Reflections On Doing Business In China A Case Study

Feb 12, 20101 like1,576 views

The document summarizes a case study about doing business in China. It discusses China's rapidly growing economy and changing culture with young decision makers. It reflects on Chinese attitudes like having "no problem" and emphasizing individual initiative and strong work ethic. It then compares the concepts in the case study to course materials on negotiation techniques and managing cross-cultural differences when dealing with Chinese business partners. It discusses strengths and weaknesses of only having the perspective of a small business CEO and notes potential biases. It highlights the importance of formal and informal relationships, Chinese social etiquette, and use of smiling and laughter in business.

Reflections on Doing Business in China: A Case Study Christian Fanning Comm 4315 Sept. 26 th 08 Chapter 5: Negotiation & Decision Making

Nothing like this has ever happened before. A nation with a fifth of the world’s population has a bad 500 years. It is humiliated by barbarians; it lacerates itself; it sinks from torpor to anarchy. And then, in the space of a few decades, it steps forward. Its economy grows at a rate for which the word miraculous seems modest. Its culture shows a new vitality. Its armed forces modernize. And the rest of the word watches, impressed and nervous at the same time, wondering if the new giant still seethes with resentment about the half millennium in which it was slighted. KENNETH AUCHINCLOSS, Newsweek

The Article at Hand Reflections on Doing Business in China

Summarize briefly the main argument/theory of the article and explain why it is relevant to the class topic.

China’s Growing Economy (construction) Rapid Change (foreign influence) Young Decision Makers (prospects) “ No Problem” Attitude (testing) Individual Initiative (mom and pop) Strong Work Ethic (family ties) Expectations of Rapid Growth (customizable) 7 Reflections

Compare/contrast theoretical concepts with course material /cases covered thus far .

12 Variables of Negotiation (Bases of trust, Value of time, Decision making system & Risk taking propensity 5 Stages (Preparation, Relationship Building, Exchanging Info, Persuasion & Consession/Agreement) Chapters 1-4 (PEST, Social Res & Ethics, Role of Culture & Communication) The Theory

Discuss strengths, weaknesses, omissions, assumptions and limitations of the article.

Perspective of a small business CEO Differences between small & large business Subjective nature of experience Personal Bias Positive Spin Author’s Intentions?? Shortfalls

The 3 Points to Remember FORMAL & INFORMAL RELATIONS (Guanxi) 2) CHINESE ETIQUETTE FOR SOCIAL FUNCTIONS (Confucianism) 3) SMILING & LAUGHTER (Face)

The 2 Major Conflicts The amount of detail the Chinese want about product characteristics 2) Their apparent insincerity about reaching an agreement

The document summarizes the key findings of a study by Jim Collins and his colleagues into what distinguishes good companies from great companies. They studied companies that underwent a transition from average to great between 1965-1995. They found five common patterns among the great companies: 1) They had level 5 leaders who were humble and focused on the company's success. 2) They got the right people on the bus first before deciding where to go. 3) Leaders confronted hard realities and had vigorous debates before making decisions. 4) Companies found their hedgehog concept - the one thing they could be best at. 5) Companies developed a culture of discipline focused on priorities.

Innovation Reading Club - Good to Greatgradiant

��

The document summarizes the key findings of a study by Jim Collins and his colleagues into what distinguishes good companies from great companies. They studied companies that underwent a transition from average to great between 1965-1995. They found five common patterns shared among the great companies: 1) having a level 5 leader, 2) getting the right people on the bus before deciding where to go, 3) confronting brutal facts, 4) understanding their hedgehog concept, and 5) cultivating a culture of discipline. The book provides chapters exploring each of these patterns in more detail.

Why (and how) Difference Matters NowJoe Gerstandt

��

1. The document discusses the importance of diversity and making the business case for diversity initiatives. It argues that diversity can provide competitive advantages like innovation and better problem solving. 2. It provides guidance on how to construct a business case, including identifying the proposed action, stakeholders, timeline, implementation plan, and value. Benefits, evidence, metrics, and stories should be included. 3. Strategies are suggested to integrate diversity into organizational culture and leadership to realize its full benefits. Resources on diversity and related topics are also listed.

Building a n16 b businessOlumide Olusanya

��

The document discusses building large businesses in Nigeria from scratch within 10 years. It presents a two-part presentation on entrepreneurism and the process of building businesses. The first part will define entrepreneurism and discuss if there is a process for it. The second part will examine if one can still build multi-billion naira businesses in Nigeria today through entrepreneurship within a decade, following a defined process. It provides context on entrepreneurs and startups, covering stages, processes, metrics, and factors like products, problems, execution, markets, and funding that entrepreneurs must consider.

CEG Advanced Manufacturing ConferenceTIMOTHY BURKE

��

This document provides information about Timothy J. Burke and his experience with lean production systems and leadership. It discusses Burke's background in executive management, principal investing, and investment banking. It also outlines Burke's experience working with numerous manufacturing companies and helping bring the Toyota Production System to Precision Valve & Automation. The document then discusses concepts of lean leadership, developing others, shared vision, and the importance of a bottom-up culture in lean production systems.

Entrepreneurship & start up managementVenkatesh Ganapathy

��

Question Bank for the subject: Entrpreneurship and Start-Up management. This will be useful for Question Paper setters as well as students. Students will get an idea of their preparedness for the examination. They can practice the answers to these questions. The students will also get some real world exposure and they can search for answers not just from Internet sources but also from books, business journals and research papers.

How Business Managers Think (for anthropologists and others)Mary Walker

��

This document provides a high-level overview of how business managers think using Bernard's QAME (Question, Assumptions, Methods, Evidence) model as a framework. It summarizes the key Question, Assumptions, Methods, and Evidence that characterize the professional worldview of US business managers. The presentation aims to encourage cross-disciplinary understanding and effective working relationships between business managers and other disciplines like anthropology. It briefly compares and contrasts the QAME of business management and anthropology to highlight some areas of difference in their orientations, outcomes sought, relationships to time, facts emphasized, and career requirements.

Dual Cycle Model of Innovation and Strategic ForesightGeofabrics Australasia Pty Ltd

��

Ever wondered why some organisations have the ability to re-invent entire industries, time and time again? Where does this source of continuous innovation and foresight come from? Ever considered that these organisations have two separate innovation cycles in motion? Good organisations are able to innovate and improve what they know. What the great organisations are able to achieve is the continuous ability to regenerate its own core strategies, based on what they don’t yet know, re-inventing entire industries along the way.

Case study international bussiness negotiationLaura Sotelo

��

This case study provides an opportunity for students to conduct an international business negotiation simulation. It involves negotiations between a Japanese automobile manufacturer called Nippon Automobile Corporation (NAC) and a US shipping company called US Shipping Lines (USSL) to transport NAC's vehicles from Japan to various locations in North America. Students are assigned roles on the negotiating teams for both companies. The case study aims to highlight cross-cultural considerations and teach negotiation skills. It requires students to research cultural factors, participate in negotiation sessions, and produce a signed contract outlining the agreement between the companies.

Negotiation Strategies: Using Game Theory and Decision Tree Analysis to Deter...brucelb

��

A detailed case study of how to use Negotiation Strategies, an application of Game Theory and Decision Tree Analysis to develop an optimum strategy for negotiating a settlement in litigation. We demonstrate a process that can: identify and assess negotiation risks; know whether th current Negotiation Strategy will fail in time to change it; and execute the most effective strategy to get the best possible outcome.

Negotiation - Case study- Carrefour & SonaeMª Luisa Pires

��

csx 2004_Bear_Stearns_Presentation-REF21834finance27

��

CSX operates the largest rail network in the eastern United States, covering over 23,000 route miles. It serves all major eastern markets and more ports than any other railroad. Earnings improvement stalled in 2003 as the operating ratio reached 88%. CSX is driving revenue growth and cost reductions in three key areas: revenue impacts, operating improvements, and organizational effectiveness. The Surface Transportation management reorganization reduced 900 positions for estimated annual savings of $90 million.

Case Bear Sterns: Stakeholders and NegotiationGabriel Porlan

��

The document summarizes the evolution of stakeholder analysis theories and their application in negotiations, using the Bear Stearns case as an example. It discusses early stakeholder analysis models from the 1930s to the 1980s and how later theorists combined these approaches. When applying the theories to the Bear Stearns negotiations in 2008, key stakeholders included Bear Stearns management, potential buyers, shareholders, and the government. A qualitative analysis of stakeholders' interests and emotions was most important when seeking an agreement to sell Bear Stearns to JPMorgan Chase.

Institutions for film. (the dark knight rises and the Texas chainsaw massacre)Catlinsmells

��

Christopher nolanservais_coulber

��

Christopher Nolan is a renowned director born in 1970 who has directed some of the most successful blockbuster films over the past 15 years. Some of his most notable films include The Dark Knight Rises and Inception, both of which are typical thriller films that use conventions like violence and suspenseful elements. Nolan is known for directing films with philosophical themes and characters whose fates are left open to interpretation.

Negotiation Case Value: Decision Trees in MediationJohn DeGroote

��

The document discusses using decision trees in mediation to help parties evaluate different outcomes of a lawsuit. It defines a decision tree as an illustration showing possible outcomes and helps parties assess costs, risks, and benefits. Decision trees provide an alternative perspective on a case by considering events, contingencies, probabilities, timelines, and costs. They can help parties, counsel, mediators, and others evaluate what "unlikely" outcomes might mean. The document outlines how to create a decision tree and responds to potential criticisms of using them.

Les clefs de la réussite d’une joint-venture, Fusion-acquisition - Les Echos ...iohann Le Frapper

��

Nokia - Selling & NegotiationRohit Dhoundiyal

��

Nokia began as a paper manufacturing company in 1865 and eventually expanded into electronics. It entered the Indian market in 1994 but faced competition from other global players. Nokia succeeded due to its focus on distribution, manufacturing investments, and building its brand. By 2011, facing threats from Android and iPhone, Nokia partnered strategically with Microsoft to develop new smartphones and drive the Windows platform forward in exchange for billions of dollars, combining their complementary assets.

Kodak revampmilan agrawal

��

This document summarizes a marketing research project exploring opportunities to revamp Kodak's digital camera business. It provides background on Kodak's history and decline due to failing to transition from film to digital. A survey was conducted to understand customer preferences and willingness to pay for Kodak and competitors' cameras. Regression analysis found relationships between features like megapixels, price, and battery life with willingness to pay for Kodak. The proposed solutions are improving Kodak's brand image, offering complementary products, and extended warranties to attract customers.

Blockbuster Videos - Failure Case study v4.0Raghu Vamsy Sirasala

��

This document provides a case study on the rise and fall of Blockbuster Videos Inc. It discusses how Blockbuster was founded in 1985 and became very successful by the late 1980s under new management led by Wayne Huizenga. However, Blockbuster then faced challenges in the 1990s and 2000s from new competition like Netflix that offered online DVD rentals. Blockbuster was slow to adapt to digital media and online streaming. It filed for bankruptcy in 2010 after failing to keep up with changes in consumer behavior and new technologies that disrupted the video rental industry.

Corporate Strategy: A Business Case On Roy Rogers AcquisitionKenoma Agbamu

��

IMASCO Limited acquired Roy Rogers restaurants in 1990 as part of its diversification strategy. By 1990, IMASCO had diversified away from its original tobacco business and had four main business segments: tobacco, finance, fast food, and drugs. The acquisition of Roy Rogers, a major U.S. hamburger chain, allowed IMASCO to expand further into the fast food industry in line with its goal of becoming a broadly based North American consumer products and services company.

Wal mart study caseYusmin Jaffar

��

The document discusses strategies for Walmart and Sam's Club to increase same-store sales, including maintaining strong services/products, expanding programs for different segments, and implementing proposed strategies like mimicking competitors and appealing to different customer types. It also provides recommendations in response to various questions about Walmart's international expansion, strategies for different store formats, and ways to restore its reputation through sustainability and community efforts.

SharePoint 2013 Case Study - Creating Prescient's Social IntranetPrescient Digital Media

��

In this interactive webinar, Prescient showcases its new intranet built in SharePoint 2013 by Prescient's implementation division, Social Business Interactive. This webinar is a preview of the full presentation which will be delivered at the 2013 Intranet Global Forum. View the recording here: http://www.prescientdigital.com/articles/articles/view-sharepoint-2013-case-study-creating-prescients-social-intranet

Tata motor case (Singur)vikashsaini78

��

This document provides a timeline of events related to the Tata Motors land acquisition case in Singur, West Bengal, India. Key details include: - In 2006, the West Bengal government offered Tata Motors land in Singur to build a new car factory, promising jobs. Over 11,000 small landholders were affected, with many refusing compensation. - From May to September 2006, protests by farmers against the forced land acquisition intensified, with some being assaulted by police. By late 2006, the government claimed most land was acquired voluntarily, but admitted in 2007 that only 30% of owners consented. - Production began in 2008 but continued protests and harassment of Tata staff led the company to announce

Negotiation for Fun and Profit: A Practical GuideMaRS Discovery District

��

Part of the CIBC Presents Entrpreneurship 101 lecture series. For more information including a session webcast, visit: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/negotiations-11052008.html The art of effective negotiation; how to build lasting agreements without becoming either a bully or a wimp. The art of negotiation touches every aspect of our lives -- we routinely negotiate with our spouses, our children, our landlord, our employer, and so on. It is equally important in business -- we negotiate with our customers, our suppliers and our investors. This lecture, \"Negotiation for Fun and Profit,\" is given by Michael Erdle, managing partner of Deeth Williams Wall. Michael is a specialist in mediation and arbitration and gives a thorough grounding in the basics of negotiating skills. Case studies focus on issues situations most entrepreneurs will face: research projects, starting a business venture, obtaining investors and licensing a product or invention.

political behavior-organisational politics,discretionary behavior,defensive b...hari krishnan.n

��

TOP MANAGEMENT TEAM COMPOSITION ON INDONESIAN BANKING CASE STUDY: BANKS IN 10...Joy Elly Tulung

��

Strategic Blunder of Blackberrysasi_skv

��

This document presents a case study on the strategic blunder of Blackberry that led to its downfall. It provides an introduction to Blackberry's evolution and glory as the pioneer of wireless email devices. However, Blackberry failed to anticipate the smartphone revolution and the rise of the app economy dominated by iPhone and Android devices. It did not respond quickly to the changing needs of consumers and launched an inferior touchscreen device late. As a result, Blackberry lost much of its market share. The document outlines recommendations such as focusing on security, marketing, entering new sectors, and improving customer service for Blackberry to stage a turnaround.

Strategic Leadership ModeleKindling.org

��

Leadership and management [june 2016]Michael Netzley, Ph.D.

��

The document provides an agenda and overview for a presentation on leading practices in leadership and management. The presentation covers the differences between leadership and management, management essentials like agenda setting and network building, an example case study, leadership essentials on influence without authority and building a talent pipeline, and introducing a simple strategy framework. The presenter is then introduced, including their background and experience working with various clients. [/SUMMARY]

More Related Content

Viewers also liked (20)

Case study international bussiness negotiationLaura Sotelo

��

Negotiation Strategies: Using Game Theory and Decision Tree Analysis to Deter...brucelb

��

Negotiation - Case study- Carrefour & SonaeMª Luisa Pires

��

csx 2004_Bear_Stearns_Presentation-REF21834finance27

��

Case Bear Sterns: Stakeholders and NegotiationGabriel Porlan

��

Institutions for film. (the dark knight rises and the Texas chainsaw massacre)Catlinsmells

��

Christopher nolanservais_coulber

��

Negotiation Case Value: Decision Trees in MediationJohn DeGroote

��

Les clefs de la réussite d’une joint-venture, Fusion-acquisition - Les Echos ...iohann Le Frapper

��

Nokia - Selling & NegotiationRohit Dhoundiyal

��

Kodak revampmilan agrawal

��

Blockbuster Videos - Failure Case study v4.0Raghu Vamsy Sirasala

��

Corporate Strategy: A Business Case On Roy Rogers AcquisitionKenoma Agbamu

��

Wal mart study caseYusmin Jaffar

��

SharePoint 2013 Case Study - Creating Prescient's Social IntranetPrescient Digital Media

��

Tata motor case (Singur)vikashsaini78

��

Negotiation for Fun and Profit: A Practical GuideMaRS Discovery District

��

political behavior-organisational politics,discretionary behavior,defensive b...hari krishnan.n

��

TOP MANAGEMENT TEAM COMPOSITION ON INDONESIAN BANKING CASE STUDY: BANKS IN 10...Joy Elly Tulung

��

Strategic Blunder of Blackberrysasi_skv

��

Case study international bussiness negotiationLaura Sotelo

��

Negotiation Strategies: Using Game Theory and Decision Tree Analysis to Deter...brucelb

��

Negotiation - Case study- Carrefour & SonaeMª Luisa Pires

��

csx 2004_Bear_Stearns_Presentation-REF21834finance27

��

Case Bear Sterns: Stakeholders and NegotiationGabriel Porlan

��

Institutions for film. (the dark knight rises and the Texas chainsaw massacre)Catlinsmells

��

Christopher nolanservais_coulber

��

Negotiation Case Value: Decision Trees in MediationJohn DeGroote

��

Les clefs de la réussite d’une joint-venture, Fusion-acquisition - Les Echos ...iohann Le Frapper

��

Nokia - Selling & NegotiationRohit Dhoundiyal

��

Kodak revampmilan agrawal

��

Blockbuster Videos - Failure Case study v4.0Raghu Vamsy Sirasala

��

Corporate Strategy: A Business Case On Roy Rogers AcquisitionKenoma Agbamu

��

Wal mart study caseYusmin Jaffar

��

SharePoint 2013 Case Study - Creating Prescient's Social IntranetPrescient Digital Media

��

Tata motor case (Singur)vikashsaini78

��

Negotiation for Fun and Profit: A Practical GuideMaRS Discovery District

��

political behavior-organisational politics,discretionary behavior,defensive b...hari krishnan.n

��

TOP MANAGEMENT TEAM COMPOSITION ON INDONESIAN BANKING CASE STUDY: BANKS IN 10...Joy Elly Tulung

��

Strategic Blunder of Blackberrysasi_skv

��

Similar to Reflections On Doing Business In China A Case Study (20)

Strategic Leadership ModeleKindling.org

��

Leadership and management [june 2016]Michael Netzley, Ph.D.

��

Sholto In Chinasholtohughes

��

The document provides an overview of Sholto's experience studying and interning in China. It discusses his observations of Chinese culture, including concepts like guanxi (relationships/connections), face, and differences between generations. It also summarizes his coursework at Zhong Shan University and internship experiences in Shanghai and Paris, noting cultural differences that influenced the work environments. Overall, Sholto learned about cultural sensitivity and the importance of relationships from his time in China.

Why (and how) Difference Matters NowJoe Gerstandt

��

B329 PPP week.1 LEADERSHIP THORIES COUREYacobFarajat

��

BUS 250Week 5Week 5 Instructor GuidanceBUS 250 Co.docxcurwenmichaela

��

BUS 250 Week 5 Week 5 Instructor Guidance BUS 250: Corporate & Social Responsibility BUS 250 Week 5 BUS 250 Course learning map Week 1: Society and the Organization Week 2: The Global Community and the Equitable Workplace Week 3: The Organization’s Environmental Impact Week 4: Internal Issues Week 5: Social Media, Philanthropy, and Ethical Dilemmas 3 Week 5 Learning ActivitiesTaskDescriptionDueDiscussion #1:Social MediaThurs, Day 3Discussion #2:Corporate PhilanthropyThurs, Day 3Final PaperOrganization Ethical DilemmasMon, Day 7 Assigned ReadingDescriptionSource Text: Chapter 10Leadership Challenges and Opportunities (Hammond & Christensen, 2016)Article: Matthew & HeimerMatthews, C., & Heimer, M. (2016). The 5 biggest corporate scandals of 2016. Retrieved from http://fortune.com/2016/12/28/biggest-corporate-scandals-2016/ Article: ShenShen, L. (2017). The 10 biggest business scandals of 2017. Retrieved from http://fortune.com/2017/12/31/biggest-corporate-scandals-misconduct-2017-pr/ 4 Week 5: Important notes Written Assignment: Note the page requirement of 8-10 pages Note resource requirements of at least four scholarly sources (in addition to text) Note point value for this assignment! Don’t forget your end of course survey! LATE WORK is not permitted in week five! 5 This week you will learn to: Evaluate the free speech of employees when giving opinions about their employers in a public forum. Analyze how companies can direct their giving strategically. Synthesize previous learning outcomes in a final project Week 5 Learning Objectives 6 Chapter 10 Leadership Challenges & Opportunities Concepts Leadership as Monarchy and Divine Right Great Man Theory Trait Theories Behavioral Theories Process Theories Challenges Waste Reduction Social Equality (Hammond & Christensen, Chapter 10 , 2016) 7 Trait theory There are several trait theories. Two of the most popular are Big Five Sixteen Personality Factor Model The big five personality theory was developed by McCrae (Westerhoff, 2008). The five factors are extroversion, openness, agreeableness, conscientiousness, and neuroticism (Westerhoff). Based on how high an individual scores in each category, the trait theory can be used to describe personality. For example, a successful salesperson would likely score high in extroversion. Extroversion includes three measures: communicativeness, initiative, and cheerfulness. High openness scores are often seen in artists. Openness includes creativity and novelty. A good example of someone who should have a high agreeableness factor is an elementary school teacher. Agreeableness includes empathy, warmth, and friendliness. Those with high levels of conscientiousness include scientists and accountants. Conscientiousness factors include discipline, trust, and motivation. The final factor is neuroticism. This factor measures emotional stability. Individuals how score high in neuroticism are anxious, inhibited,.

six-paradoxes_brochure.pdfkarikalcholanmayavan1

��

The document outlines six paradoxes of leadership that leaders must navigate in today's complex world: globally-minded localist, high-integrity politician, humble hero, strategic executor, tech-savvy humanist, and traditioned innovator. It explains each paradox, how the elements seem contradictory yet are interrelated, and how leaders must balance both aspects to be effective. Mastering these paradoxes is critical for leaders to address urgent global challenges and create positive change.

Detailed Individual Assignment FormatLecture of 22nd February .docxsimonithomas47935

��

Detailed Individual Assignment Format Lecture of 22nd February 2016 General Information “The issue of linking the character traits of an individual to the success of a business – picking winners – needs to be approached with caution.” Burns P (2011, pg 34) Entrepreneurship & Small Business, Palgrave Macmillan 3rd edition Select an ‘entrepreneur’ and analyse their entrepreneurial journey, from the conception of the initial idea through to start-up & ‘growth’. Discuss, with examples, whether or not your analysis supports Burns assertion. Based on your analysis, what do you personally conclude about creating a successful new venture and entrepreneurial success? Part 1: Select an ‘entrepreneur’ and analyse their entrepreneurial journey, from the conception of the initial idea through to start-up & ‘growth’. (Approx 300 words) Discuss, with examples, whether or not your analysis supports Burns assertion. Part 2 Internal (Endogenous)factors for his success (Approx 400 words) Part 3 External (Exogenous) factors for his success(Approx 400 words) Based on your analysis, what do you personally conclude about creating a successful new venture and entrepreneurial success? �� Part 4 (Approx 400 words) Reasons for a successful enterprise Saras Saraswathy entrepreneurship For general Introduction: Some interesting definitions An entrepreneur is someone who perceives an opportunity and creates an organisation to pursue it. Bygrave (1997) Use an interesting description or two like this and highlight it. An Entrepreneur is a person who identifies and starts a business venture, sources and organizes the required resources, and takes both the risks and rewards associated with the venture. 1974 Borland talked about entrepreneurs having Internal locus of control 1979 Kirzner talked of them as arbitrageurs - ability to spot opportunities Part 1 Select an ‘entrepreneur’ and analyse their entrepreneurial journey, from the conception of the initial idea through to start-up & ‘growth’. A Chart to save word length on the Entrepreneur’s Journey. (This is a rough draft; you can do it much better!) Part Two Endogenous factors Locus of Control Internal locus of control - Individuals who believe themselves to be in control of their own destiny External locus of control - People who believe that their lives are dominated by chance events outside their own control or powerful people i.e. “fate” controls their destiny. 14 Core and Desirable Attributes CORE ATTRIBUTES Commitment & Determination Leadership Opportunity Obsession Tolerance of Risk Ambiguity & Uncertainty Creativity, Self-Reliance and Adaptability (Water Logic) Motivation to Excel DESIRABLE ATTRIBUTES Energy, Health, and Emotional Stability Values Capacity to Inspire Creativity & Innovativeness Intelligence THE NON-ENTREPRENEURIAL ATTRIBUTES Being Macho Perfectionist Impulsiveness Being anti- authoritarian Counter/dependency Knows .

Defining and Harnessing Plurality of Thought for the Digital AgeCognizant

��

The Glass Castle Essay. . NYTimes Best Seller - The Glass Castle - Test, Essa...Sara Carter

��

Integral Business Architecture by Robinson RoeRobinson Roe

��

This document introduces the concept of an Integral Business Architecture, which is a theory of a perfect organization based on mapping academic research on individual, cultural, and organizational development onto Ken Wilber's Integral model. The Integral Business Architecture is described as a framework to discuss theories and models in business. The document provides background on business success stories and failures. Research has shown that decisions leading to company failures were often made when those companies were highly successful. Additionally, past success can lead to overconfidence and an inability to see risks. The Integral Business Architecture is proposed as a way to review principles and steps for success outlined in various business books and models, by applying the lens of individual, cultural, and organizational development levels. This

The War For Diverse Talent Executive SummaryRaj Tulsiani

��

This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.

Nice Model, But What Is The Evidence?Center for Evidence-Based Management

��

Key Note of the EHMA 2016 Annual Conference in Porto In this key note, Rob Briner and Eric Barends from the Center for Evidence Based Management will discuss the basic principles of EBMgt and consider why while most people agree with the principles of EBMgt, few organisations are able to take advantage of its potential benefits. Utilising interactive social media tools Rob and Eric will demonstrate how EBMgt can be used to separate the wheat from the chaff.

© 2016 Laureate Education, Inc. 1 of 3 SOCW 6301 W.docx

��

© 2016 Laureate Education, Inc. 1 of 3 SOCW 6301: Week 10 Assignment Guidelines Quantitative Article Review and Critique In approximately 7-10 pages (including title page and references), address the following questions. Title  After reading the entire article, do you think the title adequately describes the study? Does the title catch your attention? Please explain. Abstract  Does the abstract contain the recommended content (see “Abstract,” pp. 314, in Yegidis et al.)? How difficult do you think it is to summarize so much information in 150–250 words? Please explain. Introduction  Why did the authors conduct this study and write this article? What was the problem of interest or concern? Be specific. Use quotes and paraphrases with citations. What audience might be interested in this study?  Do you feel the problem is significant enough to warrant a journal article? Did you have a “so what” reaction? If so, why do you think it was accepted for publication? Please justify your position.  To what extent does the literature presented in the introduction help you understand the problem? How does the literature reviewed put the problem in context? Be specific.  Does the researcher indicate how this research is different from and/or similar to earlier ones reported in the literature? Summarize what this article intends to add to the knowledge base.  Do the authors state their research questions and/or hypotheses? What are the hypotheses or focused research questions? Methods  What specific quantitative method is used? How does a quantitative research design correspond with the research questions or hypotheses? Can you determine whether the design was appropriate? © 2016 Laureate Education, Inc. 2 of 3 To what extent can the design answer the research questions or address the stated hypotheses? Elaborate.  What were the variables under study? If relevant, identify the main dependent and independent variables. If not relevant, why are there no dependent and independent variables? What instruments or observations were used in the research? Explain why you do, or do not, think that the methods used to collect the data are described clearly enough to allow for replication. Be specific and please elaborate.  Explain whether or not information was provided concerning the reliability and validity of these instruments or observations. Was this information adequate? How does the presence or absence of information about reliability and validity affect your confidence in the quality of the study? What have the authors done to address or strengthen internal validity? Be specific. Sample  How were the participants recruited or selected for the study? What sampling strategy was used? Is the sample large enough to address the hypotheses and research questions? Did the author(s) offer any justification for the sample size? Are you satisfied with the in.

Making Differences MatterMegan Jones

��

The passage discusses two paradigms - the traditional paradigm and a new paradigm. The traditional paradigm views special education through a mechanistic lens, breaking down skills into simple tasks and focusing on quantity over quality. An example is task analysis and skill training. The new paradigm being proposed focuses on openness, eliminating boundaries, and voluntary knowledge sharing, adapting techniques from open online platforms. It argues the current education system only prepares students for industrial labor and needs to change to equip students for today's technological world.

Avoid Bad Meetings: Understand Cultural Differences of Time, Hierarchy and De...Centerfor HCI

��

Entrepreneurship as an instructional modellmittler

��

This document provides an overview of entrepreneurship as an instructional model. It begins with an activity asking readers to define entrepreneurship in 3 words, 2 questions, and 1 metaphor. It then discusses various definitions and perspectives on entrepreneurship from sources like Wagner, Zhao, and Martin and Osberg. Key aspects highlighted include critical thinking, agency, willingness to fail, and seeing problems as opportunities. The document also introduces concepts like systems thinking, feedback loops, leverage points, and design thinking frameworks that can be applied to entrepreneurship. Overall, it seeks to build a richer understanding of entrepreneurship beyond just starting a business.

The War for Diverse Talent working draftJohn Pollock

��

1. Recent research in evolution, economics, and mathematics demonstrates that diversity enhances problem-solving abilities and leads to better outcomes. Diversity provides a wider array of perspectives and allows groups to "see further". 2. Page's research shows that diverse groups consistently outperform expert groups due to their more complete cognitive toolsets. Diversity reduces "crowd error" more than increasing individual ability. 3. Studies of Broadway shows and other sectors found that teams with both experienced members and fresh perspectives were most successful at innovation. This highlights the benefits of diverse experience within teams.

Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine

��

This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.

Organisation Culture Change MasterclassStrategic Business & IT Services

��

Strategic Leadership ModeleKindling.org

��

Leadership and management [june 2016]Michael Netzley, Ph.D.

��

Sholto In Chinasholtohughes

��

Why (and how) Difference Matters NowJoe Gerstandt

��

B329 PPP week.1 LEADERSHIP THORIES COUREYacobFarajat

��

BUS 250Week 5Week 5 Instructor GuidanceBUS 250 Co.docxcurwenmichaela

��

six-paradoxes_brochure.pdfkarikalcholanmayavan1

��

Detailed Individual Assignment FormatLecture of 22nd February .docxsimonithomas47935

��

Defining and Harnessing Plurality of Thought for the Digital AgeCognizant

��

The Glass Castle Essay. . NYTimes Best Seller - The Glass Castle - Test, Essa...Sara Carter

��

Integral Business Architecture by Robinson RoeRobinson Roe

��

The War For Diverse Talent Executive SummaryRaj Tulsiani

��

Nice Model, But What Is The Evidence?Center for Evidence-Based Management

��

Making Differences MatterMegan Jones

��

Avoid Bad Meetings: Understand Cultural Differences of Time, Hierarchy and De...Centerfor HCI

��

Entrepreneurship as an instructional modellmittler

��

The War for Diverse Talent working draftJohn Pollock

��

Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine

��

Organisation Culture Change MasterclassStrategic Business & IT Services

��

More from ChristianFanning (11)

Daimler ChyrslerChristianFanning

��

The document discusses the failed merger between Daimler and Chrysler. It analyzes the root causes of the merger's failure, which included a cross-cultural mismatch between the German and American companies, a lack of integration, and high competition in the auto industry. The document then evaluates three alternatives for Daimler - maintaining the status quo, operating as a standalone company, or pursuing another alliance. It ultimately recommends that Daimler pursue a new alliance, preferably with an Asian partner, but emphasizes the need for thorough planning, cultural understanding, and a strong long-term commitment to make a new merger successful.

Disruptive TechnologyChristianFanning

��

This document discusses disruptive technology in human resources. It provides examples of disruptive technologies like the Apple computer, FedEx overnight delivery, Avon's home cosmetic sales, and McDonald's fast food model. It argues that while cost controls, technology, finance, and marketing are important, human capital is the most differentiating force for organizations. People are the only active asset and nothing happens until a human is involved. All improvements, incremental or massive, come from human capital.

Green MeadowsChristianFanning

��

Green Meadows is facing issues relating to cost, profit, and lack of overall strategy and vision. A cause and effect diagram identifies great people, exceptional customer service, quality, and community as strengths, but new management or vertical integration may be needed. The best alternative is to integrate and bring in new management to capitalize on synergies while having contingency plans based on assumptions and information.

Hr PresentationChristianFanning

��

Lack of a formal human resources system at Maple Leaf Shoes led to inefficiency and low productivity. The document outlines a 3-phase process to implement job analysis and create HR systems to improve productivity. It discusses gathering job data through interviews and observations. Finally, it recommends starting job analysis with frontline positions and gaining management buy-in for the new HR manager and systems.

We Suit YouChristianFanning

��

The document summarizes a presentation for shareholders about a Canadian school uniform manufacturer considering expanding into China through a joint venture. It outlines the company profile, the problem of market saturation in Canada, and proposes a joint venture solution in China. It then evaluates China's economic, technological, legal, and political environment and provides quantitative and qualitative criteria for the decision. Recommendations include forming a joint venture with a 51% Chinese partner initially and addressing cultural and implementation challenges.

Zero FinalChristianFanning

��

Work StressChristianFanning

��

This document discusses major causes and effects of workplace stress. The main causes discussed are workload, level of responsibility, lack of career development, long hours, isolation, role conflict, job insecurity, and bad relationships at work. Effects of stress discussed include increased risk of health problems like high blood pressure, heart problems, and decreased immune system. Stress can also lead to increased metabolism, weight loss or gain, and changes in cholesterol levels. The document also provides some solutions to reducing workplace stress such as job analysis and design, clear goals and expectations, rewards and recognition, health and safety programs, and stress management.

Look AwayChristianFanning

��

Contractor SafetyChristianFanning

��

Corporate EthicsChristianFanning

��

Firefighter SafetyChristianFanning

��

Daimler ChyrslerChristianFanning

��

Disruptive TechnologyChristianFanning

��

Green MeadowsChristianFanning

��

Hr PresentationChristianFanning

��

We Suit YouChristianFanning

��

Zero FinalChristianFanning

��

Work StressChristianFanning

��

Look AwayChristianFanning

��

Contractor SafetyChristianFanning

��

Corporate EthicsChristianFanning

��

Firefighter SafetyChristianFanning

��

Reflections On Doing Business In China A Case Study

1. Reflections on Doing Business in China: A Case Study Christian Fanning Comm 4315 Sept. 26 th 08 Chapter 5: Negotiation & Decision Making

2. ��

3. ��

4. ��

5. ��

6. ��

7. ��

8. ��

9. ��

10. ��

11. Nothing like this has ever happened before. A nation with a fifth of the world’s population has a bad 500 years. It is humiliated by barbarians; it lacerates itself; it sinks from torpor to anarchy. And then, in the space of a few decades, it steps forward. Its economy grows at a rate for which the word miraculous seems modest. Its culture shows a new vitality. Its armed forces modernize. And the rest of the word watches, impressed and nervous at the same time, wondering if the new giant still seethes with resentment about the half millennium in which it was slighted. KENNETH AUCHINCLOSS, Newsweek

12. The Article at Hand Reflections on Doing Business in China

13. Summarize briefly the main argument/theory of the article and explain why it is relevant to the class topic.

14. China’s Growing Economy (construction) Rapid Change (foreign influence) Young Decision Makers (prospects) “ No Problem” Attitude (testing) Individual Initiative (mom and pop) Strong Work Ethic (family ties) Expectations of Rapid Growth (customizable) 7 Reflections

15. Compare/contrast theoretical concepts with course material /cases covered thus far .

16. Opening Profile: Art of Deal Meets China Syndome ($5.3 Bil Bust, repercussions, time and patience, high/low context) Comparative Management in Focus; Dealing with the Chinese (constituent shadow, face, intransigence, technical then commercial, economy in flux) Case #5 Guanxi in Jeopardy (bad choice) The Theory

17. 12 Variables of Negotiation (Bases of trust, Value of time, Decision making system & Risk taking propensity 5 Stages (Preparation, Relationship Building, Exchanging Info, Persuasion & Consession/Agreement) Chapters 1-4 (PEST, Social Res & Ethics, Role of Culture & Communication) The Theory

18. Discuss strengths, weaknesses, omissions, assumptions and limitations of the article.

19. Perspective of a small business CEO Differences between small & large business Subjective nature of experience Personal Bias Positive Spin Author’s Intentions?? Shortfalls

20. The 3 Points to Remember FORMAL & INFORMAL RELATIONS (Guanxi) 2) CHINESE ETIQUETTE FOR SOCIAL FUNCTIONS (Confucianism) 3) SMILING & LAUGHTER (Face)

21. The 2 Major Conflicts The amount of detail the Chinese want about product characteristics 2) Their apparent insincerity about reaching an agreement

22. The Main Takeaway

23. ��

24. ��

�ݺ�ߣ

Reflections On Doing Business In China A Case Study

Recommended

More Related Content

Viewers also liked (20)

Similar to Reflections On Doing Business In China A Case Study (20)

More from ChristianFanning (11)

Reflections On Doing Business In China A Case Study