Multicultural teams – curse or blessing? With this provocative question, Lianne Roembke presents in a rather drastic manner the spectrum of the possible outcomes of multicultural teamwork. What makes this remark so powerful is that it applies not only to missionaries (as originally implied by the author), but to any groups which may include members from several cultures or nations: diplomats, soldiers, consultants, marketers, sportspeople, flight attendants, scientists, or engineers. Indeed, managing multicultural teams can be a tightrope walk: on the one hand, when not handled properly, such teams can turn into extremely irksome stumbling blocks for a company or a project. Click here to read more…
A materials handling equipment manufacturing company has purchased a small electronic company. The electronic company designs both the software and hardware of computer system for running materials- handling vehicles. The cultures though being complimentary were found to be very different.
The parent company was a old traditional, third generation, family managed and single technology organization situated in a small town where as the subsidiary company was modern electronics company situated in California. The employees of the parent company were conservatives; old friends and second generation peoples whereas those of new company were technical people, entrepreneurs and modern. Click here to read more…
Derigo Consulting was commissioned by the multi-national corporation to organise a training weekend that would assess and improve selected managers skills in leadership, motivation and performance management. The chosen group of employees were high performers at middle and senior levels on a major Convergys account who managed between five and 50 people each and came from very diverse cultures and countries, including France, Budapest, Dubai, Norway and Finland. Derigo sourced a project with the Scottish Wildlife Trust which would involve the managers building a badger watching platform at the Falls of Clyde in New Lanark. Click here to read more…
Sony-Columbia Pictures: Lessons from a Cross Border Acquisition
The case discusses the acquisition of the US-based Columbia Pictures (now known as Sony Pictures Entertainment) by Sony Corporation, Japan. The case focuses on the various problems faced by SPE on account of poor corporate governance, mismanagement and differences between the Japanese and American management cultures, in the first five years after Sony’s acquisition of it.
It examines the various initiatives taken by Sony to revive the financial and business performance of SPE. The case explores the future of SPE in the light of its failure to realize the synergies identified prior to the acquisition, the highly risky movie business and impending problems at Sony’s electronics division. Click here to read more…
A Study about Information Politics and Information Culture
Abstract: This article introduces the concepts of information politics and information culture and presents a case study that explores these concepts. The literature from the areas of IS theory and organization theory that provides a backdrop to these concepts is discussed. A case of an organization that has characteristics of both small business and voluntary organization is presented as initial validation of the concepts of information politics and information culture. The case draws on a longitudinal interpretivist study and tracks a trajectory of organizational design, information politics, information culture, management and organizational performance over 25 months. The primary finding is that the organization studied exhibited two distinct information politics and information cultures, each related to different development phases—the era of clan and the era of teams.
Introduction: The purpose of this article is to explore issues of information politics (infopolitics, for short) and information culture (infoculture). The concepts of infoculture and infopolitics were introduced by Travica (2003) as part of an information view of organization (IVO). A fundamental assumption behind IVO is that classical views of organizations, such as cultural, political, and structural one, need to be applied directly to information (broadly conceptulized) and information technology (IT). (Note that the term information is used here in a broad sense to mean knowledge, organized/meaningful data or meaning, and data; when the phrase “information and knowledge” is used, “information” means “organized/meaningful data/meaning”). The corollary is that information and IT have a prominent cultural, political, and structural existence, which complements, influences, and is influenced by organizational culture, politics, structure, and other aspects. keep reading…
Study about Trends in Public Participation: Local Government Perspectives
Introduction: Enhanced public participation lies at the heart of the Labour government’s modernization agenda for British local government. As the white paper Modern Local Government: In Touch with the People states, ‘the Government wishes to see consultation and participation embedded into the culture of all councils and undertaken across a wide range of each council’s responsibilities’ (DETR 1998, para. 4.6).
Such bold statements suggest that the modernization programme is introducing fundamental change into local democratic practices: change which is addressed as much towards altering cultures and attitudes within local government as it is towards creating new opportunities for democratic participation. Yet the belief that local government should involve the public or ‘get closer to the community’ is hardly new. The history of British local government is littered with experiments in public participation and consultation (Gyford 1991; Burns et al. 1994; Stoker 1997). Keep reading…
Studies about Formal Model of Requirements
Abstract: This paper introduces a methodology to analyze the safety of timed discrete event systems. Our case-study is the level crossing, a critical component for the safety of railway systems. First, our goal is to take out the forbidden state highlighted by a p-time Petri net modelling. This model deals with the requirements of the considered system and has to contain all the constraints that have to be respected. Then we describe a process identified as a solution for the system functioning.
Introduction: This paper deals with the general problem of safety critical systems processing. The objective is to describe a methodological approach which proposes to use formal modelling in order to provide some tools for requirement engineering. In order to fulfill some needs in regards to the safety of railway systems, European specifications and standards are introduced and materialize in different practices and cultures. Thereby, for example, Technical Specifications for Interoperability are regulation texts approved by the European Union and which recommend the application. Keep reading..
A Study about Analysis of Organizational Culture and Structure as a Basis for the Implementation of Knowledge Management
In the commercial world of today Knowledge Management and Organizational Learning are supposed to be indispensable prerequisites for the competitive ability of companies. Organizational learning can be considered analogous to individual learning. It is based on individual learning processes and means a change of organizational structure and/or culture with the aim of surviving in the dynamic environment. Organizational learning should be systematic and should include all the people concerned. Managers, in particular, have the potential to change an organization and therefore they should act in an exemplary way.
Introduction: Today’s business is characterized by rapid technological developments, intensiﬁed terms of competition and self-changing values. Organisations can only remain competitive in this dynamic ﬁeld if they change. Therefore, a systematic interaction of both organisational learning and knowledge – known as knowledge management – has become an important matter for organisations. It seems that the existing structures and prevailing organisation cultures, in particular, have an essential inﬂuence on the success of these eﬀorts. This article shows that organisational learning can be undertaken in a deliberate way and that people play a leading part in this process. A case study illustrates and improves the theoretical comments and gives a lot of tips for real use. Keep reading..
Mars chocolate is one of the worlds leading chocolate manufacturers and employs more than 13,000 people across 110 sites worldwide. As market leaders in their industry, Mars is constantly in the spotlight. Being responsible in the way they conduct business is part of the reason they are in the highly regarded position that they are in today. The sourcing of cocoa however is currently one the greatest ethical dilemma’s facing not only Mars, but all chocolate companies all over the world.
The importance of international marketing ethics across cultures has been noted by a number of authors (Fletcher & Crawford, 2011; Armstrong & Sweeney, 1994; Singhapakdi, Rawwas, Marta & Ismail, 1999). For the leading chocolate company, Mars, effectively managing issues of marketing ethics is detrimental to the brand as it looks to internationalise into the Japanese market. This issue stems from recent investigations into the sourcing of cocoa from the Ivory Coast, the world’s largest cocoa producer, revealing many unethical practices at play. Click here to read more…
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“The problem with most organizations is that they are governed by mediocre ideas.” Retired Hanover Insurance CEO Bill O’Brien made this observation in Peter Senge’s book, The Dance of Change, and it remains as true as ever. In my almost 20 years of studying and consulting to organizations, as well as teaching executives, I’m constantly astonished at how bad ideas keep flowing into companies and take root, crowding out innovative thinking, damaging morale and creating enervating cultures of despair.
Why do people cling to weak ideas even when they have such destructive effects? Because they often don’t recognize how ill-conceived the ideas really are. Below are ten of the most common, bad ideas seen at work. Read more….