Pokrewne
- Strona Główna
- Gayle Wald Crossing the Line, Racial Passing in Twentieth Century U.S. Literature and Culture (2000)
- James Clavell Krol szczurow
- Andrzej.Ziemiański Nostalgia.za.Sluag.Side.(PDF2)
- Jacqueline R. Kanovitz Constitutional Law, Twelfth Edition (2010)
- Aronson Elliot Psychologia spoleczna Serce i umysl
- Sapkowski Andrzej Wieczny ogien
- Eddings, Dav
- Lackey Mercedes Sluga Magii
- Wojciech SaA,ata Mechanika ogA3lna w zarysie
- Jerzy Pilch Pod mocnym aniolem
- zanotowane.pl
- doc.pisz.pl
- pdf.pisz.pl
- achtenandy.htw.pl
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., 260–261Inwood, Susie, 306–308McDonald’s, 6–7Ireland, 17Mechanics, empowered, 84–85Israel, 18MeetingsItalians, 185–188, 205face-to-face, 261–262hierarchical/egalitarian societies and, 88Japan, 101–102virtual global, 219–223eye contact in, 151Microsoft Corporation, 225–226facial expressions in, 149Middle Eastern societies, 150–151hierarchical/group-oriented culture of, 278–279eye contact in, 151Johnson, Johanna, 246, 250relationships in, 304–305standing close in, 152–153Katzenbach, Jon R., 247Momotaro, 101–102Knowledge process outsourcing (KPO), 236Monochronic cultures, 173–174, 181, 263Korean management style, 148Motivation/work-life balance, 69Kovach, John, 185–188, 287–288business impacted by, 209–212KPO.See Knowledge process outsourcingcountries approach to, 208–209country rankings/cultural profile of, 206Labor force, 15–16defining, 203, 205, 212Language, 155–157, 248global teams and, 259Latin America, 141, 283individualist cultures and, 207eye contact in, 151questionnaire, 64gestures in, 153status/balance in, 213women working in, 306–307Muhammad-Rosado, Nazma, 140–142, 249Leadership.See also Global managersMulticultural global teams, 244of global business, 290–293Multitasking, 263–264, 269, 271of global teams, 257–258Muslim countries, women and, 300–302, 304–305hierarchy and, 86–87Lenovo Group, 5–6Nonverbal communications, 147–153Lewicki, Roy J., 122–123businesses influenced by, 154–155Lincoln, Abraham, 79reading, 157The Little Engine That Could, 101silence used in, 154–155Live to work/work to live, 207–208Nuovo Pignone, 185–188, 287–288Low-context cultures, 146–147decision making process of, 186–187Low-status-attainment societies, 210–212high quality standards of, 185–186Low-time cultures, 28, 54, 170–173, 179, 180–181Lutz, Bob, 32Obama, Barack, 79OrganizationsManis, Dimitra, 209culture influencing, 9Mark, Reuben, 316customer expectations and, 8–9I N D E X345group focus/affiliation expected from, 104–105Russia, fact-based approach in, 319intellectual prowess of, 10–11RW3 LLC, 81, 171, 307Outsourcing, 236Sales strategy, 114–116Performance appraisals, 287–289Sawadogo, Geremie, 174, 282Personal cultural profile, 57, 58, 230Schrempp, Jürgen, 25, 29change tolerance and, 190Security issues, of women, 307–308communication styles and, 144Senge, Peter, 234egalitarian/hierarchicalism in, 78Settle-Murphy, Nancy, 265group focus and, 99Seven cultural dimensions, 20, 58motivation/work-life balance in, 206CW Model as, 34–35relationships in, 118CW Model defining, 53–55, 69–70time orientation and, 168global mindset and, 224–225Personal cultural style, 55–58team behavior influenced by, 245–246Personal life, 207–208team diversity influenced by, 249Personal space, 151–153unique country stories and, 232Personal strategies, cultural, 232–233Shaw, George Bernard, 155Personal styles, 57Shearer, Carrie, 300, 302–303Polychronic cultures, 173–174, 181, 261Silence, 154–155Puscher, Anke, 113–117, 241Six Sigma quality management, 186, 199Six-step management improvement process, 175Relationship-based approachSmith, Douglas K., 247of Chinese, 116Social interactions, 124–125friendships important in, 125Social ranking, 79–80global teams and, 242, 254Societies [ Pobierz całość w formacie PDF ]
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., 260–261Inwood, Susie, 306–308McDonald’s, 6–7Ireland, 17Mechanics, empowered, 84–85Israel, 18MeetingsItalians, 185–188, 205face-to-face, 261–262hierarchical/egalitarian societies and, 88Japan, 101–102virtual global, 219–223eye contact in, 151Microsoft Corporation, 225–226facial expressions in, 149Middle Eastern societies, 150–151hierarchical/group-oriented culture of, 278–279eye contact in, 151Johnson, Johanna, 246, 250relationships in, 304–305standing close in, 152–153Katzenbach, Jon R., 247Momotaro, 101–102Knowledge process outsourcing (KPO), 236Monochronic cultures, 173–174, 181, 263Korean management style, 148Motivation/work-life balance, 69Kovach, John, 185–188, 287–288business impacted by, 209–212KPO.See Knowledge process outsourcingcountries approach to, 208–209country rankings/cultural profile of, 206Labor force, 15–16defining, 203, 205, 212Language, 155–157, 248global teams and, 259Latin America, 141, 283individualist cultures and, 207eye contact in, 151questionnaire, 64gestures in, 153status/balance in, 213women working in, 306–307Muhammad-Rosado, Nazma, 140–142, 249Leadership.See also Global managersMulticultural global teams, 244of global business, 290–293Multitasking, 263–264, 269, 271of global teams, 257–258Muslim countries, women and, 300–302, 304–305hierarchy and, 86–87Lenovo Group, 5–6Nonverbal communications, 147–153Lewicki, Roy J., 122–123businesses influenced by, 154–155Lincoln, Abraham, 79reading, 157The Little Engine That Could, 101silence used in, 154–155Live to work/work to live, 207–208Nuovo Pignone, 185–188, 287–288Low-context cultures, 146–147decision making process of, 186–187Low-status-attainment societies, 210–212high quality standards of, 185–186Low-time cultures, 28, 54, 170–173, 179, 180–181Lutz, Bob, 32Obama, Barack, 79OrganizationsManis, Dimitra, 209culture influencing, 9Mark, Reuben, 316customer expectations and, 8–9I N D E X345group focus/affiliation expected from, 104–105Russia, fact-based approach in, 319intellectual prowess of, 10–11RW3 LLC, 81, 171, 307Outsourcing, 236Sales strategy, 114–116Performance appraisals, 287–289Sawadogo, Geremie, 174, 282Personal cultural profile, 57, 58, 230Schrempp, Jürgen, 25, 29change tolerance and, 190Security issues, of women, 307–308communication styles and, 144Senge, Peter, 234egalitarian/hierarchicalism in, 78Settle-Murphy, Nancy, 265group focus and, 99Seven cultural dimensions, 20, 58motivation/work-life balance in, 206CW Model as, 34–35relationships in, 118CW Model defining, 53–55, 69–70time orientation and, 168global mindset and, 224–225Personal cultural style, 55–58team behavior influenced by, 245–246Personal life, 207–208team diversity influenced by, 249Personal space, 151–153unique country stories and, 232Personal strategies, cultural, 232–233Shaw, George Bernard, 155Personal styles, 57Shearer, Carrie, 300, 302–303Polychronic cultures, 173–174, 181, 261Silence, 154–155Puscher, Anke, 113–117, 241Six Sigma quality management, 186, 199Six-step management improvement process, 175Relationship-based approachSmith, Douglas K., 247of Chinese, 116Social interactions, 124–125friendships important in, 125Social ranking, 79–80global teams and, 242, 254Societies [ Pobierz całość w formacie PDF ]