Keeping Others in Mind: The Very Social Cognition of Asian Managers Zhixing Xiao* Steven K. Su** 1 Introduction Do we need a separate model of psychology to describe how Asians process information in the managerial context? Do Asian and Western managers evaluating the same business decision take fundamentally different paths and reach different conclusions? One view might hold that just as the rules of mathematics are identical in the East and West, the rules of analysis in business
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satisfying, which is held by many philosophers to be more important than moral conduct. Simply put, ethics involves learning what is right or wrong, and then doing the right thing -- but "the right thing" is not nearly as straightforward as conveyed in a great deal of business ethics literature. Most ethical dilemmas in the workplace are not simply a matter of "Should Bob steal from Jack?" or "Should Jack lie to his boss?" (Many ethicists assert there's always a right thing to do based on moral principle
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Conservationists have had a perpetual conflict with the government of the United States over the fast and rampant depletion of the earth's natural resources. They argue that the United States must reduce its consumption level significantly to rectify this problem. Which of the following, if true, would most strengthen the conservationists' argument? A) The United States has been conserving forests for several years. B) Most countries have not taken any measures to reduce their consumption levels of
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This page intentionally left blank. Praise for Becoming a Successful Manager “The authors make an anatomical evaluation of the practical dos and don’ts to becoming an outstanding manager. They create a powerful, easy-to-read text that will benefit managers at all levels. For organizations seeking to create competitive advantage through people development, the tenets and practical suggestions put forward become a living process and mandatory reading.” Dorset Sutton Vice President/Managing Director
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Frances Hesselbein, Frederick Smith, Lionel Tiger, Cynthia Tragge-Lakra, and Abraham Zaleznik r0111d What Titans Can Teach Us Richard S. Tedlow r0111e Best of HBR What Leaders Really Do John P Kotter . r0111f r0111g r0111h r0111j r0111k r0111l The Hard Work of Being a Soft Manager William H. Peace Leadership in a Combat Zone William G. Pagonis Leadership: Sad Facts and Silver Linings Thomas J. Peters The Work of Leadership Ronald A. Heifetz and Donald L. Laurie
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conditions, obtaining government approval for each product in each country and establishing local sales and distribution systems. Consequently, headquarters and subsidiaries jointly implement the company’s strategy. Building an organization that can meet this mission is tough. One standout that does is Johnson & Johnson (J&J). Since the start of its U.S. operations in 1886, J&J has evolved into the most broadly based health-care company in the world. International activity began in 1919 with J&J Canada
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their leaders. But that’s babysitting. Real leaders ask hard questions and knock people out of their comfort zones. Then they manage the resulting distress. The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie Included with this full-text Harvard Business Review article: 2 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 3 The Work of Leadership 14 Further Reading A list of related materials, with annotations to guide further
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Team Building Toolkit KEYS - Keys to Enhance Your Supervisory Success University of California, Berkeley Developed by Suzy Thorman and Kathy Mendonca Learning + Organizational Development Table of Contents Stages of Team Development ................................................................................................ 4 Team Building at a Glance ..................................................................................................... 5 How to Run Successful Team Building
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including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of HRM whether you intend to work in HRM or not, most of these elements will affect you at some point in your career. Either you will be working with some organizations or having people working for you, in both cases you will be dealing with people. To be understandable and lively means that we need to communicate you. We start every chapter with learning
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encompasses strategy, structure, and process changes e. all of the above ANS: e 2. Organization development distinguishes itself from organization change and change management by which of the following characteristics? a. addressing the effective sequence of leadership issues that produce organization improvements b. focusing narrowly on cost, quality, and schedule c. focusing on the transfer of knowledge and skills to help the system manage future change d. taking a broadly focused approach
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