part: corporate culture
Business Benchmark helps students get ahead fast with their Business English vocabulary and skills and gives them grammar practice in business contexts. It also helps students prepare for an internationally recognised Cambridge ESOL Business English exam, using real exam papers from Cambridge ESOL. Teachers can choose from the BEC edition or the BULATS edition at the right level for their students.
Corporate culture isn't something you can define. It's intangible: a state of mind, a
feeling, a collective consciousness that's infused in a business and its employees. If you
ask 20 CEOs to define their corporate cultures, you'll get 20 different responses.
An organization’s culture matters a lot. That’s what John Kotter
and I concluded from a three-year study of the relationship between
corporate culture and performance in the early 1990s. CEOs generally
agree, although I’m left wondering whether some of them really
believe it or whether it’s something they’ve been conditioned to say
when reminded to do so. It’s confirmed by even the best (5-star)
investment analysts on Wall Street, a group that we might assume
would look only to financial measures in recommending investments.
We investigate the effect of a corporate culture of sustainability on multiple facets of corporate behavior
and performance outcomes. Using a matched sample of 180 companies, we find that corporations that
voluntarily adopted environmental and social policies many years ago – termed as High Sustainability
companies – exhibit fundamentally different characteristics from a matched sample of firms that adopted
almost none of these policies – termed as Low Sustainability companies.
In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture.
Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture,...
Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. This chapter include objectives: Be able to identify the key features of a company's corporate culture and appreciate the role of a company's core values and ethical standards in building corporate culture, gain an understanding of how and why a company's culture can aid the drive for proficient strategy execution, learn the kinds of actions management can take to change a problem corporate culture.
Chapter 13: Corporate culture and leadership. This chapter includes contents: What to look for in identifying a company’s culture, culture: ally or obstacle to strategy execution? types of cultures, creating a strong fit between strategy and culture, grounding the culture in core values and ethics, establishing a strategy-culture fit in multinational companies,…
This is a book about Creative Business Ideas.
These words do not necessarily trip off the tongue. And there are those who
might suggest that “creative” and “business” are as unnatural a combination as
“business” and “ideas.” I can understand that. Most often, business thinking is based
only in numbers, research, analysis, and logic. These are comfortable staples of predictability
for business-trained minds and corporate decision makers. And for risk
avoidance in general. Creativity is for the artists and dreamers, poets and ad people.
My collaborating authors and I have, from the very beginning of this
project, struggled with the question of who is our audience and who
might benefit from the lessons that one can glean from such a story of
When you finish this chapter, you should: Describe the elements of organizational culture, discuss the importance of organizational subcultures, list four categories of artifacts through which corporate culture is deciphered, discuss the conditions under which cultural strength improves corporate performance, identify four strategies to change and strengthen an organizations culture, compare and contrast four strategies for merging organizational cultures.
Chapter learning objectives: describe the elements of organisational culture, discuss the importance of organisational subcultures, list four categories of artefacts through which corporate culture is communicated, identify three functions of organisational culture, discuss the conditions under which cultural strength improves corporate performance, discuss the effect of organisational culture on business ethics,...
Chapter 5 - Organizational ethics and the law. The purpose of this chapter is: Classifying an organization’s culture and ethical climate; recognizing ethics challenges across the multiple functions of business; creating effective ethics polices, ethics training programs, ethics reporting mechanisms, and similar safeguards;...
(BQ) This book puts forth convincing arguments that relate the role of sport-marketing complexes to national cultural markets in a global age. Sport and Corporate Nationalisms provides a much-needed analysis of the evolution of marketing strategies in the world of sport.
(BQ) The world of sport is saturated with the signs and images of multinational corporations. But what effect does the relationship between sport and international corporate capitalism have on national identities? From the growth of women's soccer in the US to the corporate use of sport after 9/11, sporting events and their corporate partners have a profound impact on collective imaginations. Sport and Corporate Nationalisms explores the logics and practices underlying the marketing initiatives of major conglomerates and their influence on the shaping of national cultures.
After studying this chapter, you should have a good understanding of: After reading this chapter, you should have a good understanding of the following learning objectives: The importance of implementing strategies and practices that foster innovation; the challenges and pitfalls of managing corporate innovation processes; how corporations use new venture teams, business incubators, and product champions to create an internal environment and culture that promote entrepreneurial development.
Microsoft's interview process is a notoriously grueling sequence of brain-busting questions that separate the most creative thinkers from the merely brilliant. So effective is their technique that other leading corporations--from the high-tech industry to consulting and financial services--are modeling their own hiring practices on Bill Gates' unique approach. HOW WOULD YOU MOVE MOUNT FUJI? reveals for the first time more than 35 of Microsoft's puzzles and riddles.
Such studies show how writers' cultural backgrounds influence their organisation of writing; what they
choose to use as evidence in supporting their main ideas; how they express their main ideas; and how they
write in the foreign language (Benda, 1999). They also show how different rhetorical preferences are
reflected in textual organisation in different languages (Grabe & Kaplan, 1989).
The phenomenon of globalization has captured the popular imagination in
the last decade or so. This is reflected in numerous books published on this
topic from various academic disciplines and across philosophical discourses.
In discussing the various facets of globalization, almost all discourses consider
the role of business and/or multinational corporations to be very salient
in either enhancing this phenomenon or managing the process of globalization.