...Filipino Management Style Philippines: Management style tends towards the paternalistic as is often found in strongly hierarchical cultures. However, managers need to be aware of certain strong Filipino characteristics, which underpin personal relationships within the country. Firstly, people are extremely careful to ensure that others do not suffer embarrassment or any sense of shame (hiya) as a result of their own actions or their inability to meet the expectations of others. It is considered to be very bad behaviour to criticise another in public, as this is the greatest insult that can be given. To be openly criticised in public results in a loss of self-esteem and personal dignity. Any attack on an individual's self-esteem may have to be revenged. Therefore, managers are keen to treat subordinates with respect whilst, at the same time, maintaining the dignity of the position of boss. Instructions will be given clearly and precisely and subordinates will be expected to follow those instructions with little or no discussion. Secondly, relationship bonds run deep in Filipino culture and the manager expects loyalty. In return for this loyalty the boss will look after the interests of those subordinates. It is very much a reciprocal arrangement. __________________________________________________________________________ 5 Types of management Filipino Styles Managers are the one who supervise the store or company. How your Managers Supervise or how they manage...
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...Filipino Management Styles Management style tends towards the paternalistic as is often found in strongly hierarchical cultures. However, managers need to be aware of certain strong Filipino characteristics, which underpin personal relationships within the country. Firstly, people are extremely careful to ensure that others do not suffer embarrassment or any sense of shame (hiya) as a result of their own actions or their inability to meet the expectations of others. It is considered to be very bad behavior to criticize another in public, as this is the greatest insult that can be given. To be openly criticized in public results in a loss of self-esteem and personal dignity. Any attack on an individual's self-esteem may have to be revenged. Therefore, managers are keen to treat subordinates with respect whilst, at the same time, maintaining the dignity of the position of boss. Instructions will be given clearly and precisely and subordinates will be expected to follow those instructions with little or no discussion. Secondly, relationship bonds run deep in Filipino culture and the manager expects loyalty. In return for this loyalty the boss will look after the interests of those subordinates. It is very much a reciprocal arrangement. ACCORDING TO THE ARTICLE, THERE ARE DIFERENT APPROACHES AS TO HOW THE MANAGEMENT IN THE PHILIPPINES IS BEING DONE. Weaknesses of Pinoy Workers: 1. Walang bilib sa sarili (No confidence in oneself) 2. Dikdik sa Colonial Mentality...
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...net/kamleshn/values-organizational-culture file:///C:/Users/IMCC/Downloads/486.pdf https://www.google.com.ph/url?sa=t&rct=j&q=&esrc=s&source=web&cd=10&cad=rja&uact=8&sqi=2&ved=0CF8QFjAJ&url=http%3A%2F%2Forganizations.haifa.ac.il%2Fhtml%2Fhtml_eng%2FDolan.pdf&ei=rjPTU7GNM9L9oATmmoKIBg&usg=AFQjCNGcc2oyLA2pMfnItnff7ILjyLy9Rg&bvm=bv.71778758,d.cGU FILIPINO MANAGEMENT STYLES In: Philosophy and Psychology FILIPINO MANAGEMENT STYLES Management style tends towards the paternalistic as is often found in strongly hierarchical cultures. However, managers need to be aware of certain strong Filipino characteristics, which underpin personal relationships within the country. Firstly, people are extremely careful to ensure that others do not suffer embarrassment or any sense of shame (hiya) as a result of their own actions or their inability to meet the expectations of others. It is considered to be very bad behavior to criticize another in public, as this is the greatest insult that can be given. To be openly criticized in public results in a loss of self-esteem and personal dignity. Any attack on an individual's self-esteem may have to be revenged. Therefore, managers are keen to treat subordinates with respect whilst, at the same time, maintaining the dignity of the position of boss. Instructions will be given clearly and precisely and subordinates will be expected to follow those instructions with little or no discussion. Secondly, relationship bonds run deep in Filipino culture and the manager expects...
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...Management style tends towards the paternalistic as is often found in strongly hierarchical cultures. However, managers need to be aware of certain strong Filipino characteristics, which underpin personal relationships within the country. Firstly, people are extremely careful to ensure that others do not suffer embarrassment or any sense of shame (hiya) as a result of their own actions or their inability to meet the expectations of others. It is considered to be very bad behavior to criticize another in public, as this is the greatest insult that can be given. To be openly criticized in public results in a loss of self-esteem and personal dignity. Any attack on an individual's self-esteem may have to be revenged. Therefore, managers are keen to treat subordinates with respect whilst, at the same time, maintaining the dignity of the position of boss. Instructions will be given clearly and precisely and subordinates will be expected to follow those instructions with little or no discussion. Secondly, relationship bonds run deep in Filipino culture and the manager expects loyalty. In return for this loyalty the boss will look after the interests of those subordinates. It is very much a reciprocal arrangement. ACCORDING TO THE ARTICLE, THERE ARE DIFERENT APPROACHES AS TO HOW THE MANAGEMENT IN THE PHILIPPINES IS BEING DONE. Weaknesses of Pinoy Workers: 1. Walang bilib sa sarili (No confidence in oneself) 2. Dikdik sa Colonial Mentality (Indoctrinated with Colonial...
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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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...I.B.M. The Global Business Environment Management in Focus: A Small Company, A Global Approach Regional Trading Blocks Comparative Management in Focus: Opening Economy Revitalizes India Information Technology The Globalization of Human Capital The Global Manager’s Role The Political and Economic Environment The Legal Environment The Technological Environment Chapter Discussion Questions Application Exercises Experiential Exercise End-of-Chapter Case Study: Under Pressure, Dubai Company Drops Port Deal Additional Cases: India: The Employment Black Hole? Mecca Cola Student Stimulation Questions and Exercises Opening Profile: India Becoming a Crucial Cog in Machine at I.B.M. The opening profile reports on the growing importance of India as a source of low-cost services in the IT market. The Indian labor market is attractive not only due to its low wages, but also because of the scientific and managerial talent found in the country. IBM’s Indian facility in Bangalore is now the company’s second largest worldwide operation. While IBM has laid off thousands of workers in the United States, its Indian operation has greatly increased employment. Some of IBM’s competitors have also begun to move their operations to India. The opening profile raises the question of the strategic importance of India to IBM and other companies. Country Information: India. Interesting information on Indian business and culture can be seen at: http://www.stylusinc.com/business/india/business_india...
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...12:06 Page 1 WOMEN, GENDER AND WORK People are not defined solely by their work, nor is it possible to ignore the effects of factors outside the workplace on a person's status at work. To seek equality at work without seeking equality in the larger society – and at home – is illusory.Thus an examination of the issues surrounding women, gender and work must be holistic. That means considering the role of productive work in life as a whole and the distribution of unpaid work as well as the myriad questions relating to employment. This important anthology brings together the thinking of leading philosophers, economists and lawyers on this complex subject. Selected recent articles from the multidisciplinary International Labour Review are assembled for the first time to illuminate questions such as how we should define equality, what equal opportunity means and what statistics tell us about differences between men and women at work, how the family confronts globalization and what is the role of law in achieving equality. There is an examination of policy – to deal with sexual harassment and wage inequality, for example, as well as part-time work, the glass ceiling, social security, and much more. A major reference on the best of current research and analysis on gender roles and work. Martha Fetherolf Loutfi has been Editor-in-Chief of the International Labour Review, a Senior Economist for the Brandt Commission and in the ILO’s Employment and Development...
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... This collection of contemporary international public relations case studies is an invaluable resource for teachers, researchers and students working in public relations, corporate communications and public affairs, as well as offering practitioners an indepth understanding of the effective use of public relations in a range of organizational contexts. Including cases from the UK, Norway, Sweden, Spain, South Africa, Canada and the USA, with a focus on such global corporations as Shell, BBC America, Worldcom, PriceWaterhouseCoopers and Marks & Spencer, it offers important insights into the development of public relations and communications strategies. These include: • • • • • • • • Corporate identity change and management Global reputation management Crisis management in the oil, shipping and tourism industries Developing strategic alliances between voluntary and private sector organizations Public relations support for international branding and market entry The importance of internal communications during international mergers The integration of public relations and marketing communications Business-to-business communication The cases examined in this book demonstrate the breadth of contemporary public relations practice and the increasing importance of the public relations function in both public and private sector organizations worldwide. Danny Moss is Co-Director of the Centre for Corporate and Public Affairs at the Manchester Metropolitan University, and Course Leader...
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...islamic leviathan religion and global politics John L. Esposito, Series Editor University Professor and Director Center for Muslim-Christian Understanding Georgetown University islamic leviathan Islam and the Making of State Power Seyyed Vali Reza Nasr Islamic Leviathan Islam and the Making of State Power Ú seyyed vali reza nasr 1 2001 3 Oxford Athens Chennai Kolkata Nairobi New York Auckland Bangkok Bogotá Buenos Aires Cape Town Dar es Salaam Delhi Florence Hong Kong Istanbul Karachi Kuala Lumpur Madrid Melbourne Mexico City Mumbai Paris São Paul Shanghai Singapore Taipei Tokyo Toronto Warsaw and associated comapnies in Berlin Ibadan Copyright © 2001 by Seyyed Vali Reza Nasr Published by Oxford University Press, Inc., 198 Madison Avenue, New York, New York 10016 Oxford is a registered trademark of Oxford University Press 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 the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Nasr, Seyyed Vali Reza, 1960 – Islamic leviathan : Islam and the making of state power / Seyyed Vali Reza Nasr. p. cm.—(Religion and global politics) Includes bibliographical references and index. ISBN 0-19-514426-0 1. Malaysia—Politics and government. 2. Islam and politics—Malaysia. 3. Pakistan—Politics and government—1988...
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