...CULTURE AND ETHICS IN BUSINESS LEARNING JOURNAL CHALLENGES OF MANAGER’S CULTURAL DIFFERENCES FOR THE INTERNATIONAL BUSINESS ENVIRONMENT Introduction Business today has seen a high surge in globalization. This increase of international business all over has led to a number of ties and relations among people from different culture and nationalities. Managers who still haven’t adapted to the new age managerial skills and are still following the conventional route have found themselves extremely ineffective in the global platform. A need of global managers who understand multi-cultural competencies has arrived and most scholars debate that the working style, values and behaviour of a manager are directly a persona of their national culture. Thus in order to be competitive in this global market, the traditional approach by the managers must transcend to a global one. A global manager is one who has the ability to manage the complexities in a business which is conducted or laid upon multi-cultural diversities. A global manager has many challenges when managing people from different cultures; this includes the people from both High context society as well as low context society. Challenges Lack of communication: When a manager is working with his team members who have different native tongue, it’s most possible at time that the information flow is not constant. Adding to the woes are the multitasking employees and talking to employees over...
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...CHAPTER #1 1. INTRODUCTION In past 40 years globalization of achieving higher education has grown considerably through mobility of students. The figure is continuously rising and the number of international students has more than double in past decade. According to Universities UK, between 2008-09 and 2009-10 there was an 11.7% increase in the international students. According to HESA, in 2000-001 there were 126,720 non EU students at UK institution and by 2009-10 the figure had raised to 280,760, an increase about 121 %.( www.hesa.ac.uk/) Students coming to Britain experience sparkling, lively, demanding, world –beating education in exciting and stimulating environment which helps students in grooming personal development and career. British universities serve as magnet to the internationals student.UK is first choice of overseas students among many other countries. UK universities are best in world which educates students to world class standards. The principle reason to study in UK universities are High academic standards, cutting-edge educational facilities (particularly in the sciences, engineering and the arts), and broad range of offerings combined with the flexibility to accommodate individual student needs. The government and the British Council developed a program known as “The UK Education Brand” in1999. There are 159 institutions in the UK that are permitted to award a wide variety of degrees to suit most educational aspirations. All these institutions...
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...Introduction The main purpose of this essay is to illustrate the importance of the idea of competency as well as seeks to outline its application to staff undertaking international assignments. Lucia & Lepsinger (1999) define competency as “a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development.” People or the organization should possess the core competencies to excel in work’s performance and hence be improved in the future to achieve effectiveness in work and organization’s goal (Ibid). Why have the idea of competency become so important? Organizations today identified the key to business success through strategic human resource management (SHRM) (Compton 2009). To achieve SHRM, the strategic plans have to be pro-active and be open to changes in the organization’s external environment such as its competitors and globalization (Ibid). Having a deeper understanding about competencies is critical, as it will allow the organization to focus on achieving organizational goals and responding to the external environment (Lucia & Lepsinger 1999). The Harvard Analytical framework for HRM Figure 1. (Source: Beer et al. 1985) The Harvard analytical framework for HRM in Figure 1 above consists of five main components, which...
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...Strategic Management Case Study Unilever Focusing on East for Growth Word Count: 3984 Question 1 Unilever is an Anglo Dutch company that has been established in 1929 as a result of a merger between 2 companies: Lever Brothers and Margarine Unie. UNILEVER owns consumer products in; Food and Beverages, Cleaning agents and Personal care. It is now ranked as the second world largest consumer product company. Strategic Purpose: Unilever’s 2nd rank in FMCG has been gained by serving the company’s mission “to meet everyday’s needs for nutrition, hygiene, and personal care with brands that help people look good, feel good, and get more out of life”. Value Chain Analysis Porter’s value chain analysis gives insight on how Unilever creates competitive advantage. It provides deeper understanding to establish a SWOT analysis in order to arrive at the applicable Ansoff theory. It describes Unilever’s primary and support activities’ characteristics (Figure 1). Figure [ 1 ] Primary Activities Inbound & Outbound Logistics: Unilever had put a five-year strategy plan, called the “path to growth” to transform its inbound logistics in way that increases efficiency and saves money to be invested elsewhere outside the business. This plan started in North America by integrating six operating business and emerging 3 supply chains. The philosophy of this change was to create one single set of distribution centers that attain the 24hour delivery plan to the customer. Transportation...
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...University of Phoenix MMPBL 560 Managing in a Cross-Cultural Environment November 9, 2009 Managing across cultures is no easy task for any organization regardless of its economies of scale or long standing reputation in the market; the challenges are many, including coping with the flux of change, managing diverse groups of employees, communicating, and negotiating agreements with host countries. This paper illustrates how Johnson and Johnson, Allstate, Starbucks, Bank of America, Coca-Cola, Shell, Whataburger, and Sony USA address their cultural diversity. Thus, the authors of this paper analyze, evaluate, and assess the various successful best practices of these organizations to help Riordan Manufacturing’s situation. Riordan Manufacturing’s decision to open a new production facility in China has created some challenges involving the scarcity of Chinese skilled employees. Whereas leadership attempts alternative solutions to synergize the company’s strategies to address the situation, Riordan recognizes that the integration of a diverse workforce has the potential to alter the company’s performance (University of Phoenix, 2009). Accordingly, in analyzing cultural synergy strategies to help mitigate undesirable outcomes takes extra consideration, yet it is a necessary task (Hodgetts, Luthans, Doh, 2005). When reviewing Johnson and Johnson, it is evident that the company struggled with managing diversity and cultural differences. However, Johnson and Johnson stepped...
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...Mäori & Public Health: Ethics A discussion paper Preamble Being asked to write a paper on Mäori perspectives on Public Health ethics raises issues for me. Some years ago my research colleagues and I invited Moana Jackson to participate in a project on genetic engineering. Our first question for him was along the lines of whether Mäori had a ‘unique perspective’ on genetic engineering. It was then that we received our lesson about the use of the word ‘perspective’ (Cram, Pihama & Philip-Barbara, 2000:66-67). Moana said that, ‘The word perspective to me is interesting. It assumes that there is something that is a given upon which Mäori can be expected to have a valid point of view. The moment you do that you situate the Päkehä model as the truth; and you ask Mäori to give a view on it. I think there are Mäori truths and they exist independently of whatever Päkehä view as reality or truth and to seek a Mäori perspective is to legitimate the Päkehä perspective on the issue. So to ask for a Mäori perspective on say the use of land is to validate the Päkehä concepts of property and seek to fit a Mäori view of that within it. Whereas what we should begin with is: what is the Mäori truth on land and how does that sit alongside, rather then fit within, the Päkehä view?’ Perhaps even more scary than asking whether there is a Mäori ‘perspective’ on Public Health ethics is the thought of asking what the Mäori ‘truth’ about Public Health ethics is. Once again, Moana is able...
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...Journal of Transcultural Nursing http://tcn.sagepub.com/ Standards of Practice for Culturally Competent Nursing Care : 2011 Update Marilyn K. Douglas, Joan Uhl Pierce, Marlene Rosenkoetter, Dula Pacquiao, Lynn Clark Callister, Marianne Hattar-Pollara, Jana Lauderdale, Jeri Milstead, Deena Nardi and Larry Purnell J Transcult Nurs 2011 22: 317 DOI: 10.1177/1043659611412965 The online version of this article can be found at: http://tcn.sagepub.com/content/22/4/317 Published by: http://www.sagepublications.com On behalf of: Transcultural Nursing Society Additional services and information for Journal of Transcultural Nursing can be found at: Email Alerts: http://tcn.sagepub.com/cgi/alerts Subscriptions: http://tcn.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://tcn.sagepub.com/content/22/4/317.refs.html >> Version of Record - Sep 26, 2011 What is This? Downloaded from tcn.sagepub.com by Marty Douglas on September 27, 2011 412965 ouglas et al.Journal of Transcultural Nursing TCN22410.1177/1043659611412965D Commentary Journal of ranscultural Nursing T 22(4) 317–333 © The Author(s) 2011 Reprints and permission: sagepub.com/journalsPermissions.nav DOI: 10.1177/1043659611412965 http://tcn.sagepub.com Standards of Practice for Culturally Competent Nursing Care: 2011 Update Marilyn K. Douglas, DNSc, RN, FAAN1, Joan...
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...European Management Journal (2010) 28, 421– 440 journal homepage: www.elsevier.com/locate/emj International human resource management challenges in Canadian development INGOs Sharon L. OÕSullivan * Telfer School of Management, University of Ottawa, 55 Laurier ave East, Ottawa, ON, Canada, K1N 6N5 KEYWORDS International human resource management; International non-governmental organization; International development; Northern NGOs; Canada; Capacity building Summary Over $100 million of Canadian overseas development assistance (ODA) is channeled through international non-governmental organizations (INGOs) (CIDA, 2006). Although INGOs appear to be successful at circumventing many challenges in international development (Sachs, 2007), empirical research attesting to their international human resource management (IHRM) challenges is sparse, particularly in regard to secular, Northern INGOs. This paper responds by investigating the IHRM challenges facing Canadian INGOs as they implement ODA-funded projects in the field, and by exploring how such challenges may vary in different types of INGOs. The methodology involved semistructured interviews with 31 managers in three different Canadian development INGOs. Practical and theoretical implications are discussed. ª 2010 Elsevier Ltd. All rights reserved. Introduction The term INGO refers to ‘‘international non-governmental organization’’ (Roberts et al., 2005). Such organizations exist for diverse socioeconomic reasons...
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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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...Journal of International Business and Cultural Studies Human resource accounting and international developments: implications for measurement of human capital Maria L. Bullen Clayton State University Kel-Ann Eyler Wesleyan College Abstract Human Resource Accounting (HRA) involves accounting for expenditures related to human resources as assets as opposed to traditional accounting which treats these costs as expenses that reduce profit. Interest and contributions to growth in HRA have been evident in a number of countries. The strong growth of international financial reporting standards (IFRS) is an indication that the environment for international financial accounting is one that potentially encourages the consideration of alternative measurement and reporting standards and lends support to the possibility that future financial reports may include nontraditional measurements such as the value of human resources using HRA methods. Keywords: Human Resource Accounting, Human Capital, Intellectual Capital, International Accounting, International Financial Reporting, International Financial Reporting Standards Human Resource Accounting, Page 1 Journal of International Business and Cultural Studies Introduction Human Resource Accounting (HRA) involves accounting for the company’s management and employees as human capital that provides future benefits. In the HRA approach, expenditures related to human resources are reported as assets on the balance sheet as opposed to the...
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...Eastern Michigan University DigitalCommons@EMU Master's Theses and Doctoral Dissertations Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects 5-13-2003 Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson Flavia Xavier Follow this and additional works at: http://commons.emich.edu/theses Recommended Citation Xavier, Flavia, "Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson" (2003). Master's Theses and Doctoral Dissertations. Paper 4. This Open Access Thesis is brought to you for free and open access by the Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects at DigitalCommons@EMU. It has been accepted for inclusion in Master's Theses and Doctoral Dissertations by an authorized administrator of DigitalCommons@EMU. For more information, please contact lib-ir@emich.edu. HUMAN RESOURCES PRACTICES IN CORPORATE CULTURE COMMUNICATION: A CASE STUDY OF JOHNSON & JOHNSON by Flavia Xavier Thesis Submitted to the Department of Management Eastern Michigan University In partial fulfillment of the requirements For the degree of MASTER OF SCIENCE In Human Resources Management & Organizational Development Thesis Committee: Stephanie Newell, PhD, Chair Mary E.Vielhaber, PhD Diana Wong, PhD May 13, 2003 Ypsilanti, Michigan iii DEDICATION To God who has been a blessing my life with my beloved husband, Luis Felipe. iv ...
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...various factors that contribute to the rising workplace diversity. These include increasing numbers of immigrants, company mergers and joint ventures in different countries, increased engagement of business consultants and temporary employees, international competition and the phenomenon of globalization, which has transformed the world into a global village. Globalization has occurred because of a combination of factors such as improved infrastructure, advancements in technology. Infrastructure and technology have not only provided cheaper means of communication and travel, but have revolutionized the speed at which individuals and businesses communicate with each other. Domestic companies are also spreading their operations to new territories across the globe in search of new markets or outsourcing some aspects of their production process. Management of employee cultural diversity, through the integration of suitable strategies plays a key role in improving the competitive advantage of the business, especially on the global platform. Globalization calls for specific approaches that promote harmonious working relationships within increasingly culturally diverse workplaces. Hansen (2002) observes that workplace diversity is critical to the existence of businesses and identifying key strategies to ensure harmonious working relationships among culturally diverse employees is integral to the survival of any business. Diversity in this case means the differences between individuals...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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... Submitted by: Faculty of Student Development Thompson Rivers University 900 McGill Road Box 3010 Kamloops BC V2C 5N3 Table of Contents Executive Summary .................................................................................................................................... 1 Introduction................................................................................................................................................ 5 Review of Literature ................................................................................................................................... 6 Institutional Factors............................................................................................................................. 7 Cultural Factors ................................................................................................................................. 11 Power and Control Factors ................................................................................................................ 15 Financial and Geographic Factors ..................................................................................................... 16 Limitations of the Current Literature ................................................................................................ 17 Conclusion ......................................................................................................................................... 17 Research...
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...HLTHIR403C. Work effectively with culturally diverse clients and co-workers Author John Bailey Copyright Text copyright © 2008 by John N. Bailey. Illustration, layout and design copyright © 2008 by John N. Bailey. Under Australia's Copyright Act 1968 (the Act), except for any fair dealing for the purposes of study, research, criticism or review, no part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior written permission from John N. Bailey. All inquiries should be directed in the first instance to the publisher at the address below. Copying for Education Purposes The Act allows a maximum of one chapter or 10% of this book, whichever is the greater, to be copied by an educational institution for its educational purposes provided that that educational institution (or the body that administers it) has given a remuneration notice to JNB Publications, Disclaimer All reasonable efforts have been made to ensure the quality and accuracy of this publication. JNB Publications assumes no responsibility for any errors or omissions and no warranties are made with regard to this publication. Neither JNB Publications nor any authorised distributors shall be held responsible for any direct, incidental or consequential damages resulting from the use of this publication. To Order this Publication This publication can be ordered in a wire bound...
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