisational culture‚ Diagnosing behavioral problems‚ perception‚ significance and of individual difference‚ Individual behaviour at work 2 Understand different approaches to management and leadership Development of management thought
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To What Extent is Culture a Driver of or a Constraint to Globalization? Cavusgil‚ Knight and Riesenberger define globalization of markets as the ongoing economic integration and growing interdependency of countries worldwide (2008‚ 4). From an economic point of view‚ globalization is reduction in‚ or removal of‚ foreign trade barriers in order to facilitate the flows of goods across borders (Leidner 2010‚ 1). Cultural globalization takes a more anthropological point of view‚ and refers to “a phenomenon
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Organizational Culture Organizational culture refers to the staff in an organization has a system of sharing meaning that makes the organization unique and different from other organizations (Schein‚ 1985).Actually‚ the sharing of meaning system is an aggregation of characteristics valued by organization. These characteristics constitute the essence of organizational culture. Organizational culture focus on how employees perceive the characteristics of organizational culture instead of liking or
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The Media Imperialism debate started in the early 1970s when developing countries began to criticise the control developed countries held over the media. The site for this conflict was UNESCO where the New World Information and Communication Order (NWICO) movement developed. Supported by the MacBride report‚ "Many Voices‚ One World"‚ countries such as India‚ Indonesia‚ and Egypt argued that the large media companies should have limited access to developing countries. This argument was one of the
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of globalization continue to strengthen our global community‚ the world is beginning to adapt to the American culture. Kevyn Jacobs believes that with the help of media‚ mass communication sites‚ transportation‚ the internet‚ and trade‚ the spread of american traditions are seeping through the world. In the most subtle way possible‚ globalization is stripping everyone of their culture‚ and integrating them into this new world. One of the specific examples Kevyn Jacobs gave was: “Most importantly
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The contributions of Questrom and Castagna were more on optimizing business operation while Mike Ullman and Theilmann were more on changing the organisational culture. Shortly after joining as chairman and CEO of JCP in December 2004‚ Mike Ullman along with his top management team took various initiatives to change the climate and culture of JCP from the rigid one into more flexible and democratic environment. The most notable among these were the “Winning Together” principles (WTP)‚ poster campaign
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Cultures and Organizations Software of the mind Geert Hofstede Institute for Research on Intercultural Cooperation (IRIC) University of Limburg at Maastricht‚ The Netherlands MpGRAW-HILL BOOK COMPANY London • New York • St Louis • San Francisco • Auckland • Bogota • Caracas Lisbon • Madrid • Mexico • Milan • Montreal • New Delhi • Panama Paris • San Juan • Sao Paulo • Singapore • Sydney • Tokyo • Toronto Contents Published by McGRAW-HILL Book Company Europe Shoppenhangers
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The Impact of Culture on Human Resource Management Practices: An Empirical Research Finding in Indonesia Suharnomo-Diponegoro University-Indonesia +628156581301 Abstract The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal
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Cultural Shock * Cultural Context * High-Context Culture * Low-Context Culture * Individualism * Collectivism * Masculine * Feminine Why Study Culture? * Globalization * Rise in intercultural Shock * Avoid Culture ShockCultural Contexts * What is cultural Context? * The relative emphasis different cultures place on nonverbal communication * High-Context culture * Low-Context cultureCulture Values * What are culture values? * Four categories of cultural values:
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