AU/ACSC/0607C/97-03 UNDERSTANDING THE IMPACT OF CULTURAL DIVERSITY ON ORGANIZATIONS A Research Paper Presented To The Research Department Air Command and Staff College In Partial Fulfillment of the Graduation Requirements of ACSC by Maj Molly K. Moon March 1997 Disclaimer The views expressed in this academic research paper are those of the author(s) and do not reflect the official policy or position of the US government or the Department of Defense. ii Contents Page DISCLAIMER
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European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 4, No.4, 2012 www.iiste.org Analysis of the Factors that Affect Job Satisfaction: A Case Study on Private Companies Employees of Bangladesh Md. Rifayat Islam1* Md. Tauhid Rasul2 G. M. Wali Ullah3 1. 2. 3. Product Management Specialist, Grameenphone Ltd., GP HOUSE, Bashundhara, Baridhara, Dhaka-1229, Bangladesh. HR Professional, DIRD Group. MBA, University of Dhaka. PGDHRM, Bangladesh Institute of
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THE IMPACT OF TRAINING AND DEVELOPMENT ON WORKER PERFORMANCE AND PRODUCTIVITY IN PUBLIC SECTOR ORGANIZATIONS: A CASE STUDY OF GHANA PORTS AND HARBOURS AUTHORITY By Irene Ferguson Laing (BSc. ADMIN. HRM) A Thesis submitted to the Institute of Distance Learning, Kwame Nkrumah University of Science and Technology, in partial fulfillment of the requirements for the degree of COMMONWEALTH EXECUTIVE MASTERS OF BUSINESS ADMINISTRATION Institute of Distance Learning-KNUST June, 2009 1
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successfully integrate. This article tracks BenQ’s acquisition of Siemens, from the perspective of BenQ, through a qualitative case study. The analysis focuses mainly on culture and communication issues in what became an unsuccessful acquisition. The results indicate that the German Siemens and Taiwanese BenQ are different in important ways, from national culture to organizational culture. BenQ’s failed acquisition of the Siemens handset was a wakeup call, providing a valuable lesson to other companies
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T3 ORGANIZATIONAL CULTURE, SOCIALIZATION AND MENTORING Organizational Culture: Shared values and beliefs that underlie a company’s identity. Values: - Guide the organization’s thinking and actions. - Dimensions: Prosocial, Market, Financial, Achievement, Artistic - They define: * What metters: where people will spend time and energy * Actions: the way companies operate (decision-making criteria) Layers of Organizational Culture: 1) ESPOUSED VALUES (Core values and guiding
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meaning to their environment. The perception is important bcs – people’s behaviour is based on their perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviourally important. Why We Study Perceptions • We study this topic to better understand how people make attributions about events. • We don’t see reality. We interpret what we see and call it reality. • The attribution process guides our behaviour, regardless of the truth
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First_Pages Lut30352_ch01_001-030.qxd 8/7/09 3:26 PM Page 1 Part One Environmental and Organizational Context 1. 2. 3. 4. Introduction to Organizational Behavior: An Evidence-Based Approach Environmental Context: Globalization, Diversity, and Ethics Organizational Context: Design and Culture Organizational Context: Reward Systems 5 31 57 88 EVIDENCE-BASED CONSULTING PRACTICES A major component of the evidence-based theme of this text and the link to practice are these part openers
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mindset of the employees which forms the culture of the place. Organizations with majority of youngsters encourage healthy competition at the workplace and employees are always on the toes to perform better than the fellow workers. * The sex of the employee also affects the organization culture. Organizations where male employees dominate the female counterparts follow a culture where late sitting is a normal feature. The male employees are more aggressive than the females who instead would be caring
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Jack Lawler, a management trainer and consultant, was contacted by Richard Bowman, the industrial relations officer at B.R. Richardson Timber Products Corporation, in hopes of conducting a “motivation course” and improving morale within the plant. Lawler agreed to meet with Bowman and the company president, B.R. Richardson, to assess and diagnosis the lamination plant. Lawler found several problems that became evident after evaluating the plant. Motivation and morale were just two factors within
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Organizations Values & Ethics in Organizations Contents 1. Background 1 2. The Concept of Ethics and Values 1 2.1. Values 1 2.2. Ethics 1 2.3. Role of Leadership in Organizational Ethics and Values formation 1 2.3.1 Moral Spill-over Effect 1 2.4. Organisational Ethics 1 2.4.1 Basic Elements of Organizational Ethics 1 3 Motivation theories for building ethical organisations 1 3.1 Stakeholder Theory 1 3.2 Intrinsic and Extrinsic Motivation 1 3.3 Incentive Theory
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