...Thesis Proposal Observing the Relation between Corporate Culture and Project Performance Background Projects are increasingly becoming vital means for corporate progress, however, research indicate that projects rarely fully succeed According to the 2004 PriceWaterhouseCoopers Survey of 10,640 projects valued at $7.2 billion, across a broad range of industries, large and small, only 2.5% of global businesses achieve 100% project success and over 50% of global business projects fail. Expects view supports the fact that most projects still overspend, fall off schedule and seldom meet stakeholder expectation. Improved tools, templates and methodologies fail to yield significant concurrent improvement in outcome. (Business Improvement architect 2008). In the face of shorter product life cycle there is limited time to implement project even in the light of higher stake holder expectation (Ivanenko 2009) Prior Research Perhaps in search of remedial prescriptions, literary works have been devoted to leadership in project management (Hersey and Blanchard 1993, Druker 1996, Maxwell 2005). Many of which propose situational leadership as paramount success ingredient for projects (Hersey and Blanchard 1969 (Kerzner 2003). After testing 153 across 28 countries, (Prabhakar 2008) concluded that the project manager is the key success factor in multicultural projects. However, the significance of organizational culture for project performance did not escape scientific attention. For instance...
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...initiation of global economy comes an increased interaction between people of different countries and an increase in the need to deal with cultural differences. Thus, there must be an understanding of how the international project will affect people and how people will affect the project. This requires an understanding of economic, demographic, educational, ethical, ethnic, religious, and other characteristic of the people for whom the project affects or who have an interest in the project (Egeland, 2011). Today’s projects have dramatically increased in complexity, which requires a culturally and functionally diverse mix of individuals who must be assimilated into an effective unit – a project team. In order for the project to succeed it will be predicated upon the effectiveness of teamwork during all phases of the project life cycle (Knutson, J, 2001). Therefore, it is critical that organizations involved in international projects take into consideration “cultural risk”, which, if not consciously recognized may lead to ineffectiveness and in some cases prove to be very costly (Sennara & Hartman, 2002). Therefore, it must be understood that the most crucial element in international projects is “culture” (PM Hut, 2012). What is Culture? “Culture” refers to a way of life for a group or community that practices and shares values and common experiences that shapes the way in which the group or community understands the world. These values and practices are learnt through...
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...what ways do you feel culture plays in the establishment of a project methodology? Use examples of your past experiences or research into the topic to support your answer. As you will find in my posts, I try to buck the system and go against the majority, not because I think I am right, but to see if I can convince myself and others that there might be unforeseen conclusions in the way we are thinking. But, with this discussion, I would find it very difficult to disagree with everyone that has posted thus far. Organizational culture does play a major role in establishing project methodology. The organizational culture is a system of shared beliefs, values, and assumptions by which people (employees) are connected. Culture is also one of the defining aspects of an organization that sets it apart from other organizations even in the same industry. The organization culture has several defining functions that affect each employee: The first is culture which provides a sense of identity for its members. People will feel a close and strong connection with the organization if the mission of the organization is well defined and values are well stated. Secondly, the culture helps legitimize the management system of the organization. The system must also be well defined and clear. The employees must understand the structure of the company and understand authority relationships and why their authority is to be respected. Thirdly, the organization culture clarifies and reinforces...
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...HCD 105 Culture Foods Projcet 10/21/2015 The Caribbean Food Diaspora Background and Influences Traditional Caribbean cuisine is as diverse as the islands that compose the region and the hodgepodge of countries that have fought over and owned the land of region. It is a tasty blend of both native cooking and the cuisine of the European powers, such as the British, French, Spanish and the Dutch. Caribbean food is even influenced by Chinese and Indian customs. All of these cultures have played a role in forming the multi-national cuisine of the Caribbean (Heyhoe, 2013). Before Columbus came to the “West Indies” in 1493, the Caribbean islands were the home of two Native American Tribes: the Arawaks and the Caribs. Both tribes have contributed to many of aspects of Caribbean cuisine. For example, the according to food historians, the Caribs began spicing food with chili peppers and the Arawaks are credited with barbecuing techniques. The Native Americans also grew corn and yams and harvested guavas, and, among many other tropical fruits which grow in the wild (Heyhoe, 2013). When Columbus arrived and the Spaniards began to settle the land, the Native Americans were introduced to sugar cane, which became a major source of profit for the islands. The Spaniards also introduced other foods such as coconut, chick-peas, cilantro, eggplant, onion and garlic. Other European colonists who settled in the Caribbean introduced other foods such as oranges, limes, mangoes, rice...
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...ATS Field Study Cross-Cultural Immersion Project J Swope “CULTURE” noun the customary beliefs, social forms, and material traits of a racial, religious, ethnic, or social group; also: the characteristic feature of everyday existence shared by a people in a place or time. Purpose of the CCI Project Every person grows up in a culture. Every person lives in a culture. It may be that a person’s culture naturally includes interaction with other cultures. Or a person can live fairly insulated from cultures other than their own. This Cross-Cultural Immersion Project is an opportunity for you to encounter people from another culture and to grow from the experience. After you have completed this project you should be able to: • Recognize elements of your own and another’s culture. • Reflect on the significance and value of elements in another culture. • Demonstrate respect for those of another culture. • Display Christ-like values when engaging others of a different culture. To do this, plan and spend at least 20 of your 200 hours of Field Study by serving with and among people with a culture different from your own. It could with people across town or around the world. The choice is up to you and the resources you have. The purpose of this assignment is for you to learn how to love and interact with those who are different from you. The focus is on interaction, encounter, and immersion! It is NOT evangelistic or missional. Of course, we must always be witnesses for Christ...
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...Knowledge of Cultures and Politics as Critical Success Factors 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...
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...Culture: Obstacle or Key Customer? Almaayta, Hassan Borg, Richard TMG610 Michael Buckley Date, 2015 Table of Contents Abstract 3 Introduction 3 Methodology 4 Background 4 Dimensions of culture 5 Case one: Sweden 6 Sweden and its business culture 6 Swedes differ from the general view on culture 6 Case study: Slussen 6 Case two: Jordan 7 About Jordan 7 Business Culture in Jordan 8 Case study: Casino Project in Dead Sea 8 Consequences of stopping the project 9 Conclusion 9 References 10 Abstract Along with the huge trend toward globalization, the world economic get more united. Still there are several obstacles slow down this trend, or it seems to be that. One of these obstacles is the culture. Through the following discussion, the main idea is to show that culture is not an obstacle; rather that globalization should deal with it as a key customer. Moreover, nations, countries, states, and people should change their vision to start deal with globalization as a project not as a goal. This project should have several goals. These goals should be in line with customers’ requirements. Therefore, the customer who is the local culture will accept and support this project. Introduction Culture is an umbrella term for patterns of thoughts, emotions, and ways to act which mankind lives by. Everywhere we go outside our own land border one would face a new culture that somehow differs in a way from the one used to, regardless if it concerns a neighboring...
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...the income is very low, and they have high payment system. However, the Uganda government is very corrupt for those foreign companies. 2. How would you describe the respective attitudes of Martin and Green: ethnocentric, polycentric, or geocentric? What factors do you suspect of having influenced their respective attitudes? Answer: The Charles Martin’s attitude is geocentric. His basic idea is about handing the operations the knowledge that organization culture with home and host country needs. That is the preferred approach for doing business with other culture because they increase the innovation and decrease the failures. For James Green’s point ethnocentric. He cares about the important culture factors because they confirmed the cause and effect for the relationships in the home country. Also, James Green knows the environmental differences and focus on achieving country than other foreign and global goal. 3. Who was right, Green or Martin, about Martin's more controversial actions in facilitating the project? How might things...
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...CHARLES MARTIN IN UGANDA Purpose How operations differ from country to country due to different laws and regulations internationally. Discussion Internationally other countries have different laws. In this article they discuss how using different ways to approach a company internationally works, by comparing Charles Marin and James Green. Martin had a taste of the Ugandan culture because he went to African after he graduated college for the Peace Corps where as James Green did not have a taste of the African culture and had more of a US based culture and was not open to both as much as Martin was. Question 1: Describe Ugandan cultural attributes that might affect the operations of a foreign company doing business there. Comment: For the most part business in Uganda would be very different. They have a much different working style then here in the United States. Uganda has a few cultural attributes that might affect operations of a foreign company operating in Uganda. Starting off language gets in the way because Uganda is a country that has various types of religions and languages. As indicated in the article on page two “English is the official language, but many people speak only an indigenous language—mainly Bantu or Nilotic languages.” This may result in miscommunication because the company may not be able to interconnect with the citizens of the area. Also religion results in numerous types of controversies around the world and Uganda has many different religions...
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...Ellen Moore: Living And Working In Korea A female American consultant Ellen Moore has to face different problems working in Korea as a project manager. The Korean project Ellen is managing is month behind schedule. The tensions have arisen between her and her Korean co-manager, and the Korean project director Mr.Song is blaming Ellen for the problems. There obviously are differences between American and Korean culture. Some of the differences in relation to the Hofstede’s Framework: The Index of Power Distance is much higher in Korea (60; hierarchical society) than in America (40). Korea is considered as collectivistic society (Index of individualism = 18) contrary to very individualistic society – USA (91). The Masculinity Index of Korea is 39 which indicates that the culture is feminine; In USA the Masculinity Index is 62. 1. Why has the project run into problems? There are several causes that have led the project to problems. And these are not only cultural differences. Firstly, I would like to mention the management aspect. There were some contradictions of the information given to both co-leaders regarding who is leading the team. It seems that the power of authority is not clearly defined which led to misunderstanding which role each person should play. It resulted in overlapping power. Jack had more commanding power over subordinates than Ellen, but it anyway inevitably created confusion between the subordinates. As it was mentioned, there are great cultural...
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...Chapter 4 was filled with many insights into “Managing across Cultures.” However, the three most important things that I learned about leadership and cross-cultural management from GLOBE Project and the Hofstede research were: 1) A better understanding of how cultures vary thanks to the nine GLOBE dimensions. The nine basic cultural dimensions are translated into questionnaires and administered to thousands of managers. On a regular basis, results are published regarding the nine GLOBE dimensions. The results can reveal cultural patterns or fingerprints for individual nations. A look at these results can help other cultures better understand cross-cultural similarities and differences. It can also give you a strategic competitive advantage or save a life in hazardous occupations. 2) Which leadership attributes were universally liked or disliked. Phase 2 of the GLOBE project set out to discover which, if any, leadership attributes were universally liked or disliked by managers. Their survey included 17,000 middle managers from across 62 countries. Trainers and present and future global managers should find the results as having important implications in their career. From the survey, it was found that “visionary and inspirational charismatic leaders who are good team builders” were preferred over “self-centered leaders seen as loners or face-savers.” It is still advised that a contingency approach to leadership be used by local and foreign managers after the use...
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...Voices: The Nauck Community Heritage project Summary: The Nauck Community Heritage project video clip discusses the history of the Nauck community. This ethnographic research (the study of a single culture) was gathered through participant observation (research/ field work done on site), using informal interviews (unstructured open ended conversations in everyday life), qualitative data (non statistical information such as personal stories and customary beliefs and practices), and information gathered from key consultants (members of the society being studied who provide information to help researchers get the meaning of what they are observing). The key consultants are people who were either born in the Nauck community area or lived in the community for an extended period. The majority of the people interviewed were born in the 1930s and 40s; right around the time when the community was established. The video discusses the history of how the Nauck community was created. During WWII the people living in the Arlington area where displaced in order to provide an area for the Pentagon and Arlington Cemetery to be built. They were relocated to the Dunbar area, originally in trailers, and later had the Dunbar apartments built in the Nauck Green Valley neighborhood. The Dunbar apartments have recently been demolished to provide room for the area’s expanding urbanization projects. Some of the people interviewed lamented about their loss of culture as a result of this urbanization which...
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...ANT 3212: Peoples and Cultures of the World Spring 2013 www.anthrocervone.org/peoplesandcultures Instructor: Dr. Sarah Cervone Telephone: (904) 620-1000 Email: s.cervone.157873@unf.edu Course Description: This online course introduces students to the anthropological concept of culture and the sociohistorical circumstances that contribute to human diversity worldwide. It focuses on the defining dimensions of culture as well as the mechanisms of cultural change. Goals: At the conclusion of the semester, students shall be able to; • Understand how human diversity and cultural phenomena are shaped by specific socio-historical circumstances, • Recognize how structural forces shape the human experience in diverse and dynamic ways, • Identify how individuals and groups exert agency and initiate change locally and globally, • Critically examine how socially constructed ideas (such as gender, race, nationality, etc.) generate real effects on human realities, • Appreciate the broader contributions of anthropological research, • Understand how anthropological theories and methods can be applied across multiple disciplines and professions. Class Design: The course is comprised of six modules that consist of five pages; an introductory overview and four topical segments. The modules will be available during the times specified in the syllabus, and each will culminate with a quiz or an exam. Students will be evaluated via participation in online discussions at...
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...Ke Kaulike He Ha’awina Kīwila Lesson #1: Layers of Culture LESSON PURPOSE Understanding culture and the various layers or groupings that can describe this concept may help students discover how each and every one of them, with their individual and diverse home cultures, impact where we live. Especially important is for students to know the strengths, beauty, and gifts of the indigenous people of Hawai‘i, appreciating all that Hawaiian culture has to offer. The traditional historical concept of the ahupua‘a (traditional native Hawaiian land division stretching from the high mountain watershed downward to the shoreline and out to the deep sea beyond the reef) provided not only a philosophical basis for managing and sustaining Hawai‘i in the days of old, but remains relevant in our present and future with regard to preserving and sustaining resources for survival. Students need to understand their relationship and responsibilities congruent with shifting patterns, policies and practices that will influence how local culture continues to develop into the future. Facilitating civic dialogue is crucial to nurturing students’ realization and understanding that they have a voice that can impact change, and that it does matter whether or not they use it. As students explore the myriad of issues impacting both our local and global communities, they have the opportunity to identify areas of personal interest and importance. This personal connection can empower and influence...
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...REPORT Ivana Kardum PART 1 New strategy-ICA It was essential to define the main features of our interest in the master which represents specialisation of individual capabilities and acquisition and development of new strategies to be implemented in any initiative related to creation of added value to a specific territory. This Master was designed in order to create a network of Euro Mediterranean cooperation represented by experts of different nationalities and entrepreneurial, scientific, cultural and artistic specialization. Moreover it was essential to develop strategies of evaluation and promotion of systems of production whose high quality derives from cooperation and integration of processes between systems of enterprise, culture and art, artistic world and local community, competences and traditions and values represented in the territory by cultural, historical and ambient heritage. At the very beginning of the master we were introduced with the theme of industrial districts and their importance. But we went further because we wanted to create cultural interventions for greater social, cultural and artistic satisfaction. In this sense Sansepolcro represents a natural ambient for such interventions being the part of the southern Tuscany which has rich cultural heritage but not completely evaluated and promoted. The provinces of Siena, Arezzo and Grosseto represent the territory of such interventions. Systems of interaction in a specific region are of vital importance...
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