...Essay zu Walter Benjamin „Das Kunstwerk im Zeitalter seiner technischen Reproduzierbarkeit“ mit Bezügen zu Friedrich Kittler „Grammophon Film Typewriter“ Kunstwerke sind jeher reproduzierbar gewesen. Was jedoch erst mühevoll von geübter Hand geschaffen werden musste, dann durch Verfahren wie Druck- oder Gusstechniken erleichtert wurde, erledigen Maschinen schließlich mühelos. Doch die Reproduktion durch technische Hilfsmittel bleibt nicht die bloße Möglichkeit, Plagiate anzufertigen, die Techniken werden selbst zu eigenständigen Verfahrensweisen der Kunst. Neue Medien, wie Fotografie und Film entwickeln eine eigene Bildsprache, die in den altbewährten Maßstäben der Kunst nicht länger angemessen beurteilt werden kann. Wo zu Zeiten der manuellen Reproduktionstechniken das Original seine Autorität gegenüber der Kopie bewahrte, als das „Echte“ von ihr zu unterscheiden war, spielt im Zeitalter der technischen Reproduzierbarkeit der Begriff des Originals keine Rolle mehr. Es ist weder möglich, noch sinnvoll, einem von zwei Abzügen desselben Negativs den Status des Originals zuzusprechen; ganz im Gegenteil: es ist Teil der Kulturtechnik Film, wie Fotografie das Einzelne unverändert und ununterscheidbar zu vervielfältigen. Darüber hinaus erlaubt die technische Reproduktion, die Betrachtung auf ein Kunstwerk durch ein neues Medium, einen neuen, anderen, geschärften Blick auf das Objekt; Zeitlupe, Detailaufnahme, Panorama lenken die Aufmerksamkeit in völlig neue Richtungen. Und...
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...C a s e St u d y CASE o' STUDY Sie m e n s Clicks with Click2procure in ce 1999 , Siemens has sp en t over $870 million buildi ng its e-procuremen t sys tem call ed Click2procure, us ing t echn olo gy provide d by Com merce On e and SAP, the Austrian m anufactur er of a wide ly adopte d ERP syste m . Click 2procure is one of the world's largest private b uy-side Net m arketplaces. Siemens is a German electri cal engin eering and electronics gia n t with approximately 475,000 em ployees in 190 countries and sal es of over 87 billion (euro) in fisca l 2006. This m ultinational co nglom erate is a leading m anufact urer of automati on a nd control systems, co m m unications, li ghting, m edical , se m i-co n du ctors, power, and tran spo rtation produ cts and services. Click2procure is u sed today b y 35, 000 Siemens em ployees, of wh ich 6,000 ar e in volved with strategic purch asing: Siemens purchases over 45 billion (e uro) a y ear in direct an d in dire ct goods. Curre n tly, Click2proc ure has ab out 9,00 0 registered su ppliers . Su ppliers can eithe r re gis te r free of charge for a "Basic Registration" or pay a sub scrip tion fee of 3,000 (eu ro ) a y ear for "Advan ced Bus iness Service," which entitles the supplier to additional marketing sup port, such as the co n tact informatio n News l1ndUpdat es: Welco me to c/lck2procure 's ne ..... software upgrade . This releas e indudes a more intuitive la yout and new features . Our online traini o has n also been upgrade...
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...Research Methodology • Title A study of the effect of bribery and corruption with lack of censorship in the governmental institution There are various reasons why corruption takes place and takes hold. Sometimes it is due to the fact that officials are simply not paid very much and so they need to supplement their salaries with money from bribes. Sometimes the bureaucratic system is set up in such a way that officials simply refuse to carry out their duties unless they are ‘encouraged’ by being offered bribes. In other cases it is actually part of the tradition and culture of a country to give and receive ‘gifts’ in order to get anything done. In some cases companies from less corrupt countries allegedly engage in bribery in order to do business in countries where corruption is the norm, otherwise they would not be able to operate successfully in those countries. It can be argued that if such companies did not bribe officials in the necessary countries then the economies of those countries would suffer because fewer companies would invest in them, thus making them poorer. On a smaller scale corruption is often just a result of people’s natural desire to ‘beat the system’. Mostly, corruption occurs in environments where it is tolerated and where the temptation is too strong to resist. In the following paragraph there are some examples of how bribes take place in each and every one of them. • Problem Statement Main Problem: A person gives some money to officials...
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...For the exclusive use of N. Sinden, 2015. 9-602-061 REV: MARCH 18, 2002 STEFAN THOMKE Siemens AG: Global Development Strategy (A) It was the spring of 2000, but even under the afternoon shade of the palm trees at the Oberoi hotel in Bangalore, South India, it felt like summer. Horst Eberl sat contemplating the recommendations that he and his subdivisional co-head, Karl-Friedrich Hunke, would be preparing for the Siemens Information and Communications Networks (ICN) management board. Things were neat, tidy, and cool on this grassy side of the hotel. Just outside the main walls however lay the dust, pollution, and confusion of the Indian traffic. And if one took life in one’s hands by darting through the traffic, across the street lay Siemens’ regional development center in India, scattered among floors rented in three different office buildings. Two back-up power generators, as well as battery backup for all computers, helped ensure a reliable infrastructure for the 600 personnel here. What vexed Eberl and Hunke was that Deutsche Telekom, Siemens ICN’s largest customer, was upset because of slow product delivery on a new telecommunications software product, the so-called NetManager. For a variety of reasons the project had rapidly mushroomed in size and scope beyond what had been initially envisioned. To solve the problem, Eberl, co-head of ICN’s largest subdivision, had to travel some 7000 kilometers to this dusty corner of the world: despite the conveniences...
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...contribute positively to team Aligning with the bigger picture of the organization Generating emotional energy through trust Learn the principles and advantages of High Performance teams Be able to give and receive feedback effectively Understand the dynamics of how teams work Actually teaming up with your colleagues Building a winning team Goal Achievement Accelerating motivation Foster trust in the organization's leadership Create an atmosphere of openness and honest information exchange within the organization www.possibilities.net.pk www.possibilities.net.pk Building high performance, result oriented teams 1) DISCOVER: is a chance for team members to meet and greet each other in a way that they become c o m f o r t a b l e , f a m i l i a r, a n d uninhibited. During this stage, they know names, personalities, and other attributes. 2) COMPETE: is the stage when interpersonal conflicts initiate, team members begin to take risks and are compelled to trust one...
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...Communication is the process by which information is transmitted and understood between two or more people. An effective transmission of information is very important to a business, as it involves all the persons and organisations connected with that business. Communication is a critical core skill for managers. In their standpoint, ‘effective’ communication is one means by which they get things done. For example putting forward a vision and informing workers in organisations. Being often referred to as lifeblood of an organisation, communication can bring great advantages, if operated as flawlessly as possible, or can completely devastate it, if being stagnated at some point in transmission. Therefore it is important for businesses to make sure there are no barriers to communications, so they serve to enhance firm’s competitiveness and build knowledge-sharing. The purpose of communication ranges from completing a task to satisfying human relationships within the organisation. Two types of communication networks can be used to achieve this; formal and informal. Formal communication networks define who should speak or report to whom. Such communication can be downward, upward and vertical. Downward is one-way, from superiors to those who report to them. This is when no reply is expected and is used only to give orders or provide information. Upward is a two-way communication referring to messages going from subordinates to superiors. This is when feedback is required from the...
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...ian town of Forchheim was getting beat up by rival General Electric Co. and that shareholders were nag- ging Siemens to dump its medical equipment unit. Everyone’s job was on the line. The negotiations were tough. But Kleinfeld won over workers, hanging around the factory asking detailed questions. He answered e-mails from employee reps almost immediately, even late at night, recalls Werner Mönius, chairman of the work- ers council in Erlangen, Germany, home base of Siemens Medical Solutions Division. “He was able to motivate people to pull together,” says Mönius. The workers signed off on Kleinfeld’s plan, which helped cut the time it took to build a $100,000-plus diagnostic scanner from six weeks to one. Siemens Medical is now Siemens’s most profitable business. And that cocky young boss? This month Klein- feld, now 47, becomes chief executive of Munich- based Siemens, a $100 billion behemoth that oper- ates in 190 countries and makes subways, light bulbs, power plants, auto parts, automatic mail-sorting equipment, and more. With 430,000 employees and 12 major divisions, Siemens is the rock of Germany Inc., which still needs to learn how to survive and thrive in a world where heavily taxed, slow-moving European companies operate at a disadvantage. If Siemens can reach new levels of profitability, maybe the rest of Corporate Germany has a chance, too. Siemens Chief Executive Heinrich von Pierer and the company’s supervisory board, which includes such corporate luminaries as Deutsche...
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...Knowledge Management & Information Systems Wordcount: 1,971 As ‘by virtue of its tacitness, inimitability and immobility’ (Scarbrough & Shan, 1999, p.359) knowledge is increasingly considered to give a competitive advantage. We can identify two types of knowledge: explicit and tacit knowledge. Explicit knowledge refers to the ‘know what’ that can be codified hence, that can be communicated and diffused (Scarbrough, 2011). Tacit knowledge, on the other hand is ‘The know-how’s’. They are ‘hard to verbalize because they are expressed through action-based skills and cannot be reduced to rules and recipes.’ (Scarbrough, 2012). Due to it’s context specific and personal nature, tacit knowledge, is perceived as more useful but harder to manage than explicit knowledge (Boddy et al., 2008). It is widely believed that tacit knowledge can only be fully shared and understood by live contact and by contrast that technology and information systems are useful to communicate explicit knowledge as they can be codified and can then be regrouped on a database. But lately, firms have been attempting to develop IT solutions to capture tacit knowledge notably through Communities of Practice (CoP), online networks or video communication (Marwick, 2001). This essay will attempt to define the role played by information systems in capturing knowledge before taking an insight into how information systems have developed in different organizations and different knowledge...
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...| Cross-cultural Issues in International Business | Siemens Cross-cultural Issues in China | | | 12/8/2011 | | Table of Contents 1. Introduction ………………………………………………………………………p. 3 2. National culture …………………………………………………………………..p. 3 3.1. Influence of national culture on an organization……………………………..p. 3 3.2. The effect of cultural values on management ………………………………..p. 4 3. Key Dimensions to analyze culture ………………………………………………p. 9 4.3. Hofstede’s dimensions ……………………………………………………….p. 9 4.4. Applying Hofstede’s dimensions on German and Chinese cultures …………p. 12 4. The concept of guanxi …………………………………………………………….p. 14 5. Other effects on organizations in different nations ……………………………….p. 16 6. Solutions to Cross-cultural Issues in International Business ……………………...p.17 7. References …………………………………………………………………………p.20 8. Appendix 1. INTRODUCTION From entry-level workers to boardroom executives, everyone seems to be expanding their business internationally nowadays. (Steers, R., 2010). They all are searching for business opportunities in other nations beside theirs so as to extend their business due to their geographical reach. In addition, when it comes to terms with these chances, they have to deal with many problems, one of which is the national culture. (Leung et al., 2005). Moreover, there are a number of problems that an international business...
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...and expertise to form a global mobile ecosystem and to adopt Windows Phone as our primary smartphone platform; B) the timing and expected benefits of our new strategy, including expected operational and financial benefits and targets as well as changes in leadership and operational structure; C) the timing of the deliveries of our products and services; D) our ability to innovate, develop, execute and commercialize new technologies, products and services; E) expectations regarding market developments and structural changes; F) expectations and targets regarding our industry volumes, market share, prices, net sales and margins of products and services; G) expectations and targets regarding our operational priorities and results of operations; H) expectations and targets regarding collaboration and partnering arrangements; I) the outcome of pending and threatened litigation; J) expectations regarding the successful completion of acquisitions or restructurings on a timely basis and our ability to achieve the financial and operational targets set in connection with any such acquisition or restructuring; and K) statements preceded by "believe," "expect," "anticipate," "foresee," "target," "estimate," "designed," "plans," "will" or similar expressions. These statements are based on management's best assumptions and beliefs in light of the information currently available to it. Because they involve risks and uncertainties, actual results may differ materially from the results that we currently...
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...ELE 499 Project Work / Practice School (Academic Year 2009 – 2010) Dept of Electrical and Electronics Engg Manipal Institute of Technology, Manipal University Technology Dr. P. Giridhar Kini, Coordinator, Project Work / Practice School (2009 – 2010) Department of E & E Engg, Manipal Institute of Technology, Manipal University, Manipal 576 104, Karnataka, INDIA Official email: mitee.pwps2010@manipal.edu Contents • Project Basics • Project Selection • Project Statistics at a glance • Directors Notice dated Sept 15, 2009 • Project Activity Details Dept Details p Dept Faculty Details Internal project activity process External project activity process Evaluation pattern Dates to remember Documents Checklist General Advise Best Practices Contact details C t t d t il Department of Electrical & Electronics Engg, Manipal Institute of Technology, Manipal 02 Project Work … • What is … activity that enables the demonstration of a student(s) ability to use his / her skills for a real life situation Study on a specific area / problem that adds to the knowledge base Rigorous activity to acquire & apply appropriate research & thinking skills Innovative and original work Not a reproduction / repetition of anybody’s work Department of Electrical & Electronics Engg, Manipal Institute of Technology, Manipal 03 Objectives of Project Work • Unique opportunity to solve “REAL LIFE PROBLEMS” REAL PROBLEMS • Rich diversity of issues, topics...
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...relevance for understanding the behavior of people working at all hierarchical levels- from the workers employed part-time or on a casual basis on the shop floor or in the office to the most senior executive. Each is involved in processes of organizing and being organized and managing and being managed. OB should be better to understand how and why people are organized; to identify and assess the likely consequences of making changes; and to introduce changes in ways that anticipate and minimize counter-productive effects.’(Knights and Willmott, 2007:p.3-4) This report will discuss several aspects of organizational behavior such as culture and structure, leadership and management, motivation, group and team work. Reference will be made to Siemens and other organization. Compare the effectiveness of leadership styles and discuss the impact that different leadership styles...
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...The Consolidated Financial Statements are prepared in accordance with Inter national Financial Reporting Standards (IFRS) as adopted by the European Union (EU), the supplementary requirements of German law pursuant to Section 315a (1) of the German Commercial Code (Handels esetzbuch) and full IFRS as g issued by the Inter ational Accounting n Standards Board (IASB). They give a true and fair view of the net assets, financial position and results of operations of the group in accordance with these requirements. WWW.SIEMENS.COM/AR/CONSOLIDATED-F INANCIAL-STATEMENTS 246 248 D.1 249 D.2 250 D.3 251 D.4 252 D.5 254 D.6 Consolidated Statements of Income Consolidated Statements of omprehensive Income C Consolidated Statements of Financial Position Consolidated Statements of Cash Flows Consolidated Statements of hanges in Equity C Notes to Consolidated Financial Statements 254 NOTE 1 – Basis of presentation 254 NOTE 2 – S ummary of significant accounting policies 262 NOTE 3 – Critical accounting estimates 264 NOTE 4 – A cquisitions, dispositions and discontinued operations 273 NOTE 13 – Inventories 273 NOTE 14 – Other current assets 274 NOTE 15 – Goodwill 275 NOTE 16 – Other intangible assets 276 NOTE 17 – Property, plant and equipment 278 NOTE 18 – Other financial assets 278 NOTE 19 – Other current financial...
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...satisfaction. This research used deductive approach as this study find out the impact of aligning HR with business strategy and effect of job environment on employee satisfaction. The survey questionnaire method is used to get reliable and valid results based on close ended questions having a 5-Likert scale to measure the attitude of employees and employers towards the impact of aligning HR with business strategy and effect of job environment on employee satisfaction at Siemens. The research used SPSS for analysing quantitative information by using descriptive analysis and inferential analysis. Research shows that Siemens align HR practices and business strategy. From regression analysis, it is found that alignment of Human Resource practices with the business strategies of Siemens has significant impact on job environment and insignificant impact on employee satisfaction. Moreover, it is found that there is a significant impact of alignment of Human Resource practices with the business strategies on job environment and Siemens job environment is satisfactory as analysis showed the employees are satisfied with job timings, location, workload, training...
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...| |By: Himadri Mandal | | |MBA (IB) 2007-10. Roll-14 | | |IIFT-Kolkata. | | |Under : Dr. Krishnamachari Rangarajan, Professor of Strategic Management Indian Institute of Foreign Trade | | |Trimester - 5 | | |Name of The Company: Reliance Communications | | |Industry: Telecom | | |Market Share Latest: | | |Last traded | | |132.25 ...
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