practical guide to using the balanced scorecard. Chichester: John Wiley & Sons. ISBN: 9780471986232 Szwarc‚ P. (2005). Researching customer satisfaction & loyalty: How to find out what people really think. London: Kogan Page. ISBN: 9780749443368 Trompenaars‚ F. & Prud’Homme‚ P. (2004). Managing change across corporate cultures. Chichester: Capstone. ISBN: 9781841125787
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ABSTRACT: Along with the trend toward globalization‚ communication across cultural and national boundaries has a significant effect on business. The Dutch management researcher Geert Hofstede’s work of culture dimensions is regarded as an approach to measure inter-cultural differences to business for scholars and practitioners. However‚ such a significant work does not escape criticism. Even though his theory consummates to six dimensions based on varies datum and is widely applied by many academics
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Globalisation had brought new and common standard for worldwide. The norm‚ consumption attitude‚ believes and personal preference had been made into common. The global process shows fast growing speed make business communication becomes more multicultural. It also leads to complex condition in business. The growing need for cross culture ethic that require more regulations such as equal treatment‚ work safety guarantee and environment friendly policy. Under the globalisation trend‚ economic links
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Louis‚ Meryl. Organizations as Culture-Bearing Milieux from Organizational Symbolism‚ Greenwich‚ CN:JAI Press‚ 1983. Schein‚ Edgar H. Organization Culture and Leadership. San Francisco: Jossey Bass‚ 1985. Leadership. New York: Pergamon Press‚ 1984. Trompenaars‚ Fons. Riding the Waves of Culture. London: The Economist Books‚ 1993.
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References: Ferdows‚ K.‚ Lewis M. A.‚ & J. A. D. Machuca. (2005). Zara’s Secret for Fast Fashion. Retrieved January 28‚ 2008‚ from http://www.hbswk.hbs.edu/archive/4652.thml Hampden-Turner‚ C. & Trompenaars‚ F. (1997). Riding the Wave of Culture. London: Nicholas Brealey Hancocks‚ P.(2004). Zara: A model fashion retailer. Retrieved January 28‚ 2008‚ from http://www.cnn.technology.printthis.clickability.com/pt/cpt?action=cpt&…om%2F2004%2FTECH%2F07%2F19%2Fspain
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Hofstede Electronic Submission Coversheet TO BE COMPLETED BY STUDENT By electronically submitting this work‚ I certify that: • This assignment is my own work • It has not previously been submitted for assessment • Where material from other sources has been used it has been acknowledged properly • This work meets the requirement of the University’s ethics policy Student Name: nidi kumar Student Number : 9048219 Faculty: FBSE Level of study:
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Cross Cultural Management in INFOSYS INTRODUCTION Infosys Technologies Limited (BSE: 500209‚ NASDAQ: INFY) is a multinational information technologyservices company headquartered in Bengaluru‚ India. It is one of India’s largest IT companies with over94‚379 professionals (including subsidiaries) as of June 30‚ 2008. It has nine development centers inIndia and over 30 offices worldwide. Its annual revenues for the fiscal year 2007-2008 exceeded US$4billion with a market capitalization
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Contents Page Section……………………………………………………………………………….. Page Number 1. Introduction……………………………………………………………………… 3 2. The Brand………………………………………………………………………... 3-4 3. Brand Positioning………………………………………………………………… 5-8 3.1. Positioning Strategy……………………………………………………….. 6-7 3.1.1. McDonalds………………………………………………………….. 7 3.1.2. Burger King…………………………………………………………. 7 3.1.3. Greggs PLC………………………………………………………… 7 4. Brand Analysis……………………………………………………………………. 9-14 4.1. Brand Identity………………………………………………………………
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Comparative Management Practices in China and the West It is true to say that globalisation is a two-way street. As international business and trade continue to grow‚ models of organisations and approaches to management are beginning to merge; nevertheless it remains imperative for firms to understand and govern across the myriad of cultural differences which still exist. These differences seem most apparent in China‚ where managerial values are deeply rooted in archaic and powerful culture. Some
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1. Current situation After five years of a great success on the Saudi Arabian market American manufacturer of precision steel products – Bladeco Corporation had been made to make some changes. In order to protect the local producers‚ government levied costly tariffs and trade restrictions on the foreign enterprises. The only way to avoid those regulations was forming a joint venture with a national company. Therefore Bladeco signed a contract with Mid-East steel Merchants‚ a subsidiary of the Al
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