...Indigenous Cultures of Indonesia Today Erlangga Rajendra Geography 1500 Dr. Moshe Rapaport Indigenous Cultures of Indonesia Today The Republic of Indonesia is the world's fourth most populous nation, with a population of 203 million people living on around a thousand permanently occupied islands. The population is constituted by some 200-300 ethnic groups each speaking their own language and dialects. The Indonesian national culture is multicultural and is anchored on the older societies and interethnic relations. The national culture was developed by those who fought the Dutch colonialists in the 21st century. During this period, there were cultural stresses that the colonialists like the Dutch, the Portuguese and others brought to the indigenous people. The national culture is built having its, historical roots, institutions, values, beliefs and customs that were shared by many of the indigenous people. It is still being improved in the 21st century making it undergo certain stresses. This paper seeks to analyze to what extent corporate interest can be held responsible for the disappearance of native cultures (Countries and Their Cultures , 2012). The extent to which corporate interest can be held responsible is a dilemma that needs to assess the risks and benefits to a community. The basic principle of universality, equality and non-discrimination entitles the indigenous people to full range of rights that constitute the international law. Office of the High Commissioner...
Words: 999 - Pages: 4
...MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the 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...
Words: 7716 - Pages: 31
...MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the 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...
Words: 7716 - Pages: 31
...outcomes, HR issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions have been the major reason for these failures. The human resource issues in the mergers and acquisitions (M&A) can be classified in two phases the pre-merger phase and the post merger phase. Literature provides ample evidence of difference in between the human resource activities in the two stages: the pre-acquisition and post acquisition period. Due diligence is important in the first phase while integration issues take the front seat in the later. The pre acquisition period involves an assessment of the cultural and organizational differences, which will include the organizational cultures, role of leaders in the organization, life cycle of the organization, and the management styles. The mergers often prove to be traumatic for the employees of acquired firms; the impact can range from anger to depression. The usual impact is high turnover, decrease in the morale, motivation, productivity leading to merger failure. The other issues in the M&A activity are the changes in the HR policies, downsizing, layoffs, survivor syndromes, stress on the workers, information system issues...
Words: 3465 - Pages: 14
...outcomes, HR issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions have been the major reason for these failures. The human resource issues in the mergers and acquisitions (M&A) can be classified in two phases the pre-merger phase and the post merger phase. Literature provides ample evidence of difference in between the human resource activities in the two stages: the pre-acquisition and post acquisition period. Due diligence is important in the first phase while integration issues take the front seat in the later. The pre acquisition period involves an assessment of the cultural and organizational differences, which will include the organizational cultures, role of leaders in the organization, life cycle of the organization, and the management styles. The mergers often prove to be traumatic for the employees of acquired firms; the impact can range from anger to depression. The usual impact is high turnover, decrease in the morale, motivation, productivity leading to merger failure. The other issues in the M&A activity are the changes in the HR policies, downsizing, layoffs, survivor syndromes, stress on the workers, information system issues...
Words: 3465 - Pages: 14
...Newell Co: Corporate strategy (for general discussion in class) 1. Is Newell’s corporate strategy successful? Does the company add value to the businesses within its portfolio? 2. What are Newell’s distinctive resources and competencies? 3. What challenges does Newell face in the late 1990s? 4. Given this context, does the Calphalon acquisition make sense? Rubbermaid acquisition? Why (or why not)? Antitrust regulation in a global setting: The EU investigation of GE/Honeywell merger (for general discussion in class) 1. What markets are affected by the proposed GE/Honeywell merger? Who are the main competitors in these markets and how are these markets related to each other? 2. What would the combined market share of GE and Honeywell be in each of the markets you identified in Q1? How would these estimates change depending on how broad or narrowly you define these markets? 3. Which of these markets are likely to raise antitrust concerns for the EU? Why? 4. What possible remedies might Monti require from GE or Honeywell to allay these concerns? Would the merger still make sense after agreeing to these remedies? 5. How should (have) Jack Welch argue(d) / negotiate(d) the case for the merger? GE’s acquisition of Amersham PLC 1. Why and how does Amersham fit in with...
Words: 1027 - Pages: 5
...management, immediate superior, peers, subordinates, self and customers is called 360 Degree Appraisal. Here, the performance of the employee or manager is evaluated by six parties, including himself. So, he gets a feedback of his performance from everyone around him. This method is very reliable because evaluation is done by many different parties. These parties are in the best position to evaluate the employee or manager because they are continuously interacting and working with him. This method is mostly used to evaluate the performance of the employees. However, it is also used to evaluate other qualities such as talents, behaviour, values, ethical standards, tempers, loyalty, etc. 360 degree appraisal was first developed by General Electric (GE), USA in 1992. Today it is used by all major organisations. In India, it is used by Crompton Greaves, Wipro, Infosys, Reliance Industries, etc. Six Parties In 360 Degree Appraisal The six parties involved in 360 degree appraisal are :- 1. Top Management The top management normally evaluates the middle level managers. However, in a small organisation, they also evaluate the performance of the lower level managers and senior employees. 2. Immediate Superior The immediate superior is in a very good position to evaluate the performance of his subordinates. This is because they have direct and accurate information about the work performance of their subordinates. 3. Peers / Co-workers Peer or colleagues also evaluate each...
Words: 2631 - Pages: 11
...The Impact Erectile Dysfunction has on Women’s Sexual Life: Marie Chevret, Eric Jaudinot, Kate Sullivan, Alexia Marrel, and Anne S. De Gendre Lyon, France Women frequently encounter sexual partners who are suffering with erectile dysfunction. This is a sexual dysfunction suffered by men that is characterized by the inability to develop an erection while engaging in sexual activities. Impact of Erectile Dysfunction (ED) on Sexual Life of Female Partners: Assessment with the Index of Sexual Life (ISL) Questionnaire, is a research article done by (*WHO? LIST THE RESEARCHERS) researchers at Lyon (*LYON WHAT? Lyon University? Lyon Research Center?) in France who set out to measure the impact erectile dysfunction has on women’s sexual satisfaction. According to Chevret et al. (2004), “It has been estimated that 1 in 10 men worldwide have ED and that it is the most common chronic medical disorder in men older than 40 years. ED has been shown to negatively impact self-esteem, quality of life, and satisfaction, and to increase depression and mental disease” (p. 157). Not only does this ailment affect men, but it also plays a beneficial role in how their sexual partners feel. Chevret et al. hypothesizes that erectile dysfunction has a negative impact on female sexual satisfaction and feminine sexual drives. The hypothesis was created because men who cannot get an erection will not be able to participate in sexual intercourse; therefore, also unable be satisfy their woman. This...
Words: 971 - Pages: 4
...MODULE 1: Introduction to S&L 3 Benefits of studying S&L, challenges and criticism, CPA thinking 5-6 Emergence of strategy (Ownership, globalisation, structure) 6-7 Leadership and its role, leadership vs. management, role of the accountant is S&L 8-9 Accountant’s role, financial aspects of value creation 10-12 Drivers of globalisation (competitive, techno, social, political forces) 12-15 Challenges of globalisation (Competition, distribution, macroeconomic, socioeconomic, financial, legal, physical, political, sociocultural, labour, risk) 15-16 Benefits of globalisation (cost, timing, learning, arbitrage), value of localisation 17-20 Approaches to strategy (rational vs.processual) and assumptions 21-22 Evolutionary, systemic and fuzzy approaches, implications 22-25 Strategy process, mission & vision, external & internal env. 25-27 Strategic thinking, strategic planning (3 Q’s and 3 issues), criticism, value of both 27-30 Strategic stretch and fit, strategy equation (Bendigo bank) 30-32 Levels of strategy (corporate, business, functional) 32-34 Strategic leadership, approaches to leadership (traits, behavioural, situational, transformational & transactional) 34-36 Importance of leadership (Q. 1.7) 36-39 Leadership and Ethics (questions, classical and socioeconomic views of ethics) 39-40 CSR, strategy, leadership and ethics MODULE 2: The external environment 4-5 Definition, reasons of difficulty in analysis, analysing an industry 6-13 Sources of data for analysis...
Words: 1366 - Pages: 6
...The CIPD Profession Map Our Professional Standards Contents Introduction 2 The CIPD Profession Map 4–7 The design principles and architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession ...
Words: 30185 - Pages: 121
...The CIPD Profession Map Our Professional Standards The CIPD Profession Map Our Professional Standards Contents Introduction The CIPD Profession Map The design principles and architecture of the Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research...
Words: 30486 - Pages: 122
...Business and Sustainability Write an essay on the following topic: Based on your personal definition of sustainability, how committed are organisations to sustainability practices? What changes in corporate strategy and policy are necessary in the journey to sustainable business? Illustrate your answer with examples. Introduction Conducting business in the global economy, enterprises are under more communities’ scrutiny on their operations (Dey & Sircar, 2012). Moreover, sustainability is considered as the focal point of enterprises in creating shareholder value, performing management practices (Epstein, 2008), instrumental to survival in an increased competitive environment (Eweje, 2011), and achieving competitive advantages (Galbreath, 2011). As a result, this issue draws much attention from a broad base of stakeholders, comprising of customers, communities, employees, governments, and shareholders (Hess & Warren, 2008; Eweje, 2011). However, how to employ sustainability has remained a challenge for business leaders (Epstein & Buhovac, 2010). Accordingly, sustainability is commonly executed “more coincidentally than with a clear strategy” (Baumgartner & Ebner, 2010, p. 77). To obtain a deeper understanding of the topic, this essay begins with exploring the definition of sustainability. Followed by which is the investigation of how committed organisations are. Thereafter, the way to incorporate sustainability in companies is examined. Finally...
Words: 2850 - Pages: 12
...launched throughout the |All criteria to be met by January 15th 2016 | | |semester to meet needs of individual teaching| | | |groups | | | | | | |Assignment title |Effective Communication in Health & Social Care | |In this assessment you will have opportunities to provide evidence against the following...
Words: 1470 - Pages: 6
...CONTENT Abstract 2 Introduction 2 Mechanistic Role Formalization & Functional Specialization Increases Performance 3 Excess control often stifles innovation. 4 Employee motivation: The crisis of bureaucratic control 5 Summary 8 Reference 10 Abstract In this paper I will critically evaluate the statement “Organizations seek to control” from both mechanistic and culture perspective, using my own placement experience in Great Eastern Life Assurance (Singapore) as an example to examine the extent of compatibility and conflict between these two perspectives in the sense of control. Introduction Control is a set of activities to determine an actual state of affairs, compare it to appropriate models, and then formulate conclusions which should contribute to assure efficient and effective functioning of an organization. A mechanistic view of organizations assumes that organizations operate in a consistent machine-like manner. Control in mechanisms perspective, primarily aimed at detecting irregularities. A culture view of organizations treats organizations as mini societies which have a system of strongly-held shared value among members. Control by corporate culture views people as emotional, symbol-loving, and needing to...
Words: 2207 - Pages: 9
... UNDERNEATH IT ALL When all is said and done, differentiation is just resource allocation, A company has only so which is what good leaders do and, much money and in fact, is one of the chief jobs they managerial time. are paid to do. A company has only Winning leaders invest so much money and managerial time. Winning leaders invest where where the payback is the the payback is the highest. They cut highest. They cut their their losses everywhere else. losses everywhere else. If that sounds Darwinian, let me add that I am convinced that along with being the most efficient and most effective way to run your company, differentiation also happens to be the fairest and the kindest. Ultimately, it makes winners out of everyone. When I was at GE, people discussed differentiation...
Words: 4440 - Pages: 18
