INTERCULTURAL DEVELOPMENT RESEARCH INSTITUTE www.idrinstitute.org U.S.A: 6203 NE Rosebay Drive. Hillsboro, Oregon 97124 +1 503-268-1025 Italy: Via Francesco Arese 16, 20159 Milano +39 02 6680 0486 idri@idrinstitute.org INTERCULTURAL COMPETENCE FOR GLOBAL LEADERSHIP1 Milton J. Bennett, Ph.D. 1 This reading is an edited compilation of two articles by Milton J. Bennett: “Developing Intercultural Competence for Global Managers” in Reineke, Rolf-Dieter (Editor) (June, 2001) Interkulturelles
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justify their actions after being caught behaving inappropriately. Some managers may terminate these employees in an attempt to rid the organization of such unscrupulous individuals. But personality alone is a rather poor predictor of deviant behavior.1 In fact, 60 percent of all employees engage in theft: 30 percent when presented with an opportunity to steal and 30 percent when they have found a way to steal after actively searching for an opportunity.2 Furthermore, in a national poll from the late
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lists available at ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis Bennett J. Tepper a,*, Jon C. Carr b, Denise M. Breaux c, Sharon Geider d, Changya Hu e, Wei Hua f a Department of Managerial Sciences, J. Mack Robinson College of Business, Georgia State University, Atlanta, GA 30302-4014, United States Department of
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opinion and expression; this right includes freedom to hold opinions without interference and to seek, receive and impart information and ideas through any media and regardless of frontiers.’ (The Universal Declaration of Human Rights, 1948, Article 19).
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HBS CASE Guide to Harvard Referencing University of Hertfordshire Hertfordshire Business School Centre for Academic Skills Enhancement (CASE) Harvard Referencing Guide This updated guide has been produced by CASE Academic Advisers to promote accurate Harvard referencing in the Business School. Harvard referencing style has many varieties. This version has been developed to ensure conformity with the basic Harvard referencing conventions and in relation to feedback from HBS lecturers and
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Under siege - 1 Under Siege: The Kraft Foods 2009 Labor Conflict in Argentina Roberto Luchi Austral University - IAE RLuchi@iae.edu.ar A. Ariel Llorente Austral University - IAE aal05@cema.edu.ar Paper Presented at the 25th Annual International Association of Conflict Management Conference Spier, South Africa July 12 14, 2012 Abstract: This paper examines a particular labor-management negotiation process, a Mandatory Conciliation (MC), as it is named in the Argentinean labor
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1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed
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8 Conclusion: 9 References: 9 Appendices: 12 Executive Summary: This report examines five factors that make an advertisement effective. They were chosen, as they are probably the most important. These factors are: 1. Creativity. It is believed that it encourages people to pay more attention (Heath, Nairn and Bottomley, 2009). Also, it allows the advert to stands out from all the other adverts, as creativity is defined by Wright (2000) as ‘original’. 2. Brand
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cultural persistence and embeddedness Introduction Contemporary literature on British arts policy and management tends to conceptualise the institutional change in the nonprofit arts sector since the 1980s as “marketisation” (Bennett 1996; Gray 2000; McGuigan 1996; Quinn 1998).1 Although there exist different opinions on whether public arts subsidy has actually reduced and to what extent it has been
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Operation Flood held at IRMA, March 17-18, 1997) Institute of Rural Management Anand Post Box 60, Anand-388001, India August, 1997 Contents 1. Introduction ..............................................................................................1 Key Players in the Field ...................................................................1 The Impact of Operation Flood .......................................................2 Women in Operation Flood ...................................
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