...etiquette plays an even more important role than we thought, it’s always worth studying. 1.3 Significance of the Study Dressing etiquette is likely a technique of business negotiation; it helps the process get smooth. 2 .Definitions and Principles You have heard this a million times: “You never get a second chance to make a first impression.” And you will keep hearing it because it is true. People size up each other within a few seconds. Based on external cues, including dress, people assess one another positively or negatively. We make a flash judgment of someone as trustworthy, capable, friendly, and intelligent or the opposite—and we deal with them based on those impressions. It stands to reason that first impressions can make a big difference in a business negotiation. If the other party perceives us as untrustworthy or shady, what kind of deal are we going to get? Dress can also affect the perception of power, and power can play a significant role in...
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...Employment-at-will Doctrine Whistleblower Strategy Yasser Benadada Strayer University Professor Holeman Table of Contents Employment at will Doctrine 2 Public-policy exception 2 Implied-contract exception 3 Covenant-of-good-faith and Tort based exceptions 3 Evaluation each of the eight (8) scenarios: 4 Recommend whistleblower policy 7 Fundamental Items to Whistleblower policy 8 References 10 Employment at will Doctrine According to Clarkson, Miller, Jentz & Cross (2004, p.235), employment at will is a common law doctrine under which either party may terminate an employment relationship at any time for any reason, unless a contract specifies otherwise. Today this common law doctrine is widely used and applies in every state except Montana. However, state and federal statutes that govern employment relationships prevent the doctrine from being applied under certain circumstances. As such, employees who are wrongfully discharged may bring legal action against their employer based on violations of employment contract or statutory law. These state and federal statutes collectively are known as the exceptions to the employment at will doctrine that the courts adopted because of the harsh effects on employees. Public-policy exception According to Sentell & Robbins (2008), under the public-policy exception to employment at will, an employee is wrongfully discharged when the termination is against an explicit, well-established public policy of...
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...negotiation 2.1. Concept of business culture 2.1.1. Study of culture and national culture 2.1.2. Effect of national culture on business culture 2.1.3. Essence of business culture study in negotiation Chapter3. Business culture in France and Indonesia 3.1. Hofstede’s dimensions of culture 3.1.1. French national culture according to Hofstede 3.1.2. Indonesian national culture according to Hofstede 3.2 Business culture in France 3.3. Business culture in Indonesia Chapter4. Conclusion and recomendation Appendix Reference 1 3 4 4 5 6 6 6 7 8 9 9 10 11 12 15 18 20 21 1 List of figures: 1. Figure 1 France and Indonesia’s Hofstede scores in graph 20 2 Executive Summary This report firstly examines how actually national culture indirectly affects business culture and negotiation result. The topic about culture is raised knowing that globalization comes as trend that forces business people all over the world to interact and work together in order to survive and compete. To negotiate with people from very contrast background is not similar with business dealing between executives from the same culture. Lack of cultural awareness can fail business people from achieving their aims. Culture is very sensitive matter; an insult to culture not only will ruin the deal but also the relationship. Narrowing down the topic, two countries are picked by the writers to be analyzed for their national and business cultures. The two are Indonesia and France. The reasoning of this...
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...The Study of Jespersen v. Harrah’s Mary Verhamme Abstract The decision in the case of Jespersen v Harrah’s might have shown that the claimant, Darlene Jespersen, was not illegal discriminated against because of her sex, it does show that organizations that want to succeed and be known as an employer of choice have to take diversity initiatives one step further then following employment law. Organizations have to employ strategies that support diversity by implementing a plan, communicating the plan, and follow thru and make changes to stay competitive in today’s marketplace. Introduction The plaintiff in the case, Darlene Jespersen worked for Harrah’s Operating Company at their location in Reno, Nevada for over twenty years in their Food and Beverage Department as a Bartender. Beginning in April 2000, Harrah’s launched a new program called their “Personal Best” employee appearance program in which employee’s were required to comply with the following policies as stated in Jespersen v Harrah’s (2006): Overall Guidelines (applied equally to male/female): * Appearance: Must maintain Personal Best image portrayed at time of hire. * Jewelry, if issued, must be worn. Otherwise, tasteful and simple jewelry is permitted; no large chokers, chains, or bracelets. * No faddish hairstyles or unnatural colors are permitted. Males: * Hair must not extend below top of shirt collar. Ponytails are prohibited. * Hands and fingernails must be clean and nails neatly...
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...BOB7024 Organizational Behavior & Design, Stephen P. Robbins & Timothy A. Judge, Organizational Behavior, 14th edition, 2011, Pearson Education Chapter 1 Case Incident 1: “Data Will Set You Free” Ford CEO Alan Mulally is known for starting meetings by saying “Data will set you free” and for trying to change Ford’s culture to one that is based on increased accountability, more information sharing, and hard metrics. “You can’t manage a secret,” he is also fond of saying. Although it’s not clear whether Mulally’s approach will work at Ford, which is known for its self-contained fiefdoms where little information is shared, some companies have found that managing people according to hard metrics has paid off. Consider Freescale Semiconductor, a computer chip manufacturer based in Austin, Texas. Freescale has discovered that in order to have the right people at the right time to do the right job, it needs an extensive and elaborate set of metrics to manage its 24,000 employees in 30 countries. Of particular concern to Freescale is retention. “There’s no greater cost than human capital, especially in the technology industry,” says Jignasha Patel, Freescale’s director of global talent sourcing and inclusion. “When you’ve got a tenured employee that decides to walk out the door, it’s not just one person leaving, it’s that person’s knowledge and network and skills.” To manage talent and prevent turnover, Freescale holds line managers accountable for recruiting, hiring, and...
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...business ethics and what should you expect if you are going to do business in Hawaii. This report shows that Hawaiian culture in its state nowadays is mixture of number of different cultures and heavily influenced by US. At the same time “Aloha spirit” makes Hawaiian culture something special. After analyzing information we found on Hawaii we concluded that the main difference from US is that Hawaiian culture is more of collectivism, and the whole society is based round the idea of “Ohana” which means family, even business use this concept. Building business there you have to know that relationships between company, it’s employees and customers are very close and not as formal as you can expect. Reflection of this can be found in dress-code which is very loose. Another point that emphasizes fact of “Ohana” concept in business is that during our researches it was hard to find examples of bad ethics. Another important thing to remember about Hawaii business ethics is that even though they are very openhearted and welcoming to any other cultures, they give a great value to their own culture and always trying to protect all their traditions. Despite the fact that Hawaii is one of the most distant and mysterious islands in terms of business ethics, in this report we tried to gather all possible information about most significant differences in Hawaiian business culture. Table of content Introduction 3 I. General overview of Hawaii 4 I.1 General Presentation 4 ...
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...Table of Content 1.0 Executive Summary 2.0 Introduction 3.0 Mission Statement 4.0 Core Values 5.0 Corporate Values 6.0 Corporate Culture 7.0 Corporate Culture Affect Managers 8.0 Levels of Culture 9.0 Assessing Organisational Culture 9.1 Innovation and Risk-taking 9.2 Attention to Details 9.3 Outcome Orientation 9.4 People Orientation 9.5 Team Orientation 9.6 Aggressiveness 9.7 Stability 10.0 Cultural Web 11.0 Right Culture and right values 12.0 Disadvantage of an Organisation with the Wrong Culture and Wrong Values 13.0 “Right Culture with the Right Values will always produce the best organizational performance” 14.0 Conclusion References 1.0 Executive Summary In this business report, Singapore International Airlines (“SIA”) is the company has been chosen to be the topic for discussion. There will be a few factors that will be discussed. Examples like different culture changes an organization’s competitiveness in the market. We will also be evaluating various objective and methods on how an organization can improve, develop and influence to build a stronger management process. The objective of this report is to analyse and explain how SIA, a Singapore company changes its culture to suit a dynamic changing environment and became a successful company with its corporate values and cultures. 2.0 Introduction Singapore Airlines’ history can be traced back to 1st May 1947. That was when a Malayan Airways Limited Airspeed Consul flew from Singapore...
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...Anthony Barr, and Jane Helwig established SAS Institute, a privately owned software company headquartered in Detroit, Michigan. SAS prides itself in creating a utopian environment for its employees by offering unique benefits such as an on site gym, cafeteria, preschool, medical care, casual dress code, private offices, and flexible work hours. These benefits have led to a less than 4% turnover rate for employees, which is well below the average for the competitive software industry. SAS believes it is providing an environment that frees its employees from outside distractions and will allow them to be as efficient and creative as possible. The focus is on teamwork where everybody is an equal and nobody is a stand out. Individuals who desire praise, promotion and status need not apply. However, when we take a closer look at the culture being generated, concerns begin to surface. The environment SAS is creating could actually be detrimental and less innovative without additional intrinsic and extrinsic motivation and by changing the egalitarian workplace. Intrinsic motivation is based solely on the interest or enjoyment of the task itself, apart from any external incentives or forces. While the current environment at SAS is designed to eliminate outside forces and allow the employee to focus on his work, this does not meet the true definition of intrinsic motivation. We learn from the article “Motivating Creativity in Organizations,” that intrinsic motivation is maximized when...
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...influencing the organizational culture can ensure corporate agility and financial success. As a potential employee, catching a glimpse of the true culture of an organization will help one decide if the company is a place where one can contribute and flourish. In both cases, misunderstanding the culture can lead to disaster. Corporate cultures have both gross and subtle manifestations that provide clues to the underlying norms and beliefs. Paying attention to the work practices, environment, communication paths, and even the level of humour in a company, will give one a hint of the dominant organizational culture. Identification and understanding the culture is necessary to affect any minute or large scale changes in response to market imperatives. If one does not have a clear picture of the culture one cannot effectively modify it. This paper touches on four key questions in relation to corporate culture: • • • • What is corporate culture? Why is it important to understand the corporate culture? How can one identify the corporate culture? Can corporate cultures be changed? 09/03/2002 2 Corporate Culture What is Corporate Culture? Corporate culture is the personality of the organization: the shared beliefs, values and behaviours of the group. It is symbolic, holistic, and unifying, stable, and difficult to change. Made up of both the visible and invisible, conscious and unconscious learnings and artefacts of a group the culture is the shared mental model. This...
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...BRAZIL: Over the past few years, Brazil has moved from a country with great promise 'some time in the future' to being seen as one of the hottest investment opportunities in the world. A more stable political system and currency, coupled with vast mineral wealth of the country make Brazil a 'must' for all companies with truly global ambitions. With a population of 194 million, Brazil represents the fifth largest market opportunity in the world — after China, India, Indonesia and the USA. It is also the fifth largest country in the world by geographic size. An IMF (International Monetary Fund) report indicates that Brazil leads all other South American countries in terms of infrastructure and technological development. Combine these facts with the stabilising economic and political landscape — (the twin nightmares of corruption and hyper-inflation ravaged the country for decades) — and it is easy to see why Brazil attracts a higher percentage of total global foreign direct investment year on year. However, anybody wishing to do business with Brazil and the Brazilians should be aware of the various cultural and structural barriers which might confront them. Probably the most pervasive barrier encountered by the unwary traveller would be the 'Custo Basil' or the 'Brazil Cost'. This term refers to the very real extra costs of doing business in Brazil — corruption, governmental inefficiency, legal and bureaucratic complications, excessive taxation, poor infrastructure, inflation...
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...TESST College – Towson Dr. J Ethics January 22, 2015 Teaching children values such as honesty, respect, compassion and responsibility can start at a young age. Parents and teachers alike have the ability to convey messages to children every day regarding appropriate behaviors and how to live ethically. Including children in daily activities, routines and specific lessons pertaining to ethical living can increase the overall morality of their upbringing. Children learn most through watching, hearing and participating in what goes on in their environment. Maintain awareness of your own behaviors and the example you set for children, whether your own or your students. The priorities and principles that you instill in your own daily life are being passed on to your child simply through unconscious integration. If you prioritize family time, following through with obligations and community responsibility in your own life, children are likely to follow in your footsteps. Cultivating an attitude based on mutual respect and compassion for others will be translated to children through your own actions. Children respond well to having concise and consistent expectations incorporated in their environment. By setting limits and structuring children's daily activities in a predictable way, you can more easily instill positive values. Establish routines, set boundaries and employ logical consequences for behaviors and choices. Teach children that their choices reflect on personal character...
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...Artistry, Choice and Leadership: Reframing Organizations Vanessa M. Araiza March 2015 California State University, Northridge Introduction Organization Historical Background Goodwill originated in 1919 with Edgar J. Helms, a minister with a vision and a mission to afford individuals with disabilities and other disadvantage minorities, including veterans returning from World War I. The innovator saw the opportunity to create a service where individuals through recycling unwanted items through community donations and reselling those items to generate jobs for those who otherwise would not have the opportunity to attain a job. As with organizations, Goodwill originated with a simple two level operational structural frame, with the minister making all the decisions on the everyday operation of the organization and his team of employees with disabilities running the day to day operations. The organization refurbished unwanted goods within the community and resold items for a profit in order to generate jobs for individuals with disadvantages. During the course of time the organization has expanded tremendously and even partnered up with other nonprofit organizations, such as the Red Cross, to provide resources to individuals in need (History of Goodwill, 2005). The one-boss simple structure arrangement has evolved into a “machine bureaucracy” sort of organization, as described by Mintzberg’s five-step model. Today the organization is an organization...
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...several times and talked to the proper authority of Nando’s . We tried to evaluate their overall performace and figured out the gaps in between the customer expectation and the perceived service. The result showed that the customers and employees of Nando’s are satisfied, however they are not completely satisfied at all levels. There are some lacks in the overall performance which actually arises few gaps such as customer gap and few provider gaps. We also comprehended that the management can improve their overall performance through some improvement in their physical evidence, people. In order to improve their current performance and satisfy their customers at all levels we made some recommendations at the end of this report about how they can improve their performance in terms of physical evidence, people . We hope Nando’s overcomes these obstacles, and we wish them all the best for the future. Introduction An overview One of South Africa’s great success stories is Portuguese chicken chain Nando’s,...
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...Pg 18 Conclusion..…………………………………………………………….……………………………………….…...Pg 23 References.…………………………………………………………………………………………………………….Pg 23 INTRODUCTION In our course of life, the relationships we build with others play a huge part in our daily activities. Inter human relationships should usually impact our way of life for the better. Should it begin to deteriorate, our physical and emotional state of beings suffers and experiences poor health. Relationships in the work environment are no different. As we spend more than half of our waking hour at work, it is of utmost importance that good work relationships are cultivated amongst colleagues and superiors alike and that we are comfortable doing what we are expected of at work. This report explores the various kinds of organizational structures there are in practice in the work environment and how leaders inculcate work cultures in their organizations and to what extent these structures and cultures work. We will also be investigating two different organizations and how best they operate to achieve their company visions and goals in place. 1.1 PRINCIPALS OF AN ORGANIZATIONAL STRUCTURE Most organisations have a structure in which you can gather the chain of command in the organisation. Structuring also contributes to aligning the company for success in which every employee is aware of their job scope on a distinguished level and wastes are cut out for optimal performance of the company. There are several components that...
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...describing the problem. According to Shrier (1996), sexual harassment is a type of sexual discrimination which means the unwelcome body contact or verbal communication in the workplace or academia. In Hong Kong, the Equal Opportunities Commission has a legal definition of Sexual Harassment as well. Under the Sexual Discrimination Ordinance, “If a person who is sexual harasser, he/she makes unwelcome sexual advances or unacceptable request for sexual favors or makes other unwelcome conduct of a sexual nature. It may causes the persons who have been sexually harassed may feel offended, humiliated or intimidated. Also it is prohibited in all environments. ” We may find that the above definitions are not clear. It is difficult to define the meaning of “unwelcome” and “unacceptable”. Furthermore, the definition is applied in all environments which are not specific. So it seems that lack of clear, concise, widely accepted definition of sexual harassment in the workplace. Categories There are 2 categories of sexual harassment, which is sexual coercion and sexual annoyance. First, sexual coercion is sexual harassment that results in some direct consequences to the victim’s employment. For example, a staff may face the sexual harassment from his employer or superior. If the staff accedes to the superior’s sexual solicitation, job benefits will follow. Conversely, if the subordinate refuses, job benefits are denied. Second, Sexual annoyance is...
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