...Question 4............................................................................................................... 8 - 10 References ................................................................................................................... 11 Question 1. The applicable leadership theory portrayed by Norman Brinker was the Leadership substitute. It is at times leadership will be unnecessary due to the presence substitutes. This model suggests that under certain conditions managers do not play a leadership role because members perform at a high level without a manager influencing them. Brinker’s philosophy is that “winners attract winners”. He surrounded himself with people who believed in themselves and are successful. People who are terrific individuals and who want to perform better thus making success contagious. He developed a culture driven by integrity, teamwork, passion and commitment to all patrons to always have an enjoyable experience. This method substituted leadership. It also increased efficiency and effectiveness enabling managers to be free to focus their efforts on finding new ways to improve overall. Norman Brinker portrayed “Transformational Leadership”. By Brinker transforming his organisation his subordinates trusted him and where motivated and able to reach all necessary...
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...Reilly, A.H. and Karounos, T.J. (2009), “Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness”, Journal of International Business and Cultural Studies, Vol. 1, Feb. 2009, pp. 1 – 13. Introduction Along with the globalization of business, many corporations are facing the challenge of operating in a different culture. The writers made a connection between emotional intelligence and cross-cultural leadership effectiveness to deal with this situation, this article also presented some significant results and implications which were greatly helpful for our company. This report is aimed at review the article and pick out something useful to raise staff awareness of cross-cultural issues. In this paper, I will summarize the key point of the article and evaluate some correlative information which can be applied to our company, then there will be a conclusion at the end of the report and two related references will also be given as well. Summary Reilly and Karounos (2009) exhibited Goleman’s research to identify the connection between emotional intelligence and leadership ability. Goleman (1998) claimed that the importance of emotional intelligence on the overall leaderships in organization is twice greater than the other two personal capabilities, technical skills and cognitive skill. The article showed the five components of emotional intelligence and their respective characteristics listed by Goleman (1998), which are exhibited on a...
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...5 4. Research metrology 6 5. Strategy 7 5-1 - Export Markets 8 5-2 - International Markets 8 5-3 - International Competitiveness 9 5-4 - International trade 9 5-5 -Trade blocs 10 5-6- International strategy 10 5-6-1 Mergers and acquisitions 11 5-6-2 Alliance 12 5-6-3 Cost leadership 13 5-6-4 Joint venture 13 6. Global Factors: 14 6-1 -Political 14 6-2 -Social 15 6-3 -Economic 17 6-4 -Technological 18 6-5 - Legal 19 7. Conclusion 20 8. Reference 21-22 1-Abstract Successful global business strategy addresses the operational and executive issues enterprise face when looking internationally for few opportunities. Attend successful global operations to develop an action plan for growing, competing and operating globally. You have to get the specific tools that your company need. This course is applicable to companies expanding globally for competitive advantage. This paper indicate that when one manager want...
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...Global Strategy and Leadership is the capstone segment for the CPA Program professional level. This segment consolidates your learning in the other three compulsory segments, Ethics and Governance, Financial Reporting and Strategic Management Accounting. In the increasingly complex business environment in which organisations operate, characterised by change, uncertainty and escalating competition, the disciplines of strategy and leadership have become critical to successful organisational performance. The aim of this segment is to link the knowledge of management and financial accounting to the concepts of strategy and leadership. Accountants use a variety of technical information to make decisions for the future of the business within an ethical framework of operation. This segment shows that accounting information, ethics, strategy and leadership are applicable to accountants working throughout the world in diverse organisations. As discussed in Ethics and Governance, accounting as a profession is respected internationally and CPAs are employed worldwide. The segment materials address the needs of candidates operating in different international markets in varying roles. This segment builds upon knowledge gained in the other three compulsory segments of the professional level. The concepts of professional ethics and good governance underpin the segment. Candidates who have previously undertaken the Advanced Audit and Assurance or Strategic Management Accounting segments will...
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...bases for international market segmentation. Proposes that international marketers group relevant markets based on both environmental as well as marketing management bases. The marketing management bases are classified as: (1) product-related; (2) promotion-related; (3) price-related; and (4) distribution-related Compare and contrast standardization with customization of international marketing strategies. The notion of globalization - a global firm pursuing a global strategy - is very appealing to managers. (Hardy, 1994, p365). As soon as the firms decide to expand into the global marketplace, the international marketing manager should determine what strategy would be adopted to mix the four P's of marketing: product, pricing, promotion, and place in the complex environment in future. In other words, the manager must decide either the standardisation strategy or customization strategy is suitable for the particular foreign market. 1.The meanings of standardization and customization strategies Standardization became a popular buzzword in the 1980s, as proponents such as Kenichi Ohmate argued that customers in the Triad were becoming increasingly alike, with similar incomes, educational achievements, lifestyles, and aspirations. (Manoney, Trigg, Griffin, and Pustay, 1998, p612). Therefore, standardization strategy indicates that the firm tends to offer the similar products with same price and distribution to the consumers. Coca-Cola was one of the first international businesses...
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...International Management Culture, Strategy, and Behavior Ninth Edition Fred Luthans University of Nebraska-Lincoln •Jonathan P. Doh Villanova University Mc Graw Hill Education Table of Contents Part One Environmental Foundation 1 2 The World of International Management: An Interconnected World Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation...
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...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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...Available online at www.sciencedirect.com International Journal of Project Management 27 (2009) 456–463 www.elsevier.com/locate/ijproman E-ethical leadership for virtual project teams Margaret R. Lee * Capella University, 225 South Sixth Street, Minneapolis, MN 55402, United States Received 30 March 2008; received in revised form 21 May 2008; accepted 27 May 2008 Abstract This paper presents a review of current literature on ethical theories as they relate to ethical leadership in the virtual business environment (e-ethics) and virtual project leadership. Ethical theories are reviewed in relation to virtual project management, such as participative management, Theory Y, and its relationship to utilitarianism; Kantian ethics, motivation, and trust; communitarian ethics, ethic of care and egalitarianism; Stakeholder Theory; and the use of political tactics. Challenges to e-ethical leadership are presented and responses to these issues discussed. The conclusion presents four propositions for future research. The purpose of this paper is to identify secondary literature on e-ethics and how this new area of business ethics may affect the leaders of virtual project teams. Ó 2008 Elsevier Ltd and IPMA. All rights reserved. Keywords: E-ethics; E-leadership; Virtual project management; Virtual teams; Project management; Ethics; Project leadership; Ethical project leadership; E-ethical project management; Sensitive material; Code of conduct; Social isolation; Virtual...
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...build and use effectively relationships system through daily life and working in team. - I have experience through leadership positions in the professional environments. - I have been involved in many training and experience of the soft skills and use them quite effectively: Problem-solving, Oral skill, Time Management, Crisis Management, Organizing Event, Teamwork. - I can use Microsoft word, Power point, Convert Formats software quite fluently. - I can use a foreign language as a tool in communication. - I was studied in an international environment in my own country so I have more advantages than people learn in local school system. - People said about me that I am a confident person and usually have enough assertion to make decisions. - Others think I am optimistic, often smile with any case. | WEAKNESS - I am not good at managing interruption, so may become passive when be interrupted. - I manage time to take care relationships not so good. - Sometimes, I am too confident and quite headstrong so it leads to make conservative decisions. - I am not really good at Emotional Intelligence, sometimes, easy to get angry and become surly. - I am not really good at written communication; sometimes I have mistakes make others difficult to understand my meaning. - People think sometimes, I am too rigid in work - I need to improve my health, it is not so good. | | | ...
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...Experience Toolkit Brand Experience Toolkit [August 2007] Table of Contents 1.0 History of the AIESEC Brand 1.1 1.2 1.3 What is a brand? Why do we have a global brand? Brand Promise vs. Brand Experience: an evolution 2.0 The Brand Experience 2.1 2.2 2.3 2.4 2.5 2.6 2.7 An overview Our competitors Our target audiences Physical manifestations Benefits Differentiator Essence 3.0 Filter tool – how to use the Brand Experience in practice 3.1 3.2 Assessing your results Finding support Brand Experience Toolkit 1.0 – History of the AIESEC brand Brand Experience Toolkit [August 2007] History of the AIESEC brand The global AIESEC brand as we know it today was launched by AIESEC International in 2004. The first Brand Toolkit included explanations on what is a brand, why we need one and the steps in order to achieve that, including our Brand Promise, visual guidelines and marketing campaign. 1.1 What is a brand? A brand is more than just a logo, slogan or a colour scheme; it is the image and reputation that we want others to associate with our organization. But, a brand is also more than just the image that we want others to have of us; it is also a description of the organization that we want to be. A brand is an expression of your actions and what you do every day. In AIESEC, our global brand is represented through our living The AIESEC Way. Our ―Brand Experience‖ is the experience we want our stakeholders (members, supporters and enablers) to live when they...
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...2. Discuss how international managers might have to adjust their leadership style when managing different cultures? “Leadership is practiced not so much in words as in attitude and in actions.” Harold S. Geneen Culture is so important for managers when expanding business cross-culturally. Managers‟ attitudes, their ways of doing business and behavior of exchanging ideas reflect values and understandings which are ingrained in their own national culture. Conducting managerial functions effectively is hard enough in a well-known home environment, but in a foreign location with a unique combination of economic imperatives, traditions, work ethic, and culture, effective management becomes a big challenge. An international manager needs to have cultural awareness in order to adjust to the constraints and expectations of the culture in which they work. If cultural factors are not considered, there will be a potential for unaware and unintended conflict. In avoiding a conflict situation, a manager should communicate successfully and consider challenges such as language and different cultural background. In order to be a successful manager one must have effective communication skills. The nature and patterns of communication exhibit by individuals are learn by cultural and social values. Leadership style does not only depend on culture but also on situational factors such as background, nature of the task environment, and pressures of time. Hofstede‟s model defines culture...
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...Leadership in Action: Leading Effectively in Humanitarian Operations A CK N O W L E D G E M E N TS First and foremost, we would like to thank the individuals who allowed their leadership to be placed in the spotlight as one of our case-study examples of effective operational humanitarian leadership. Their generosity and openness in doing so and in answering our many questions are greatly appreciated. We also thank the many other interviewees who spoke to us frankly and shared their insights on what they valued in terms of operational humanitarian leadership. David Peppiatt played an important role in identifying and facilitating a number of the case studies. Isobel McConnan carried out interviews and provided helpful comments on earlier drafts. Georgia Armitage helped with the literature review. The Advisory Group provided invaluable input, words of advice and comments on the draft report, they are: Tim Cross, Wendy Fenton, Randolph Kent, Ky Luu, and Claire Messina. Paul Knox Clarke’s inputs undoubtedly raised the quality of the analysis. Deborah Eade provided excellent editorial services and comments. Sara Swords also commented on an earlier draft. Ben Ramalingam played a key role in getting the study off the ground and in its design. Finally, thanks to John Mitchell for his ongoing and valuable support to this work. The project was undertaken as part of the joint initiative on leadership in the humanitarian sector in partnership with People In Aid, Humanitarian...
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...Effectiveness of Innovation Leadership ----Based on the Failure of Com Dev International Ltd In the first essay, I analyzed the leadership of Roger, the leader of Suzhou Com Dev International Ltd (hereinafter referred to as Suzhou Company). In this essay, I will discuss the problem and solutions to Roger’s problematic leadership based on ecology of innovation, initiating and consideration structure, and transformational leadership In order to create ecologies of innovation, we should know what is innovation and ecology. On one hand, innovation precisely means going beyond the norm, an implication embedded into the center of the world innovation—nova—which means doing new things rather than repeating what worked in the past (Jeffrey; James hazy) . On the other hand, the term ecology, which stems from the Greek word “eco”, meaning household or community, refers to particular kind of community. Innovation is the outcome of a system-wide set of processes and interactions—what we call an ecology of innovation. In a new situation, innovative leaders should find the diversities and amplify the diversities into emergent innovations, which will cause interaction resonance and render the organization more adaptable to unpredictable changes in its environment. Transformational leadership is seen as one of the factors that drive subordinates’ innovative activity, and as the psychological mechanisms that underlie transforming and transactional leadership (Howell and Avolio, 1993;...
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...Methodology…………………………………………….iii Findings, Results and analysis………………………..iv External environment analysis…………………………v PESTLE analysis………………………………………..vi • Political factors • Economic factors • Social and cultural factors • Technological factors • Legal factors • Environmental factors The competitive external environment…………………………vii • Strengths • Weaknesses • Opportunities • Threats Porters’ five forces tool • Supplier power • Buyer power • Competitive rivalry • Threat of substitution • Threat of new entry Internal environment analysis………………………………..viii Key success factors…………………………………………..ix Analysis of recommendations and conclusion………………x • Ansoff matrix • References…………………………………………………….xi Introduction Many global events like the Rugby world cup, an international trade fair etc are conducted in areas near us but few of us usually take into consideration the strategic approaches behind the success or the failure of these events. The purpose of this assessment is to examine strategic approaches in respect to a global event like the Nuremberg Toy fair in Germany. The report analyses the city of Nuremberg in Germany both internally and externally using such models like the PESTLE and SWOT analysis. The report looks at the internal and external environment surrounding the city of Nuremberg. The report also examines the key success...
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...Running head: RIORDAN BENCHMARKING Riordan Benchmarking Research 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...
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