...The London School of Economics and Political Science THE ROLE OF CIVIL SOCIETY IN THE DEMOCRATISATION OF GLOBAL GOVERNANCE INSTITUTIONS: From ‘Soft Power’ to Collective Decision-Making? Saif Al-Islam Alqadhafi A thesis submitted to the Department of Philosophy of the London School of Economics for the degree of Doctor of Philosophy, London, September 2007 Declaration I certify that the thesis I have presented for examination for the MPhil/PhD degree of the London School of Economics and Political Science is solely my own work other than where I have clearly indicated that it is the work of others (in which case the extent of any work carried out jointly by me and any other person is clearly identified in it). The copyright of this thesis rests with the author. Quotation from it is permitted, provided that full acknowledgement is made. This thesis may not be reproduced without the prior written consent of the author. I warrant that this authorisation does not, to the best of my belief, infringe the rights of any third party. 2 Abstract This dissertation analyses the problem of how to create more just and democratic global governing institutions, exploring the approach of a more formal system of collective decision-making by the three main actors in global society: governments, civil society and the business sector. The thesis seeks to make a contribution by presenting for discussion an addition to the system of international governance that is morally...
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...CURTIN UNIVERSITY OF TECHNOLOGY School of Information Systems End of Semester 1 Examination June 2006 Internal/External Students: Internal and External. All Campuses. Unit Name: Business Statistics 101 Unit Number & Version: 10993 Version 3 Duration: Two hrs preceded by a 10 minute reading period. Supervisor will indicate when answering of exam may begin. If you wish to make notes, please use the back of your exam paper, or on the edge columns. Instructions: Answer all five questions in the space provided on this paper. Total Marks: 60 Aids to be supplied by the University: None Aids to be supplied by the Student: One A4 sheet of paper hand- or type written on both sides. Text book by Keller [any edition; need not be clean] Calculator: As approved by the School THIS IS A RESTRICTED BOOK EXAM Mobile phones or any other devices capable of communicating information are prohibited from use during examinations. Electronic Organizers / PDAs or any other similar devices capable of storing text or other restricted information are prohibited. Calculators – if the use of a calculator in the exam is allowed, only calculators specifically approved by the school may be used. The examiner will check for compliance prior to the commencement of the exam. Any breaches of this policy will be considered cheating and appropriate action will be taken as per University policy PLEASE FILL IN YOUR DETAILS BELOW: ...
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...ASSESSMENT (1) – INDIVIDUAL CASE STUDY REPORT (60%) Submission Date: Friday 13 December, 2013 ------------------------------------------------- Case Study – ‘Avon in Global Markets in 2009: Managing and Developing a Global Workforce’ ------------------------------------------------- ------------------------------------------------- Source: Deresky, H. (2011). International Management: Managing Across Borders and Cultures, pp. 387-391. YOUR TASK After reading and analysing the case study (Avon in Global Markets in 2009), write a report to Avon Management in which you comment on and provide answers to the following three questions. Questions: 1. Evaluate Avon’s Strategic International Human Resources practices in global markets regarding development of a global management cadre, HCNs, and building company associates and independent representatives in host countries. 2. Describe how Avon’s business model has changed in light of demographic and social changes in the United States and abroad. What role has IHRM played in the company’s global expansion? 3. Since 70 percent of Avon’s revenues are generated outside the United States, what recommendations would you provide to the company regarding dealing with a culturally diverse workforce and a multicultural marketplace in the coming years? Assessment (1) Submission Guidelines * The front cover must clearly state your name and student number; unit title and number; tutor, and word count. ...
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...TOPIC6: Avon in Global Markets in 2009: Managing and Developing a Global Workforce Discussion Questions 1. Referring to this chapter and Chapter 9, evaluate Avon’s Strategic International Resources practices in global markets regarding development of a global management cadre, HCNs, and building company associates and independent representatives in host countries. 2. Describe how Avon’s business model has changed in light of demographic and social changes in the United States and abroad. What role has IHRM played in the company’s global expansion? 3. Avon’s future global expansion is contingent on hiring and retaining the best workforce and salespeople in global markets. What training and cross-cultural strategies do you recommend to the company to deal with this area? 4. What are the cross-cultural implications for management that you learned in this case? Or what are the major cross-cultural impacts for management present in this case? 5. Executive Summary 6. Avon Products, Inc. (Avon) is based in New York. The firm engages in the manufacture and marketing of beauty and complimentary products primarily in North America, Latin America, Europe, and Asia Pacific (Yahoo Finance, 2005). Avon's products are classified into three product categories: Beauty, Beauty Plus, and Beyond Beauty. The Beauty category consists of cosmetics, fragrances, skin care, and toiletries; Beauty Plus includes fashion jewelry, watches, apparel, and accessories; and Beyond Beauty...
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...EXECUTIVE SUMMARY Purposes of the Report The purpose of this report is to (1) analyze the policies and strategies of five competing companies that may have contributed to their honorable reputation as one of the best corporate citizens in 2009, and (2) inform the managers of Johnson & Johnson about possible policies and practices that can help their company become a better corporate citizen. By implementing these new strategies, the goal is to enable Johnson & Johnson to be included on the Forbes list of 100 Best Corporate Citizens for 2011. In order to discover the methods in how these competing companies have earned their placement on the Forbes list, research was conducted into their policies in several key categories. First, the competitors’ environmental and employee relations policies were evaluated. These two categories are the most weighted when being considered for inclusion on the Forbes list. Additionally, research was also conducted on the competitors’ policies in the remaining categories that are considered in the process for inclusion on the Forbes list: climate change, human rights, philanthropy, finance, and governance. The following is a report of the findings on the most relevant policies used by these various competing companies that have earned recognition on the Forbes list. Policies of Good Corporate Citizens All the competing companies included in this report have utilized several policies that have garnered them the distinction of being...
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... Home Page » Business and Management The Global Integration of Diversity Management: a Longitudinal Case Study In: Business and Management The Global Integration of Diversity Management: a Longitudinal Case Study Int. J. of Human Resource Management 18:11 November 2007 1895– 1916 The global integration of diversity management: a longitudinal case study Aulikki Sippola and Adam Smale Abstract Whilst the extant diversity management literature has provided a comprehensive array of theoretical frameworks and empirical studies on how organizations can and have approached the management of a diverse workforce, the same cannot be said about the literature on diversity in an international setting. Indeed, from a diversity management perspective we know surprisingly little about how multinational firms are responding to the increasing globalization of their workforce. This study seeks to contribute to this underresearched area through an in-depth longitudinal case study of TRANSCO, a well-known European MNC, which has been attempting to integrate diversity management globally throughout its worldwide operations. Adopting a Finnish host-country perspective, the study investigates what TRANSCO has been integrating, how it has tried to facilitate this and the challenges that have arisen throughout the process. The results indicate that TRANSCO has committed a considerable amount of resources to the global diversity management integration process, reflected in...
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...very successful managers from Australia to China to manage the Beijing Businessville Hotel. Your role is to train the new manager so you will need to formulate an information sheet for that person. You might like to consider which aspects of Chinese life and culture will be different from that in Australia, what the company can do to ensure that the new manager makes a successful transition, what training will need to be supplied Tutorial activity 2: Video 6 – Global HRM After viewing the video you will be asked to engage in a group discussion based on the following questions: • What factors, other than those discussed in the video, do you think might have contributed to the situation? • What else do you think the company could have done to prepare this person for the overseas assignment? • What should the company do with that employee now? Tutorial activity 3: Facilitation Case Study. Consider the case study ‘Avon in Global Markets in 2009: Managing and Developing a Global Workforce’ on pages 387-392 of your textbook and prepare discussion points for questions 1, 4, 5 & 7 at the end. Tutorial activity 4: In-class multi-choice quiz. Your tutor will print out the quiz and administer in class. Students will be given 10 mns to attempt the quiz. Your tutor will then discuss the solutions in...
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...anagement Is Both an Art and a Science Management is both Art and Science. It is the art of making people more effective than they would Have been without you. The science is in how you do that Management can be said to be the process of working with people and the resources to accomplish organizational goals (Bateman Snell (1999) management building competitive advantage 4th ed.). It could also be said to be the organization as well as the coordination of an organization as it relates to already set out policies and the achievement of certain objectives. Management is both art and science it is the art of making people more effective than they would have been without you. The science is in how you do that, the science of it lies in a manager’s ability to apply the four basic functions of management as he carries out all his/her duties, namely: Planning, organizing, directing and controlling. The most basic of all these functions is the planning aspect, planning is the foundation of any organization, these are the policies that are set in place whether it has to do with long term goals , objectives, profits. These strategies are set in place and used to achieve companies’ goals. Organizing is assembling and coordinating the human, financial, physical, information and other resources (Bateman Snell (1999) management building competitive advantage 4th ed.). This involves grouping all the resources together and getting them working in order to...
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...Individual ‘Successfully managing diversity can lead to better performing employees and potentially better financial performance for an organisation’. Introduction The composition of today’s workforce is changing as companies expand across boundaries and increased globalisation facilitates the movement of labour from one country to another. Modern companies comprise employees of varying ethnicity, languages, cultural background, sexual orientation and even age as there are even older persons opting to remain in the workforce. Despite this cosmopolitan mix companies have to ensure performance is optimal and business profitable. Managing organisational diversity levels has now become essential as the pressures of globalised markets and international competition are increasing the amount of diversity organizations must manage, both internally and externally. Diversity specialists (Soutar, 2004; Yang, 2005) have suggested in that in order for businesses and organizations interested in prospering and surviving in the twenty-first century embracing the competitive advantage afforded by a diverse workplace is needed This report looks at the impact of managing diversity in the workplace and the performance and financial benefits which can be gained from successful management. Novartis Pharmaceuticals is one such company which has placed emphasis on embracing and managing diversity and using this to the company’s advantage. The Company Novartis is a global healthcare company...
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...executives are seeking ways to attract - and retain - the best employees so they can continue to survive and thrive in a highly competitive global economy. As companies are becoming more and more diverse it is becoming more and more important for companies to understand and manage diversity. The people of different background, races, religion creates diverse workforce. There is an importance of having diverse workforce to provide better performance. There are perspectives of managing the diverse workforce, which require organization leaders and managers of being responsible of attaining better diverse workforce. Diversity means differences, difference of age, sex, race, religion and culture etc. People with different demographic differences working in the organization makes diverse workforce. And it is becoming more important for the organizations to know about these differences and how to manage it. Diversity is also the common issue in the workforce environment, in some companies employees often get discriminated or misunderstood because of the diverse features. So it is important for the companies to manage the diversity workforce to value best performance. As differences have often been associated with discrimination, bias, unfair treatment and conflicts, managing diversity in workforce is an important task for managers today. Managing diversity in the workplace refers to the ways of managers used in ensuring employees in the organizations who come from different group do...
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...Statements and complete the following exhibit by identifying stakeholders that are mentioned and evaluate the differences between firms in the private sector and those in the public sector (M2) 7 Explain the significance of stakeholder analysis (1.2) 8 Managing and partnering with external stakeholders and clear delineation of traditional management tactics and partnering tactics are illustrated (M3) 12 An environmental and organizational audit of your selected organization (use EFE and IFE matrices) (1.3) 14 Prepare EFE and IFE Matrices for your selected companies 19 Estee Lauder 19 Revlon 20 Avon 22 Construct a CPM and provide interpretation and analysis of the results (D1) 24 Application of strategic positioning techniques to the analysis of the organization (1.4) 24 List five strategic positioning techniques company or business had used and discuss how do they benefitted from those strategies (D2) 25 Conclusion 29 References 30 Introduction Johnson and Scholes (n.d.) defined strategy as the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations. In this paper, the business environment is tackled on how it is considered in strategy formulation. Business strategy is further explained; on how it can help an organization to be more organized and profitable. The...
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...has mirrored into the workforce. According to Census Bureau data, immigrant workers made up 42 percent of the growth of the labor force in 2012 (Cohen, n.d). Managers now recognize that cultural diversity in the workplace is a challenge that must be addressed to lead an effective team. A culturally diverse workforce has many competitive advantages. Frist, by capturing cultural diversity, the company will gain an added value and competitive advantage over companies that have ignored this challenge (Gwynne, 2009). People despite their cultural upbringing, feel valued. By tapping into the human value of each individual, managers will gain an increased commitment and productivity, strengthen work relationships and retain the best employees. The second, benefit is business growth. Targeted audiences in a global market, come from multicultural backgrounds. Members with different multicultural background will bring ethnic authenticity (Gwynne, 2009). This means language skills, knowledge of business network and cultural sensitivity from their home countries. This is an added asset that the company can use to gain a competitive advantage into targeting a new audience. A third advantage to a multicultural team is the potential to gain new a consumer base at home. A perfect example of this is Avon Company. Once an unprofitable company, Avon was able to turn business around by placing African-American and Hispanic managers in charge of marketing (Gwynne, 2009). People from culturally...
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...Management Formulating Strategy ng Outline Opening Profile: Global Companies Take Advantage Global Integrative Strategies Using E-Business for global Expansion E-Global or E-Local Entry Strategy Alternatives Reactive Responses Exporting; Licensing; Franchising; Contract Manufacturing; Of/shoring; Service Sector Outsourcing; Turnkey Operations; Management Contracts; International Joint Ventures; Fully-Owned Subsidiaries; e-Business Proactive Reasons Management Focus: Mexico's Cemex Reverses Course to Comparative Management in Focus: Strategic Planning for the EU Market Strategic Choice of Opportunities in South Africa Reasons for Going International Respond to Global Downturn Strategic Formulation Process Steps in Developing International and Global Strategies Mission and Objectives Environmental Assessment Institutional Effects on International Competition Sources of Environmental Information Internal Analysis Competitive Analysis Strategic Decision-Making Models Global and International Strategic Alternatives Approaches to World Markets Global Strategy Regionalization/localization Ali Sulaiman 71859876 aassbk@gmail.com Timing Entry and Scheduling Expansions The Influence of Culture on Strategic Choices Conclusion Summary of Key Points Discussion Questions Application ic Exercises Experiential Exercise Internet Resources Case Study: YouTube LLC: Going Global by Acting Local AUL_KASLIK – MBA Helen Deresky International...
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...For exclusive use at University of Technology Sydney, 2015 S w W13017 BEIERSDORF AG: EXPANDING NIVEA’S GLOBAL REACH1 Vanessa C. Hasse wrote this case under the supervision of Professor Paul W. Beamish solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-03-04 On April 26, 2012, Stefan F. Heidenreich walked into the conference center in Hamburg, Germany, for Beiersdorf’s annual stockholder meeting. There, he would officially be introduced as the new chief executive of the NIVEA producer and take the reins in a time of transition and complex challenges. His predecessor, Thomas-Bernd Quaas, was to give his farewell speech in front of 800 shareholders. Quaas had been the...
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