Globalwork: Bridging Distance, Culture, and TimeWiley, 1994 - 439 страница Provides practical answers to the most pressing questions faceddaily by today's global managers. Based on groundbreaking researchconducted by the Institute for the Future on behalf of suchorganizations as Apple Computer, AT&T, and American Express,this guide to the challenges of managing globally identifies thekey competencies that managers need to succeed in the globalworkplace. Get the practical answers to the most pressing questions faced bytoday's global managers. Based on groundbreaking research, thisguide identifies the key competencies managers need to succeed inthe global workplace. Get the practical answers to the most pressing questions faced bytoday's global managers. Based on groundbreaking research, thisguide also identifies the key competencies managers need to succeedin the global workplace. |
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Страница 140
... global teams is a key strategic decision . The challenge for top management is to some extent a challenge of vision : an ability to look across an entire global enterprise and construct a configuration of teams that sup- ports ...
... global teams is a key strategic decision . The challenge for top management is to some extent a challenge of vision : an ability to look across an entire global enterprise and construct a configuration of teams that sup- ports ...
Страница 144
... global team is another time constraint of almost equally daunting proportions . Global team leaders should therefore promise ( and provide ) at least as much access for their dis- persed team members as they would offer to colleagues lo ...
... global team is another time constraint of almost equally daunting proportions . Global team leaders should therefore promise ( and provide ) at least as much access for their dis- persed team members as they would offer to colleagues lo ...
Страница 156
... team make sense of information sharing , but they are absolutely essential for global teams . This design work should ideally be done in face - to - face meetings with plenty of space for large graphic displays ( Sibbet , 1993 ) ...
... team make sense of information sharing , but they are absolutely essential for global teams . This design work should ideally be done in face - to - face meetings with plenty of space for large graphic displays ( Sibbet , 1993 ) ...
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Fault Lines in the New Global | 1 |
Transcending | 35 |
Connections with Groupware | 74 |
Ауторска права | |
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action chains American Anglophones audio become behavior building Canada Canadian challenges collaboration communications companies competitive conferencing context corporate culture create cross-cultural cross-functional teams cyberspace decision develop distance distributed teams e-mail economy electronic English environment face-to-face meetings facilitation Francophones French functional global managers global teams globalwork goals graphic groupware hierarchical high-context cultures human important information flow information technology infrastructure issues Kevin Wheeler language Lin-Chen Wu low-context cultures ment Mexican Mexico Mexico City monochronic MUDs NAFTA National Semiconductor networks organizational organizations orientation participants percent personal computers perspective polychronic problems programs Quebec regional rela relationships Richard Safire role shared skills social culture stage strategies team leaders team members team's teamwork TelMex third-way tion tional tionships top management trust tural United users values virtual vision voice mail workers workflow workforce workplace