Corporate culture

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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,...

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  • 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.

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  • 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,…

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  • Chapter 4 - Navigating the business communication environment. After studying this chapter, you will know: Why ethics is so important in business communication, how corporate culture impacts business environments, why interpersonal communication is important, how to use your time more efficiently, what the trends in business communication are.

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  • Chapter 13 - Corporate culture and leadership. 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,...

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  • (BQ) Part 1 book "International business" has contents: Introduction to international business, theories of international business, international business and national politics, global frameworks, multinational enterprises and foreign direct investment, national cultures, international corporate cultures, multinational corporate social responsibility.

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  • 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.

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  • 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 one company.

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  • Tham khảo sách 'stock options and the new rules of corporate accountability', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • 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;...

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  • 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.

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  • 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,...

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  • 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.

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  • Chapter 13 - Strategic accounting issues in multinational corporations. The main contents of the chapter consist of the following: Accounting and the formulation of multinational business strategy, multinational capital budgeting, accounting and the implementation of multinational business strategy, performance evaluation systems in a multinational corporation, culture and management control.

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  • Chapter 12 - Culture: Inside and out. Organizational culture is a corporate way of life that is derived from the national culture but it is a distinct co-culture with its own values, behaviors, and believes. Deep organizational culture is the soul of what the company values and its vision for the future.

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