Organizational Culture as a Predictor of Job Satisfaction: The Case of Development Bank of Ethiopia By: Biniyam Teka A Project Submitted to School Of Commerce in Partial Fulfillment of the Requirements for Masters of Art Degree in Human Resource Management (HRM) Advisor: Tilaye Kassahun (PhD) Addis Ababa University School of Commerce Graduate Program February, 2012 Addis Ababa, Ethiopia Acknowledgment I would like to take the opportunity to sincerely thank those who helped me finish the research
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inclusive environment in which diverse skills, perspectives and backgrounds are valued. It is about understanding the individual differences in the people we work with that arise from a broad range of backgrounds and lifestyles, and recognizing the value of using those different perspectives, ideas and ways of working to enhance the quality and outcomes of work. Our diversity is shaped by a variety of characteristics including age, ethnicity, gender, disability, language, religious beliefs, life
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“Work Ethic: Do New Employees Mean New Work Values?” 2010 Journal of Managerial Issues, 22 (1), 10-34 Raymond K. Van Ness, Ph.D. State University of New York at Albany, Kimberly Melinsky, Ph.D. ABD, The College of Saint Rose, Cheryl Buff, Ph.D. Siena College, and Charles F. Seifert, Ph.D. Siena College ABSTRACT This study compares and contrasts the individual dimensions of work ethic of graduating college and university students to those of workforce professionals. The Multidimensional Work Ethic
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framework for the presentation, the essence will be ← Creativity of your idea(s) ← Focus of your plan(s) ← Differentiation of your strategy(ies) ← Attention-arresting presentation If deemed necessary, you can refer to the suggested scope of work for case presentation as follows: Each group should make use of the business theories, models and strategies learned so far (e.g. i. Hofstede Cultural Dimensions, ii. SRC, iii. different types of centrisms, iv. Porter’s
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INTERNATIONAL AND COMPERATIVE HUMAN RESOURCE MANAGEMENT ASSIGNMENT 1 INDIVIDUAL REPORT Module Leader: MOIRA CALVELEY Content * Introduction……………………………………………………………………..3 * Hofstede culture thoery…………………………………..……………….4 * Labour Laws……………………………………………………………………..7 * Trade Unions……….…………………………………………………………..8 * Conclusion……….………………………………………………………………9 * Reflection….…………………………………………………………………..10 * Appendix………………………………………………………………………12
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! “If I want you to like me, should I be like you or unlike you? The effect of prior positive interaction with the group on conformity and distinctiveness in consumer decision making.” ! Name: Lavinia Rusu Student ID: 4485335 ! ! Table of Contents ! 1. Abstract .....................................................................................2 2. Introduction ................................................................................3 3. Summary of Article .........................
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Executive Summery Introduction Mastek (UK) is operating in UK since 1993 as subsidiary of Mestek Limited; provide Global Technology Solutions which mainly focusing on the areas of Insurance, Institution of Government and public sector and other numerous financial sector services. By application of industrial expertise, broad capabilities and strategic alliances, Mastek (UK) able to offer different kind of integrated portfolios in IT products and related services. These services are
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difficult challenges to international negotiations, however, these may present instrumental opportunities for both parties if conducted properly. There are various elements that impact international communication and decision-making such as Hofstede’s dimensions of culture, cultural intelligence, leadership and negotiation. This paper will discuss these characteristics in relation to how an employee should prepare when joining a team of international negotiators. Leadership is an essential ingredient
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International Marketing The impact of culture on the quality perception of Private Labels, and the moderation effect of price promotion Table of Contents 1. Problem analysis 4 1.1 Current situation 4 1.2 Problem statement and research question 4 1.3 Theoretical background 5 2. Research 6 2.1 Research design 6 2.2 Data analysis and results 7 3. Conclusions, managerial implications, and limitations 10 4. References 12 5. Appendix 15 Appendix 1: Definitions 15 Appendix
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| In 1991 Jean Lave and Etienne Wenger defined a Community of Practice (CoP) as a group of people who share a craft and/or a profession (Lave & Wenger, 1991). This definition was further refined in 1998 by Wenger who identified three dimensions by which a community of practice defines itself by, namely what it is about, how it functions and what are its outputs (Wenger, Learning as a Social System, 1998). In the writers opinion there are three key factors involved to creating a community
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