The process of work is at the core of social structure. The technological and managerial transformation of labor, and of production relationships, in and around the emerging network enterprise is the main lever by which the informational paradigm and the process of globalization affect society at large. In this chapter I shall analyze this transformation on the basis of available evidence, while attempting to make sense of contradictory trends observed in the changes of work and employment
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CHAPTER 1 Foundations of Strategic Marketing Management The primary purpose of marketing is to create long-term and mutually beneficial exchange relationships between an entity and the publics (individuals and organizations) with which it interacts. Though this fundamental purpose of marketing is timeless, the manner in which organizations undertake it continues to evolve. No longer do marketing managers function solely to direct day-to-day operations; they must make strategic decisions as
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Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4
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2 and 3ORGANISATION AND MANAGEMENT 20 DECISIONAL ROLES Decisional roles involve the making of strategic organisational decisions on the basis of the manager's status and authority, and access to information. (i) Entrepreneur As entrepreneurs, managers plan and initiate projects to bring about change and innovation to improve the performance of their unit and organisation. (ii) Disturbance handler As a disturbance handler role, the manager takes corrective action in response to previously
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Joseph Lanton Adjei Mensah This paper is submitted in partial fulfillment of the requirements for International Marketing SMC University School of Management Professor (Dr.) Babu P George January 6, 2014 (Submission Date) Unit – 2 What is the role of the creativity in the segmentation process, Why can we say that having an excellent global positioning is one of the principal assets of a brand, What criteria should global marketers consider when making product design decisions
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Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s
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FOR SUBORDINATE LEVEL: Communication Skills Program Objectives The objectives of this training are to enable the participants to: ✓ Understand the benefits of improved communication skills ✓ Appreciate own communication style in business dealings with others ✓ Know the differences between verbal and non verbal communications ✓ Understand and practice effective speaking to encourage co-employees to give of their best and to help manage upwards
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expanding abroad: motivations, means, and mentalities Case 1-1 Cameron Auto Parts * Alex Cameron got the family biz when graduated in 2001, when the American economy fell into a recession * History * Auto Pact, big three ship car parts between Canada & US, with tariff free * Cameron focus on small engine parts and auto accessories * Car Sales dropped in 2000, because declining North America and entry of Japanese * High pressure for modernization and cost reduction
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1. INTRODUCTIONOver the past decade, customers are becoming harder and harder to be pleased with what were delivered to them in exchange of the customer’s disposable income (Parasuraman et al. 1985) (Reichheld & Sasser 1990). Nowadays, customers are more critical to product / service they purchase. Enterprises are trying to offer something innovative to differentiate them selves among the ever increasing competition. Prior to any purchasing decision, according to Kotler (1973), one of the
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first tough question Toyota’s famous production system had encountered, nor would it be the last. But this seat problem was especially delicate and undoubtedly would demand Friesen’s attention in the following week. Background In the early 1980s, Japanese auto makers contemplated building
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