...IB 2-4 Tasks 1-2 Week 1 Jones: Chapter 2 – Basic Challenges of Organizational Design Differentiation - differentiation = process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals à process of establishing and controlling the division of labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles - - organizational role = set of task-related behaviors required of a person by his or her position in an organization à identifiable tasks and responsibilities allow for accountability o organization structure is based on interlocking roles authority = power to hold people accountable for their actions and to make decisions concerning the use of organizational resources à results from differentiation into individual organizational roles control = ability to coordinate and motivate people to work in the organization’s interests Subunits: Functions and Divisions - - function = subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs à as organizations grow, they differentiate into 5 different kinds of functions: o support functions – facilitate control of relations with environment and stakeholders (purchasing, sales & marketing, public relations, legal affairs) ...
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...in Enhancing Managers Success in Managing International Business Dzulfakar Bin Abdullah (Student no: 20131241445) UiTM Programme Code : BM 995 (Doctor of Philosophy in Business Management) Course Code : MGT 950 (Global Strategic Sustainable Management) Assignment 3: Theoretical Paper Lecturer : AP Dr Roshidi Hassan ABSTRACT Business life in the new millennium is becoming increasingly global. The concepts of globalization apply to both large multi-national corporations as well as to local organizations. Knowledge of local culture and politics has become critical success factors (CFSs) for multi-national corporations in their effort for global expansion. Thus in enhancing the success of managing international business (IB) managers must have knowledge of local cultures and political situations. Research on the impact of local culture and political stability on successful management of international business has become of interest only recently due to globalization process. The paper reviews several literatures that try to prove that knowledge of culture and political situation as CFSs for the success of managing international business. Keywords: Critical Success Factors (CFSs), Knowledge, Culture, Politics, International Business, Success. Knowledge of Cultures and Politics as Critical Success Factors in Enhancing Managers Success in Managing International Business Introduction Globalization and international market development are phenomenon...
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...international valueadded chains. Based on a model oi business political behavior, various propositions are developed regarding the interactions among firm, industry, and nonmarket factors as well as the impact they have on various forms and intensities of political behavior, as affected by strategic objectives. Finally, the sfrategic-theorizing implications of such behavior are discussed in the context of the recent emphasis on resource-based models of strategy management. Research in international business (IB) is much more infused with a consideration of political factors than its domestic counterpart. Authors of IB studies have constantly mentioned and even emphasized government as a variable, rather than a constant or given, because international firms (exporters, importers, licensors, foreign direct investors, etc.) operate under a great variety of evolving political regimes that have an impact on these firms' entry, operation, and exit. When IB topics were first researched in a policy-oriented manner, Fayerweather (1969) stressed "the accommodation of interests and the resolution of conflict" between international firms and political actors at home and abroad as one of the four key decision areas in this policy field—besides those concerning the transmission of resources, relations with host societies, and the handling of fragmentation and unification in multicountry operations. Related managerial treatments of international political factors and...
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...Introduction 2 2. IB theories (IDP, ILO) and their invalidation for IB firms from NICs 2 2.1 IDP paradigm: 2 2.2 OLI theory 3 3. Globalization and IDP paradigm 4 4. Samsung’s role in the outpacing of IDP position of Korea 6 4.1 Development of technology capability 7 4.2 Crisis management creation and human resources management 7 4.3 R&D support and technology capabilities 8 4.4 Financial resources transferred within the group 8 5. Conclusions 9 References 11 1. Introduction Since the early 1980s, the world economy has experienced rapid ‘globalization’. Globalization has changed the pattern of trade, foreign direct investment (FDI) in world economic activity. One remarkable change lies in the once widely used investment development path (IDP) paradigm. In many newly industrialized countries, MNEs have accelerated their internationalization, leading to an increase of outward FDI from those countries on a scale earlier than the IDP would suggest. This report introduces some IB theories such as OLI and IDP, and explains why these theories are more useful for describing the internationalization process of large established IB firms but less so for IB firms from newly industrialized countries. Also, the role of globalization in changing the predictions of IDP paradigm as well as how Samsung took a major role in enabling Korea to outpace its IDP position have been illustrated in this report. 2. IB theories (IDP, ILO) and their invalidation for IB firms from...
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...(MNCs) in 1980 and 2000. We first ask whether there has been a change in MNC foreign location choice in this two-decade period. Second, we explore the underlying reasons of location change by focusing on country-level factors, accounting for firm-, industry — and regional-level explanations. Our findings suggest, first, that the extent of MNCs’ activities around the globe is more extensive than assumed by regionalists’ arguments and well beyond Ohmae’s TRIAD, but still less widespread than claimed by the globalists — the two main traditions within the globalizationregionalization debate. Second, we uncover an interesting de-location pattern in this period. Third, we develop an integrative framework where both economic and institutional-cultural arguments are shown to influence MNCs’ foreign location choice in different ways. We conclude with a discussion of our findings, and provide suggestions for future research. Keywords: MNC foreign location choice; host country factors; global strategy; regional strategy; globalization INTRODUCTION Multinational corporations (MNCs) have played a central role in the global economic, social and political changes commonly xeferred to as globalization (Held and McGrew, 2000). According to the United Nations Conference on Trade and Development (UNCTAD, 2005), there are more than...
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...Political environment, which is more important especially large international business, requires high investment. More consumers sought after more goods, more service and besides last pay back time. The political systems have two types namely; democracy and totalitarianism. Economic environment, which is required in home country, host country and world economics, are supporting or objection for international business and relation to suppliers. Economic growth affects on politics social and lows, the found political system and situation politics in country, and the world has direct affects on economic and business. Social and culture are foundation of living and work for humans, they has an impact on characteristic to work and every day life. For lows, it is convention for country activities including economic activities and business. Therefore economics, political, social and lows are closely bound in terms of relationship. Technology environment refers to new knowledge factor in the world such as sciences or engineering and including strategic management because marketing competition enforce each country to invent new knowledge or know-how benefit for its own business development. Each country that has new knowledge must create new products; have low capital and high efficiency in order to keep pace with the international competitors and to respond the customers’ needs in the international market. When the country enters into international business, they must encounter...
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...The CIPD Profession Map Our Professional Standards The CIPD Profession Map Our Professional Standards Contents Introduction The CIPD Profession Map The design principles and architecture of the Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research...
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...The CIPD Profession Map Our Professional Standards Contents Introduction 2 The CIPD Profession Map 4–7 The design principles and architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession ...
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...The Determinants of MNE Subsidiaries' Political Strategies: Evidence of Institutional Duality Author(s): Amy J. Hillman and William P. Wan Source: Journal of International Business Studies, Vol. 36, No. 3 (May, 2005), pp. 322-340 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/3875180 Accessed: 26-02-2015 20:33 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Journal of International Business Studies. http://www.jstor.org This content downloaded from 193.140.253.100 on Thu, 26 Feb 2015 20:33:00 UTC All use subject to JSTOR Terms and Conditions Studies(2005)36, 322-340 Business journal International of - 2005 Palgrave 0047-2506 $30.00 Macmillan Ltd. Allrightsreserved www.jibs.net The determinants of evidence strategies: Amy J Hillman' and William P Wan2 MNE of subsidiaries' political institutional duality Abstract of State Arizona IDepartment...
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...Global Business Final Exam Notes DRIVERS AND METHODS Lecture 1: Introduction *Globalisation: shift towards a more integrated and interdependent world economy. International Business: Any business that has productive activities in two or more countries (multinational enterprise - MNE). *Globalisation of markets: Merging of historically distinct and separate national markets into a global marketplace in which the tastes and preferences of consumers in different nations are beginning to converge. However, significant differences in culture, politics and economies exist between countries and adaption of products and strategies to local conditions is often necessary for international business to succeed. *Globalisation of production: Sourcing goods and services from locations around the globe in an attempt to take advantage of national differences in the cost and quality of factors of production (labour, energy, land and capital), thereby allowing them to compete more effectively against their rivals Example: Boeing aircrafts use companies s for all over the world for different components (e.g UK, France, Canada, Sweden) Firms are better able to respond to international customer demand due to improvements in transportation technology e.g jet transport; temperature controlled containerized shipping and co-ordinated ship-rail truck systems *Globalisation of institutions: Institutions are needed to help manage, regulate and police the global marketplace and promote the...
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...Hayden_Ang_92:92 7/10/08 16:03 Page 1 Fundamentals International Institute for Educational Planning International schools: growth and influence The booklet Recent years have seen an unprecedented growth in the number of international schools worldwide. Although these schools were initially set up to educate the children of globally-mobile expatriate professionals, ‘host country’ families now increasingly consider international school education as an alternative to the national system in which they lack confidence, and/or as a means of providing a competitive edge for their children in education and labour market terms. In an increasingly globalized world, ‘international-mindedness’, concern for world peace, and the need for intercultural understanding has led to the inclusion of an ‘ideological’ dimension in the mission statements of many such schools. M. Hayden and J. Thompson This booklet provides an insight to the origins and characteristics of international schools, curriculum and assessment, students and teaching staff, and the management, leadership and governance of these schools. The booklet also discusses how international schools (usually private and feepaying) might develop in the future against a backdrop of growing forces of globalization and other international influences. In all cases, attention is drawn to the implications of the issues discussed for both policy-makers and planners in national and international...
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...Michigan Columbus Credit Union Lisa Flanigan Courtney Johnson Mary Smith-Biles Todd Buchanan Madonna University MKT 6210 Table of Contents Introduction Page 3 Brand Building Page 8 The Numbers Page 11 Conclusion and Marketing Ideas Page 22 Bibliography Page 24 Introduction by Lisa Flanigan Credit Unions are not-for-profit financial institutions that are owned by all of its members. The focus of the credit union is to help its members save, borrow, and receive affordable financial services. One way is by offering higher interest rates on savings accounts which can be important to people in general but also to the young population who are just starting to save for college or some other long term item such as a car. Typically, credit unions charge lower fees compared to banks and provide credit at competitive rates. Like any other business, Credit Unions must have enough income/ assets to cover expenses related to running a business or risk the possibility of becoming insolvent. Lending money to members is a source of income for credit unions. When borrowers default on this lent money, this puts a credit union at risk and causes tougher rules on responsible lending. They are also known for providing service at the personal level by helping their members plan for the future. The first credit union was founded in southern Germany in the year 1864 by...
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...LEARNING OBJECTIVES After studying this chapter, you should be able to: 1 2 3 Describe the three key elements of motivation. Identify early theories of motivation and evaluate their applicability today. Apply the predictions of selfdetermination theory to intrinsic and extrinsic rewards. 4 5 6 Compare and contrast goalsetting theory and management by objectives. Contrast reinforcement theory and goal-setting theory. Demonstrate how organizational justice is a refinement of equity theory. 7 8 9 Apply the key tenets of expectancy theory to motivating employees. Compare contemporary theories of motivation. Show how motivation theories are culture bound. ISBN 0-558-97987-4 202 Organizational Behavior, Fourteenth Edition, by Stephen P. Robbins and Timothy A. Judge. Published by Prentice Hall. Copyright © 2011 by Pearson Education, Inc. Motivation Concepts Luke: “I don’t believe it.” Yoda: “That is why you fail.” —The Empire Strikes Back 7 THE BIG BROKER EXODUS T ISBN 0-558-97987-4 he global recession has upended the status quo in many areas of business, and nowhere is that more evident than in the financial sector. Former Wall Street icons—Lehman Brothers, Merrill Lynch, Bear Stearns—have been absorbed by other companies or vanished altogether. Other stalwart companies, such as Citigroup, JPMorgan Chase, American International Group (AIG), and Morgan Stanley, were forced to become wards of the state. Said one business writer, “It’s been...
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...Disclosures About CSR Practices: A Literature Review Kavitha W * and Anita P ** Corporate Social Responsibility (CSR) is now prominent and evident more than ever due to the emphasis laid on businesses regarding environmental, social and ethical issues. The level of CSR activities of the firms is made known to public only through the disclosures. This paper reviews the literature on CSR disclosures and the effect of these disclosures. There are various factors which determine the extent of disclosures like the size of the firm, industry, high visibility, etc. Introduction Corporate Social Responsibility (CSR) is now prominent and evident more than ever due to the emphasis laid on businesses regarding environmental, social and ethical issues. This is because over the recent years, there have been social, political and economic pressures on corporate management to pay attention on social and environmental consequences of corporate activities. These pressures motivated the corporate management to actively participate in a wide range of social welfare activities. CSR now-a-days covers almost all issues like the use of child labor; inequality of employment; environmental impact; involvement in local community; products’ safety; company cultures; brand image and reputation. Apart from this, companies are now disclosing these activities in their annual reports, and one of the parameters to judge the performance of a company is CSR reporting. Corporate Social Responsibility ...
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...Cross-Cultural Communication Theory and Practice Barry Tomalin; Brian J. Hurn ISBN: 9780230391147 DOI: 10.1057/9780230391147 Palgrave Macmillan Please respect intellectual property rights This material is copyright and its use is restricted by our standard site license terms and conditions (see palgraveconnect.com/pc/connect/info/terms_conditions.html). If you plan to copy, distribute or share in any format, including, for the avoidance of doubt, posting on websites, you need the express prior permission of Palgrave Macmillan. To request permission please contact rights@palgrave.com. Cross-Cultural Communication 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 This page intentionally left blank 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 Cross-Cultural Communication Theory and Practice Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin © Brian J. Hurn and Barry Tomalin 2013 Foreword © Jack Spence 2013 All rights reserved. No reproduction, copy or transmission of this...
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