Post Event Report : “Ethics in the Workplace” Panel Discussion Event 11th October 2011 at Accenture, London EC3M 3BD Report By: Manisha Dahad, Centre for Social Brilliance, manisha@socialbrilliance.org Vinay Gulati, Spinlondon Network Limited, vinay.gulati@spinlondon.co.uk Introduction Spinlondon Network Limited conducted an interactive Workshop on Ethics in Business in August 2010, which was very successful. A year later in August 2011, on popular demand, Spinlondon organised a Round-Table
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country (non-EU member state), through a review of the current literature on cross-cultural offshoring management, Hofstede’s cultural dimensions and gamification. The methods of analysis used, include a comparative analysis between UK’s culture and Indian culture. The results of the research illustrate that considerable
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Section 1 Organizational Culture: set of artifacts, values and assumption that emerge from the interaction of organizational members Open social system operating a dynamic environment. CRITERIA to identify something as culture: 1. Deeply felt or held 2. Commonly intelligible 1. Accessible to a cultural group Organization = Ordered and purposeful interaction among people. Purposeful, because its members produce (supero-rdinative) goal-directed activities. Organizational communication
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1. Mission 3 2. Objectives 3 3. Strategies 3 4. Policies 3 II. Corporate Governance 3 ♣ Board of Directors 3 ♣ Top Management 4 ♣ Shareholders 4 III. External Environment: Opportunities and Threats (SWOT) 4 ♣ Societal Environment (P.E.S.T Factors) 4 1. Political - Legal Factors 4 2. Economic Factors 4 3. Socio-cultural Factors 4 4. Technological Factors 4 ♣ Task Environment (Industry) 4 Porter’s Approach 4 1. Threat of New Entrants
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Describe how technology is changing HRM • Identify significant changes that have occurred in workforce composition • Describe the HRM implications of a labor shortage • Describe how changing skill requirements affect HRM • Explain why organizational members focus on quality and continuous improvements • Describe work process engineering and its implications for HRM • Identify who makes up the contingent workforce and the HRM implications • Define employee involvement and list its critical
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cities` has been carried out in four sections. The first section discusses the aspect of culture in general from which the latter sections will be referring to. The second, third and fourth sections address the questions raised for the case study. It will be noted that the first and second sections carry the bulk of the paper as the remaining sections will be referencing to the first two. Section 1 "Culture is the collective programming of the mind that distinguishes the members of one group or
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external and internal analysis will be presented. A STEEP analysis will be studied and human resource management for Poland will be discussed in detail. Following the external and internal analyses, an interpretation of the cultural norms in Canada vs Poland will be
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will be discussed in detail. Following the external and internal analyses, an interpretation of the cultural norms in Canada vs Poland will be examined in the form of a cultural comparison. The cultural comparison is significant in determining family closeness, trust issues, motivation behind employees, issues related to leadership, motivation, group work, organizational culture, communication preferences, and negotiation style. Moreover, the management styles in both Poland and Canada will be contrasted
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www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business
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The goal of this special issue is to move beyond this narrow focus at the enterprise level and situate HRM within wider economic, organizational, political and institutional contexts. HRM differs across countries but to date the comparative literature has tended to focus on cultural issues. Research that systematically analyzes socio-economic, institutional and societal contexts and their impact on HRM remains underdeveloped and there is a significant opportunity for work which draws on theory from
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