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 62
... relationship Strong tendency to build lifetime relationships control of the present and future . Americans , by contrast , have a greater sense of control over present and future events . Business Implications . Like context , time is a ...
... relationship Strong tendency to build lifetime relationships control of the present and future . Americans , by contrast , have a greater sense of control over present and future events . Business Implications . Like context , time is a ...
Страница 63
... relationships that offer this orientation - even over other factors including competitiveness . Monochronic cultures often value relationships according to more practical , future- oriented criteria - and even discard relationships that ...
... relationships that offer this orientation - even over other factors including competitiveness . Monochronic cultures often value relationships according to more practical , future- oriented criteria - and even discard relationships that ...
Страница 278
... relationships . Self - managed teams are common . Team leadership is often rotated . None of this comes naturally to Mexicans , given their preference for hierarchical and one - on - one relationships . Typ- ically , team members spend ...
... relationships . Self - managed teams are common . Team leadership is often rotated . None of this comes naturally to Mexicans , given their preference for hierarchical and one - on - one relationships . Typ- ically , team members spend ...
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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