...no high mountains in Finland, so climbing is somewhat limited. The highest mountain is Halti near Enontekiö. It rises 1328 metres above sea level. However, Lapland tourism is a category of its own. Finland is famous for its many lakes, nearly 200,000 of them Jyväskylä is the biggest city on the Finnish Lakeland with other major cities being Mikkeli, Lahti, Joensuu, Lappeenranta, Kuopio and Savonlinna. Finland is also known to have excellent water quality, and green deep woods and forests around the sea, rivers, and the waterways. In wintertime Finland provides opportunities for cross-country skiing and alpine skiing. Many of the popular ski resorts are situated north of the Arctic Circle in Lapland, but there are exceptions like Kuusamo in the northeastern part of Oulu Province and Himos in Jämsä, only 200 km North from Helsinki. If you want to see Santa Claus he is known to live on Korvatunturi in Finland. In the town of Rovaniemi there is the Santa Claus Village for tourists to visit. Finnish cuisine is notable for generally combining traditional country fare and haute cuisine with contemporary continental style cooking. Fish and meat play a prominent role in traditional Finnish dishes from the western part of the country, while the dishes from the eastern part have traditionally included various vegetables and mushrooms. Refugees from Karelia contributed to foods in eastern Finland Leipäjuusto, alternate name juustoleipä – a fresh cow's milk cheese Viili – a yogurt-like fermented...
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...TU-53.1360 Cross-Cultural Management Assignment 1.12 Mister Y Mister X Mister Z Mister W Mister Q Table of Contents 1. Introduction................................................................................................................................... 1 2. Group Members and Dynamics of Team............................................................................... 2 2.1. Mister Y ...................................................................................................................................................... 2 2.2. Mister X ...................................................................................................................................................... 2 2.3. Mister Z ...................................................................................................................................................... 2 2.4. Mister W ..................................................................................................................................................... 3 2.5. Mister Q ...................................................................................................................................................... 3 2.6. Dynamics of the team .................................................................................................................
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...Master Thesis Spring Semester 2007 Supervisor: Per Nilsson Authors: Sabine Helou Timo Viitala 830508-T062 790922-T017 How Culture and Motivation Interacts? - A Cross-Cultural Study ~ Acknowledgements ~ ACKNOWLEDGEMENTS We would like to thank the respondents of Sasken Finland Oy and SYSteam for their participation in our study. Without their involvement this thesis would have never seen the light of day. In addition, we thank our supervisor Per Nilsson for his guidance and advices and Anders Söderholm for his helpful suggestions. Last but not least, we would like to express our gratitude to John Matthews, Jakub Mulac, and Robin Katoen for their supportive contributions and our friends and family for their support and encouragement. Sincerely, Sabine Helou & Timo Viitala Umeå, May 25, 2007 i ~ Summary ~ SUMMARY Motivating employees is essential for any organization aspiring to succeed. However, the process of motivating is not a straightforward one due to the diversity of individual’s needs. The task has been made even more difficult by the fact that personalized needs have altered in recent years. For instance, in many circumstances financial compensation is not considered as the main motivational factor of employees. Due to its innovative and youthful nature, the Information Technology (IT) industry has been considered to be at the forefront of dealing with organizational issues, such as how to motivate employees. Organizations that lie within this industry...
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...research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture differences. In this chapter we review the literature on cultural integration in cross-border M&A and provide a framework designed to help manage the integration process throughout the M&A lifecycle. This framework presents culture assessment and integration as a crucial component to reducing poor culture-fit as a barrier to M&A success. Mergers and acquisitions (M&A) have become a central part of most corporate growth strategies, and an increasing portion of that M&A activity now spans national borders. Indeed, beyond a certain scale, one might say that all M&A is now cross-border M&A. For example, even a merger Advances in Global Leadership, Volume 6, 95–115 Copyright r 2011 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 1535-1203/doi:10.1108/S1535-1203(2011)0000006008 95 96 DANIEL R. DENISON ET AL. between two large American corporations such as HP and EDS requires an integration plan that affects operations in many countries. Furthermore, the success of the merger depends not only on the integration of operations at the center where the national culture is presumably the same, but also on the...
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...literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture differences. In this chapter we review the literature on cultural integration in cross-border M&A and provide a framework designed to help manage the integration process throughout the M&A lifecycle. This framework presents culture assessment and integration as a crucial component to reducing poor culture-fit as a barrier to M&A success. Mergers and acquisitions (M&A) have become a central part of most corporate growth strategies, and an increasing portion of that M&A activity now spans national borders. Indeed, beyond a certain scale, one might say that all M&A is now cross-border M&A. For example, even a merger Advances in Global Leadership, Volume 6, 95–115 Copyright r 2011 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 1535-1203/doi:10.1108/S1535-1203(2011)0000006008 95 96 DANIEL R. DENISON ET AL. between two large American corporations such as HP and EDS requires an integration plan that affects operations in many countries. Furthermore, the success of the merger depends not only on the integration of operations at the center where the national culture is presumably the same, but also on...
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...Across Border Assignment Culture The word culture is not a foreign word to people in this world as wherever they are and whatever they do, they will always find culture in their house, their surroundings and maybe around the world. But really, what is culture? According to Moran, Harrin and Moran in Managing Culture Differences (2011, pg. 10), culture is a distinctly human means of adapting to circumstances and transmitting this surviving skill and knowledge to the following generations. It gives people a sense of who they are, of belonging, of how they should behave and of what they should be doing. Culture also impacts behavior, morale and productivity at work and includes standards and patterns that influence the attitudes and actions of a company. Culture is stated to be changing but very slow in motion. Based on the definition above, culture can be pointed as the ultimate source of human conflict as there are many cultures which are adapted in this world and these different cultures resulted to different types of politics, economics, ideologies, arts, beliefs an etc. If people, businesses and countries have the same culture, they will get along and come together. However, if they have different culture, they will not manage well together and possibly have a conflict as they all think that they are standing on what is right and the other parties are wrong. As a global person who works across border, one should understand the different cultures in this world and must...
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...Cultural Divergence or Convergence: What is Better for the Individual, the Group, and the Organisation? Evelyne Glaser Johannes Kepler University Linz, Austria The article applies the balance theory to the ideal composition of multicultural teams and concludes that a moderate level of cultural divergence will achieve best results. Cultural diversity enhances creativity and leads to a new form of consciousness provided that the group undergoes a well-monitored team-building process and that authentic communication takes place between the team members. Key words: cultural diversity, multicultural teams, team performance Possible Effects of Workforce Diversity on Organisational and Group Performance The topic of workforce diversity has been widely treated in management literature over the past fifteen to twenty years. The focus has been mainly on the question how organisations can benefit most from it. Researchers such as Cox1, Taylor2, and Richard3 have argued that workforce diversity, when properly handled, can improve firm performance, raise organisational efficiency and effectiveness, add value, and contribute to competitive advantage. Others, like Kilduff et al.4, Abramson et al.5, and Chikudate6 have looked at the extent to which cognitive diversity affects the group and/or the company. Some attempts have been made by Tsui et al.,7 and Mamman,8 to look at diversity from the employees perspective. Yet the issue of diversity reflects a systemic problem: On the one...
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...“English as a global language, and the concepts of Self and Other” Research compiled for The Paper Store Enterprises Inc By Jani Liggins, October 2011 For More Information On How To Use This Report Correctly, Please Visit www.paperwriters.com/aftersale.htm There are two ways in which the concept of English as an international language might be approached, with reference to the need for efficient global communication and the issue of Self and Other, in terms of both individual and national identity, which Edward Said addresses. On the one hand, one could reasonably assert that there is a necessity for a global language, and several valid justifications for that language being English. For example, with the advent of the new technology and global communication, it is evident that national barriers are being dissolved and there is a much greater degree of interaction between different countries, both on a personal and a corporate level. From this point of view, it is clear that the method of communication which is employed should be one that is familiar to all, even though this does not in itself mean that the individuals concerned would need to sacrifice their original methods of communication in order to participate in a global one. In many countries, the second language which is taught in schools is English: in addition, most Europeans already have English as a second language, and in both the Northern and Southern hemispheres...
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...Stella Ting-Toomey and the Face-negotiation theory Face-negotiation theory seeks to explain and understand the roots of conflict in terms of identity management on both individual and cultural level. Face can be defined as “the claimed sense of favorable social self-worth and/or projected other-worth in a public situation” (Ting-Toomey & Kurogi, 1998). Namely the public image of an individual, or group, that their society sees and evaluates is based on cultural norms and values. The concept of face has been used to explain linguistic politeness rituals, apology acts, embarrassment episodes, requesting behaviors, rapport-building, and conflict interactions (Ting-Toomey 2010). Born in Hong Kong, Stella Ting-Toomey (Ph.D., University of Washington) is a professor in the Department of Human Communication Studies, California State University at Fullerton. Being an author and scholar in the field of intercultural communication for over twenty years, Ting-Toomey is the leading researcher on “mindfulness” and “facework” in intercultural communication. The theory and its central issues such as face-saving, face-losing, and face-honoring “resonate with diverse ethnic groups and cultural groups on a global level,” as she says (Rinderle 2002). Currently, her research focuses on testing and fine-tuning the conflict face-negotiation theory and the cultural/ethnic identity negotiation theory. Back in the 1980s, the mainstream, Western-based interpersonal and workplace conflict research literature...
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...Chapter 12. & YOUTH INFORMATION and COMMUNICATION TECHNOLOGIES(ICT) The definitions and ideas applied to information and communication technologies and the modern media culture are examined in the beginning of this chapter. The characterizations of media culture are then explored from the perspective of young people, and the links between youth and ICT are investigated. The dominant cultural logic with regard to ICT is outlined, and different forms of the digital divide are presented. Some global aspects of ICT use among youth are reviewed, using both primary and secondary sources. New forms of youth socialization brought about by the emergence of ICT are examined, and the chapter concludes with a set of recommendations. INTRODUCTION Young people today live in a world characterized by dramatic cultural, economic, social and educational differences; individual circumstances depend largely on where a person is born and raised. More than 800 million adults (two-thirds of them women) still lack basic literacy skills; at the other end of the spectrum, the use of information and communication technologies (ICT) is skyrocketing. Notwithstanding the immense diversity in living environments, an unprecedented and unifying global media culture has developed that challenges and often surpasses such traditional forms of socialization as family and school. This complex cultural situation—in which young people are struggling to find direction in their lives or simply to survive, to improve...
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...passion, and talent to be one. And no potential leader, however naturally gifted he or she may be, can become fully realized without a tremendous amount of nurturing. Throughout childhood and adolescence, even the divinely reincarnated Dalai Lama had to undergo intense and lengthy preparation for his weighty role as the spiritual leader of Tibet. But the preparation does not stop at the onset of adulthood; in some ways, it is only just starting. Potential global leaders must continue their formal education by expanding their theoretical and technical knowledge in various arenas of higher learning, but they must also begin to live the reality of being a global leader through practical experience, particularly traveling, living and working in cultures and countries that are not familiar to them. 1 Are global leaders born? Or are they made? Is global leadership an innate competency? Or is it an acquired skill, learned and honed throughout a lifetime? On the “nature” side of the argument, there are strong beliefs in such factors as genetic predisposition and karmic predestiny. Some people are natural leaders; others are most definitely not. On the “nurturing” side of the argument, there are equally strong beliefs in the need for a caring and supportive family structure, a safe and healthy living environment,...
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...Abstract Raves have historically referred to grass-roots organized, anti-establishment and unlicensed all night dance parties, featuring electronically-produced dance music (EDM), such as techno, house, trance and drum and bass. Since their late 1980s origins in the U.K., raves have gained widespread popularity and transformed dramatically. Consequently, their many cultural traits and behaviors have garnered much sociological interest, which mostly falls into two competing perspectives: cultural studies and public health. In this paper, we review what raves look like today compared to their high point in the 1990s. We then discuss how the cultural studies and public health perspectives define raves and have studied them over time, focusing on the “pet” sociological concepts each has sought to advance. Our analysis of these literatures reveals important differences in rave research by country and over time. We end by discussing the politics associated with the shift in rave research. Introduction Society has been greatly influenced by many alternative scenes, subcultures, or lifestyles oriented around music, youth and young adults (Epstein 1998). Some of the more notable ones include the English punk scene in the 1970s- 1980s, the U.S. jazz (1930s-1940s) and hippie scenes (1970s), and the 1990s rave scenes in the U.K. and U.S. From them have come musical innovation, social identity, fashion and other aesthetic nuances, and mainstream and alternative cultural production...
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...2012 Veera Korjala CULTURAL DIVERSITY IN HOSPITALITY MANAGEMENT – How to improve cultural diversity workforce BACHELOR'S THESIS | ABSTRACT TURKU UNIVERSITY OF APPLIED SCIENCES Degree Programme In Hospitality Management | Hospitality Management 2012 | 64 Susanna Saari Veera Korjala CULTURAL DIVERSITY IN HOSPITALITY MANAGEMENT The bachelor´s thesis investigates cultural diversity in the hospitality management. It aims at presenting effective ways to improve cultural diversity in a workplace. This study was commissioned by JW Marriott San Antonio Hill Country Resort & Spa in Texas, USA and three hotels in Stillwater, Oklahoma, USA: Atherton Hotel, Hampton Inn & Suites and Residence Inn. The bachelor´s thesis incorporates culture theories and their applications to the workplace. Additionally, it focuses on cultural diversity dimensions in hospitality workplace, such as its benefits and challenges, its reflection in the work environment which have been related to the organization’s cultural diversity management. Eventually it provides solutions, such as a corporate strategic plan which focuses on the improvement of cultural diversity in the workplace by means of cultural diversity training. These best practices of cultural diversity are discussed in detail both in the literature review and in the study. The bachelor’s thesis has used two research methods, both qualitative and quantitative research approach. Qualitative research method was implemented by seven in-depth...
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...Cultural diversity in organizations A study on the view and management on cultural diversity Authors: Supervisor: Dhakshayene Holmgren Anneli Jonsson Maj- Britt Johansson- Lindfors Student Umeå School of Business and Economics Spring semester 2013 Master thesis, two-year, 15 hp ABSTRACT Cultural diversity is a subject that has been getting growing attention not just internationally but also in Sweden in the 21st century. The globalization of economies and the migration has dramatically increased opportunities while also affecting organizations in a manner that it requires it to be more open and accommodative towards a heterogeneous working environment. Unfortunately many companies do not see the advantages that cultural diversity could bring and how a well managed cultural diversity could essentially achieve competitive edge in the market. Therefore there is little is to be found regarding how organizations today view and manage a culturally diverse workforce, especially in a Swedish working environment. The lack of this type of research in a Swedish context creates a possible research gap and leads to this study in investigating the organizations in Västerbotten and their view and management of cultural diversity. Thus the research question: How do Swedish organizations view and manage cultural diversity? In order to gain insights in to this question, previous research has been investigated and some main theories have been selected. Through this it has been found...
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...Technology, Technion City, Haifa, Israel 32000; email: merez@ie.technion.ac.il 3 Department of Psychology, Koc University, Sariyer, Istanbul, Turkey 34450; email: zaycan@ku.edu.tr Annu. Rev. Psychol. 2007. 58:479–514 Key Words First published online as a Review in Advance on October 17, 2006 culture, management, organizations, work The Annual Review of Psychology is online at http://psych.annualreviews.org Abstract This article’s doi: 10.1146/annurev.psych.58.110405.085559 Copyright c 2007 by Annual Reviews. All rights reserved 0066-4308/07/0203-0479$20.00 This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges...
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