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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... look at the need for continual learning and a framework for applying the key leadership competency known as process facilitation : how to keep teams working together effectively toward a common goal when they span distance , culture ...
... look at the need for continual learning and a framework for applying the key leadership competency known as process facilitation : how to keep teams working together effectively toward a common goal when they span distance , culture ...
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... look at these dynamics later in the chapter . Just as a DOS system has trouble communicating with a Unix machine , so does the member of one primary culture have trouble getting through to another . Relationships are possible – but ...
... look at these dynamics later in the chapter . Just as a DOS system has trouble communicating with a Unix machine , so does the member of one primary culture have trouble getting through to another . Relationships are possible – but ...
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... Look , " said Guadalupe , chucking the manual into the wastebasket , " Let's just do it basically the same way we handled the branch in Monterrey , which worked out fine . And then when it's all done we can tell New York we did it their ...
... Look , " said Guadalupe , chucking the manual into the wastebasket , " Let's just do it basically the same way we handled the branch in Monterrey , which worked out fine . And then when it's all done we can tell New York we did it their ...
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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