Journal of Cross-Cultural Psychology http://jcc.sagepub.com Value Hierarchies Across Cultures: Taking a Similarities Perspective Shalom H. Schwartz and Anat Bardi Journal of Cross-Cultural Psychology 2001; 32; 268 DOI: 10.1177/0022022101032003002 The online version of this article can be found at: http://jcc.sagepub.com/cgi/content/abstract/32/3/268 Published by: http://www.sagepublications.com On behalf of: International Association for Cross-Cultural Psychology Additional
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Running head: MANAGEMENT STYLES THROUGHOUT THE WORLD Management Styles throughout the World Tambra Sullivan Minot State University – BADM 535 Abstract A management style is a leadership method used by a manager. As diverse as cultures are throughout the world, so are management styles. A key value underlying the American business system is reflected in the notion of a never ending quest for improvement. The prevailing question is can it be done better? (Roa, 2010). In other cultures
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value to the customers, how do firms generate profits and are there any resources, capabilities or collaborators that are key to success. Performs an insightful Situation Analysis using at least 3 frameworks appropriately (appendix)– IDs key issue(s) 20 Frameworks include such tools/concepts as: Stakeholders Analysis, SWOT, Root Cause, 5 Forces, 5 C’s, Market Expansion grid, etc. The actual frameworks should be placed in the Appendix. Use numbers! Specifies Opportunities Available
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The LEGO Company in Asia 1 2 INTRODUCTION .................................................................................................................. 3 THE LEGO GROUP ............................................................................................................. 6 2.1 PRESENTATION ................................................................................................................ 6 2.2 HISTORY ................................................................
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nation with a rich history and years of diversity. With the rise of the global economy over the last century, it is safe to say that the country has become a major multi-national player. Although outsourcing to India has been a trend since the early 90’s, the country also has a growing local economy that is primed for investment should the right opportunity arise. However, not just any company can invest in or partner with India. Because India is rich in tradition and very slow to change its views
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paper of the discipline “Cross Cultural Competence SS 2012” Made by: Brovchenko Ekaterina Dzyuba Stanislav Shushunina Tatiana 2012 Content Summary 1. Targets, tasks and problems of research During the last ten years aspects of cross-cultural competence provoke theoretical and
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all over the world. However, Primark only has stores and outlets in Europe. This report proposes Primark entry into the Nigerian retail market using two P’s (Promotions and Product), the marketing mix, marketing planning, entry and analysis of the cultural factors that may affect the process. 2. Nigerian Retail Industry and Nigeria’s retail sector is undergoing change with international retail brands entering the country, new malls being constructed and the transformation of informal markets into
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EFFECTIVENESS OF CROSS-CULTURAL TRAINING FOR EXECUTIVES IN OIL & GAS COMPANIES WITHIN THE KLANG VALLEY A Master’s Project submitted in partial fulfilment Of the requirements for the degree of Master of Human Resource Management The Effectiveness of Cross-Cultural Training for Executives in Oil & Gas Companies within the Klang Valley ABSTRACT Cross-cultural interactions are rapidly increasing. Globalisation and cultural diverse communities
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Discuss the role of leaders and leadership in serving as effective change agents. Abstract Change has an important place in the study of organizational life. Whether a corporate giant or a small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to
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EMPLOYEE ATTITUDES AND JOB SATISFACTION Lise M. Saari and Timothy A. Judge This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Suggestions for practitioners are provided on how to close the gaps
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