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. |
Из књиге
Резултати 1-3 од 58
Страница 107
... individual initiative , are likely to instruct a team to complete a particularly urgent task by approaching it through individual work assignments . This strategy could be counterproductive if the team includes members of cultures ...
... individual initiative , are likely to instruct a team to complete a particularly urgent task by approaching it through individual work assignments . This strategy could be counterproductive if the team includes members of cultures ...
Страница 115
... individual controller and aggregations of indi- vidual controllers , with impressive jumps in technical ca- pability to track individual flights and route them safely around each other . The tools available to individual controllers ...
... individual controller and aggregations of indi- vidual controllers , with impressive jumps in technical ca- pability to track individual flights and route them safely around each other . The tools available to individual controllers ...
Страница 132
... individual . High performance and innovation are more likely to arise from “ we ” than " me . " □ Set a pace you can maintain . Consistency creates trust , which is essential for leadership . In cross - cultural situations , managers ...
... individual . High performance and innovation are more likely to arise from “ we ” than " me . " □ Set a pace you can maintain . Consistency creates trust , which is essential for leadership . In cross - cultural situations , managers ...
Садржај
Fault Lines in the New Global | 1 |
Transcending | 35 |
Connections with Groupware | 74 |
Ауторска права | |
други делови (9) нису приказани
Чести термини и фразе
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