...rapid technological innovation. The idea is that globalization is dramatically making our globe smaller, our spectrum wider and our various networks larger. Some people argue that there are downfalls however, including flooding information and heightening psychological insecurity from various types of inequality. We are required to face globalization while fully understanding the positives and negatives of globalization. Globalization is likely impacting not only on how economies work, but also on what a state actually is. For example, some experts maintain that the function of a state is diminished by globalization and forced to focus efforts on localization and regionalization. I would like to examine from various aspects how globalization influences states,and public policies, especially on the educational policy by taking Japan as an example. 1. What is Globalization? First, I would like to examine what globalization is. A translation in Japanese would be “integration of the globe,” but what exactly does it mean when the globe integrates? Economically, our globe is certainly being integrated and we have less and less borders. Our life, however, is still full of borders, especially in terms of politics and culture. Also,...
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...are also given in the context of privatizations, deregulation in various aspects of the economies of the region, openness to international trade and policies gradually adopted by most economies in the region, with flexible exchange rates, mostly autonomous central banks acting under inflation targeting and counter-cyclical fiscal policy, all this in accordance with the acceptance the so-called "Washington Consensus". LAN’s raising and its expansive through Latin America. LAN Chile born as a state enterprise in 1929. In 1946 opens its first international route to Buenos Aires; in 1956 it expanded its operations to Lima; Miami in 1958 and in 1970 to Europe. After a privatization process is consolidated locally in Chile, then position in Latin America and assist its internationalization. In 1985 the government of the time transformed the company into a public limited company to start its privatization. In 1989 the sale of 51% to domestic investors and SAS (Scandinavian Airlines System) is specified, until in 1994 the Chilean government sold all the shares held by it, at Piñera and Cueto group become owners LAN majority. The business starts a second phase in 1997 when LAN acquires 99.5% stake in the Chilean airline LADECO, achieving full coverage of air traffic in Chile. The same year signed an agreement with American Airlines to operate routes between Chile and the US. In a third phase of expansion that began in 1999, LAN is involved in an aggressive international expansion...
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...Managing Change in a Contemporary Organisation At the beginning of the 21st century the forms of change within organisations have been innovatory and a widespread conviction has arisen as to the revolutionary nature to such changes as a sign of the times, (Pettigrew & Massini, 2003). While Tushman & O’Reilly III (1996) argue that the industry level of studies has not been helpful in illustrating the path of organisation’s change, Greiner (1972) outlines a corporate growth model in order to provide a useful framework in understanding organisational change. Psychologists believe that learning as a human behaviour can be defined as the relatively permanent change in actions as a result of experience or practice, (Baars, 1986). Reflecting and highlighting this concept in relation to an organisation it is subsequently essential to look at organisational change from a historical perspective as organisations learn from their own experiences. Thus innovations in terms of evolutionary and revolutionary change occur at each organisational growth level as determined by Greiner (1972). To answer these fundamental questions about the nature of organisational change it is vital to distinguish between two levels of change. Similarly the factors that directly influence organisational behaviour and organisational features that determine these factors should be examined in turn need to be considered. In line with Greiner’s (1972) theory each of the organisational elements and processes are shaped...
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...Globalisation, challenges and changes Ian Brooks, Jamie Weatherston and Graham Wilkinson Learning outcomes On completion of this chapter you should be able to: understand the impact of globalisation; understand the move towards greater dynamism, complexity and uncertainty (turbulence) in the international business environment of most firms; speculate about the future prospects for organisations, individuals, governments and groups in society as a result of environmental turbulence; outline the nature of chaotic and turbulent environments and the implications of these for long-term planning and flexible working; reflect on the differences between predictable and unpredictable change and the implications of this for organisations; understand the characteristics of the advantages and drawbacks of flexible working; discuss the influences that the changing international business environment and, in particular, the trend towards flexible working, have upon individuals and groups in the social community; explore environmental scenarios; discuss the future role of government and understand the environmental forces acting on public sector organisations. Key concepts dynamism, complexity, uncertainty and turbulence predictable and unpredictable change chaos theory futurology long-term planning environmental scenarios and planning flexible working demographic time bomb social inclusion and exclusion interventionist and laissez-faire government. Chapter...
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...Binus International University International Business International Human Resource Management Mid Exam Revision 1 – Introduction IHRM Definition • Covers all issues related to management of people in an international context. • IHRM covers a wide range of HR issues facing MNCs in different parts of their organizations and include comparative analyses of HRM in different countries. HRM Activities • Human Resource Planning (Ensure best fit between employees and jobs) • Staffing (Includes Employee Recruitment, Selection and Placement) • Performance Management (Ensure goals met in effective and efficient manner) • Training and Development (Bettering performance of employees in organizations) • Compensation and Benefits (Awarding employees monetarily or non for work done) • Industrial Relations (Dealing with employee relations) • 3 Dimensions of IHRM: 1. Broad human resource activities of procurement, allocation and utilization 2. National or country categories involved in international HRM activities o Host Country – Where subsidiary may be located o Home Country – Where HQs may be located o Other Country – Where labour, finance and other inputs are obtained from 3. 3 Categories of employees of an international firm o PCN – Parent Country Nationals (Nationals where HQ is located) o HCN – Host Country Nationals (Nationals where subsidiary/facility is located) o TCN – Third Country Nationals (Nationals where resources are...
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...together with its workers have been increasing tremendously for many years now. According to Julia, B. and Veronica,H.(2008), “change has become a way of life, in any part because organisations are experiencing many different types of changes”. Many schools of thought have come up with ideas or models which identify the phases of change in organisations and the best way to implement them. Some of them include the Force field analysis and the Continuous improvement models of change. Force field analysis The Force field analysis model was originally developed by Kurt Lewin in 1947 which is now the most commonly used method to “map a plan for goal achievement” (Fred, B.and Steven, C.2010). This approach uses the idea that in a change process, there are both the driving and restraining forces that will either enhance or inhibit the progress to change. Driving forces are those forces that push for and promote change and which will obviously produce positive results while restrainers are forces that will block the intended positive outcomes or make change more difficult. Examples of driving forces are customer complaints, long waits of service, increased efficiency, new technology, among others. Some restraining forces include fear of change, lack of knowledge or skills, lack of training and motivation. This is diagrammatically represented below: BEFORE CHANGE AFTER CHANGE FIGURE ONE: LEWIN’S FORCE...
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...The conflict between commercialization and socio-cultural deterioration : “Gamperaliya”, “Kaliyugaya” and “Yuganthaya” by Martin Wickramasinghe The noble trilogy of the Sinhalese literature “Gamperaliya”, “Kaliyugaya” and “Yuganthaya” by Martin Wickramasinghe, is an eminent manifestation of a real time conflict, which divulges socio-economic transformations from 18th to 19th century, during contemporary Sri Lanka. Therefore it’s needless to say that these three legendary fictions, prima facie, visualize the sequential impacts of alienation of commercialization in to the conservative social system of Sri Lanka. I would say the trilogy is, much more of commercial substance rather than for its literal importance. Nevertheless for ages, there has been a question whether the writer in his books is, merely insisting commercialisation as a big disaster, which utterly destructed the spectacular socio cultural system inherited to Sri Lankans. Through, reading between the lines one could clearly say that, he was not at all assaulting commercialization, but the snobbish affectation of the society, sculptured through westernization, who took wrong the purpose of commercialization. (Sarathchandra,E. 1997) Therefore my discussion intend to stress, commercialization is not the key of destruction but the key of success for a nation’s development. My theory is built upon two facts that question the validity of the arguments of ancient critics like Piyadasa Sirisena, who plainly renege economic...
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...global expansion, new technologies and new business models. What is clear is that the successful organisation of the 21st century will have to be an agile workforce with ability to embrace and thrive on change. Change management is therefore a critical focus area for Leaders and Managers of visionary organisations. Drivers for Change The drivers for change are numerous in a highly competitive and global business context. The expansion of the global economy is assured. With it comes the challenge of conducting business efficiently across different geographical and cultural boundaries, and adopting new business models. Mergers and acquisitions will increase as corporations seek to fast track global expansion. Furthermore the pace of technological development is expected to continue unabated. All of these factors provide the background to change within an organisation. Alvin Toffler, a former editor of Fortune Magazine and influential voice in business, made the famous comment: 'There is only one constant today and that is change' Tofler made that comment some decades ago, and today the rate of change is phenomenal. No longer can organisations, even in the public sector, sit back and be content with steady state. Every organisation is challenged by change, and competitiveness is determined by the organisation's ability to cope with change. How is your organisation challenged by change? Identify three areas of major change your business is faced with. So what are the drivers...
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...which caused the culture shock and the challenges faced by Fred and his family in Japan. Firms use a variety of HR practices to manage their expatriates (Mendenhall et al., 1987; Brewster and Scullion, 1997). As successful expatriate assignments are indispensable to MNCs for strategy implementation, researchers and practitioners alike are interested in determining how to facilitate the success of expatriates’ assignments (Stroh and Caligiuri, 1998; Dowling and Welch, 2004; Scullion and Collings, 2006). However, MNCs differ on the extent to which these practices are used in managing expatriates (Tung, 1982; Kopp, 1994; Peterson et al., 1996; Scullion and Starkey, 2000) and how effectively they are designed (Mendenhall et al., 1987). According to Adler and Ghadar (1990), expatriate management practices, namely who the firm considers as possible expatriates, how the firm selects and trains them, what criteria the firm uses to assess their performance, and what impact the international experience has on the careers of expatriates, should all fit the external environment in which the MNC operates and its strategic intent. Adler and Ghadar have stated that ‘the central issue for MNCs is not to identify the best international policy per se, but rather to find the best fit between the firm’s external environment, its overall strategy, and its HR policy and...
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...EXECUTIVE SUMMARY 1. Issues The meaning of Open Sky in the ASEAN must be determined. For the purposes of this Report, it is taken to refer to a situation of extensive liberalisation within the ASEAN region. It concentrates on the international links between members of ASEAN, and is not so concerned with domestic cabotage. The report does not focus on beyond rights, or on 5th freedom operations of non-ASEAN airlines within the region, though it recognises that these can have an impact on Open Sky arrangements. The rationale for Open Sky is taken to be to promote competition in the airline industry, and to give all airlines from ASEAN the scope to compete on intra ASEAN routes. Open Sky will also give airlines extra flexibility over their route development. Issues which need to be considered include: How well Open Sky will work in ASEAN? Will markets be competitive enough? Will there be shifts in hub location? Will anti competitive strategies affect operation? And will there be instability in the industry? 2. Experience of Open Skies Elsewhere There are many Open Skies bilateral agreements, and a few regional agreements. Few regional Open Skies agreements have led to substantial liberalisation or integration. The exception is Europe - Open Skies in Europe has meant the formation of a single aviation market. Significantly, this arrangement did not come about as a result of countries negotiating an open skies agreement - rather it was imposed on them by a central...
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...Experience 1 5. CONTEMPORARY COMMENTARY ON THE CURRENT CRISIS 1 6. STRATEGIC RESPONSES IN THE RECESSION: DELIBERATIONS FROM A THINK-TANK 1 6.1 Introduction and Objectives 1 6.2 Business Responses in Recession 1 6.2.1 Knowledge Base 1 6.2.2 Unevenness of Recession 1 6.3 Modelling Strategic Change 1 6.3.1 Typologies of Strategic Change 1 6.3.2 Strategic Thinking and Strategic Actions 1 6.4 The Role of Innovation under Recession Conditions 1 6.5 Roles for Public Policy 1 6.5.1 Legitimise Change and Innovation within Organisations 1 6.5.2 Stimulate Experimental Approaches to Supporting Innovation 1 6.5.3 Promote the Provision of Finance 1 6.5.4 Pay Attention to Business Exits 1 6.5.5 Consider Small Firms/New Firms Initiatives 1 6.5.6 Redefining sectors and cross-sector initiatives 1 6.5.7 Policy Messages for Recovery 1 6.5.8...
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...1 ENTREPRENEURSHIP AND THE ENTREPRENEURIAL MIND-SET I. THE NATURE OF ENTREPRENEURSHIP A. Entrepreneurial actions begin at the nexus of a lucrative opportunity and an enterprising individual. . B. An entrepreneurial opportunity could stem from introducing an existing technological product used in one market to create a new market or it could be creating a new technological product for an existing market or creating a new product for a new market. 1. Because opportunities exist in high uncertainty, entrepreneurs must use their judgment about whether or not to act. 2. The individual’s prior knowledge can decrease the amount of uncertainty. C. The McMullen-Shepherd model explains how knowledge and motivation influence two stages of entrepreneurial action. 1. Signals of changes in the environment that represent possible opportunities will be noticed by some individuals but not others. 2. Individuals with knowledge of markets and technology are more capable of detecting changes in the external environment, and if motivated will allocate further attention to processing this information. 3. The result of Stage 1 is an individual’s realization that an opportunity exists for someone. 4. The result of Stage 2 is the individual then needs to determine whether it represents an opportunity for him or her. D. To be an entrepreneur is to act on the possibility that one has identified an opportunity worth pursuing and it involves...
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...Running Header: ORGANIZATIONAL DEVELOPMENT AND CONSULTING Organizational Development and Consulting [Name of Writer] [Name of Organization] [Date] Organizational Development and Consulting Introduction With the rapid development of science and technology and the growth of research and development activities, the external environment of the organization has been remodeling. In order to help the organization to better adapt to this change, organizational development through the organization of the diagnosis, the action and the outcome of such a diagnosis - improved cycle, deep-seated, long-term organizational change. Organizational development is not only caused by the change of knowledge and information, the more important is the psychological change of attitudes, values, skills, interpersonal skills, and culture, it is considered to be an effective tool to improve employee enthusiasm and conscientiousness , is also a way to enhance organizational efficiency. Organizational development is a process of learning and problem-solving ideas and is built on the basis of full diagnosis, focused learning, proven. Companies in the management of psychological aspects of intellectual Ding accumulated a lot of experience, through a combination of diagnosis, development tools, can help employees establish compliance with the organization needs a code of conduct, in order to achieve the strategic goals of the organization. Organizational development delves into...
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...s’agit généralement d’une courte synthèse du document.] | TABLE OF CONTENT I. INTRODUCTION………………………………………………………Page 2-3 II. ETHNIC ENTREPRENEURSHIP DEFINITION………..Page 4 III. THE CONCEPT…………………………………………………………Page 5-6 IV. ENTREPRENEURIAL THEORY………………………….……Page 7-8-9 V. ETHNIC NICHE…………………………………………………….…..Page 10 VI. CONCLUSION…………………………………………………..…….Page 11 VII. REFERENCES……………………………………………………..…..Page 12-13-14 VIII. APPENDICE…………………………………………………………..Page 15 I. ------------------------------------------------- INTRODUCTION The recent growth of new ethnic populations in Western societies raised lots of issues. In fact, the ethnic activity is not any more a question of historic interest; nor is it the concern of the company. Because new ethnic populations grew at the same time as Western economies, they are in a phase of slow growth and are facing the massive technological challenge; the ethnic adaptation and the mobility are central questions. (Waldinger 1990). In Europe, the activities managed by persons of minority ethnic groups were always present, but changeable historic circumstances increased jutting out to them and visibility during the last decades. First of all, the important immigration of former colonies of Southern Europe and North Africa led to a considerable migration. Secondly, thirty years of economic change caused a fundamental transformation of the labor market and a general change of the employment...
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... |13264009 | | Submission Date: November 17, 2015 LETTER OF TRANSMITTAL November 17, 2015 Dr. Salehuddin Ahmed Professor BRAC Business School BRAC University Subject: Submission of the report paper on ‘Global Financial Crisis: Recovery and Challenges’ Dear Sir, I hereby submitting the final version of the term paper on behalf of my group on ‘Global Financial Crisis: Recovery and Challenges’ that you asked us to submit on November 17, 2015 as our report paper. The paper is a part of the course Fin 603: Financial Institutions & Market under MBA program. The main purpose of this paper was to determine the theoretical aspects of global financial crisis and recovery and challenges analysis on the selected country named United States of America. This course gave us both academic and practical exposures, we have learned about the great recession and international financial markets and the term paper gave us the opportunity to develop the practical experience. We have tried our level best to complete this term paper with respect to the desired requirements....
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