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 94
... programs that piggyback on the e - mail network . Among the most common , and increasingly useful , are group scheduling , project manage- ment , and resource management tools - all essential aids for group coordination . Resource ...
... programs that piggyback on the e - mail network . Among the most common , and increasingly useful , are group scheduling , project manage- ment , and resource management tools - all essential aids for group coordination . Resource ...
Страница 119
... programs are focusing on leadership in global settings , international competitiveness , customer satisfaction , global team processes , and product quality . American universities have adapted their own business school programs to the ...
... programs are focusing on leadership in global settings , international competitiveness , customer satisfaction , global team processes , and product quality . American universities have adapted their own business school programs to the ...
Страница 120
... programs ) . But , as Christopher Bartlett , chairman of Harvard University's Inter- national Senior Management Program , says : “ The ethno- centric American view of doing business has to be broken down " ( Naik , 1993 , p . R - 12 ) ...
... programs ) . But , as Christopher Bartlett , chairman of Harvard University's Inter- national Senior Management Program , says : “ The ethno- centric American view of doing business has to be broken down " ( Naik , 1993 , p . R - 12 ) ...
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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