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Aus: Business Spotlight Ausgabe 6/2015 This book will be useful to anyone who works for an international organization and wants to understand international management. [.]
Table of Figures
Figure 1-1
Concept Map "Introduction and Overview"
Figure 1-2
Symbols Used for Special Information Employed Throughout this Book
Figure 1-3
Multi-Faceted Motives for Internationalisation Processes
Figure 1-4
The Global Integration/Local Responsiveness Framework
Figure 1-5
Survey of the New St. Gallen Management Model
Figure 1-6
Baldrige Criteria for Performance Excellence Framework 2015
Figure 1-7
EFQM Fundamental Concepts of Excellence
Figure 1-8
EFQM Fundamental Concepts - Definitions and Best Practices
Figure 1-9
The EFQM Excellence Model Framework 2013
Figure 1-10
Definitions of the EFQM Enabler Criteria
Figure 1-11
Definitions of the EFQM Results Criteria
Figure 1-12
Exemplary Levels of the EFQM Excellence Model
Figure 1-13
Exemplary Red Threads Through the EFQM Excellence Model
Figure 1-14
The EFQM RADAR® Logic
Figure 1-15
The Internationalisation Process
Figure 2-1
Concept Map "Cross-Cultural Competence"
Figure 2-2
The Cultural Iceberg
Figure 2-3
Developmental Model of Intercultural Sensitivity
Figure 2-4
Three Levels of Uniqueness in Human Mental Programming
Figure 2-5
The Hofstede Onion - Manifestations of Culture
Figure 2-6
Hofstede's Five Dimensions as a Control Panel
Figure 2-7
Key Differences between Cultures with Small and Large PDI
Figure 2-8
Selected PDI Country Ratings
Figure 2-9
PDI Values for Six Categories of Occupations
Figure 2-10
Key Differences between Cultures with Small and Large IND
Figure 2-11
Selected IND Country Ratings
Figure 2-12
Key Differences between Feminine and Masculine Cultures
Figure 2-13
Selected Country Scores for MAS
Figure 2-14
Key Differences between Cultures with Weak and Strong UAI
Figure 2-15
Selected Country Scores for UAI
Figure 2-16
Key Differences between Cultures with high or low LTO
Figure 2-17
Selected Country Scores for LTO (WVS)
Figure 2-18
Cultural Cluster of Germanic Countries
Figure 2-19
Country Clusters Based on the Four Original Hofstede Dimensions
Figure 2-20
Key Differences between Indulgent and Restrained Cultures
Figure 2-21
Selected Country Scores for IVR
Figure 2-22
Cultural differences Expressed as Normal Distributions
Figure 2-23
Percentages Opting for Telling the Truth
Figure 2-24
Typical Characteristics of Universalistic vs. Particularistic Cultures
Figure 2-25
Percentages Opting for Individual Freedom
Figure 2-26
Percentages Opting for Not Expressing Emotions Overtly
Figure 2-27
Percentages Not Painting the House
Figure 2-28
Percentages Opting for Getting Things Done
Figure 2-29
Circle Diagrams for Past, Present and Future
Figure 2-30
Differences of Past, Present and Future Orientation
Figure 2-31
Average Time Horizon
Figure 2-32
Percentages Agreeing to What Happens to Me is My Own Doing
Figure 2-33
The Three-Step-Approach
Figure 2-34
Reconciling Globalism and Localism
Figure 2-35
GLOBE - Nine Cultural Dimensions
Figure 2-36
GLOBE - Country Clusters
Figure 3-1
Concept Map "Leading the Internationalisation Process"
Figure 3-2
Aspects Influencing Leadership Success
Figure 3-3
One-Dimensional Behavioural Leadership Theories Based on Participation
Figure 3-4
Two-Dimensional Behavioural Leadership Theories
Figure 3-5
Contingency Models
Figure 3-6
Relationship-Based Leadership Approaches
Figure 3-7
The Big Five Personality Factors and Their Facets
Figure 3-8
EFQM Criterion 1 "Leadership" and Its Criterion Parts
Figure 3-9
EFQM Criterion Part 1a and Its Guidance Points
Figure 3-10
Corruption Risks Within Domains of Corporate Activities
Figure 3-11
Percentages Opting for Blaming an Individual
Figure 3-12
GLOBE - Six Global Leader Behaviours
Figure 3-13
JOHARI Window and the Importance of Feedback
Figure 3-14
360° Feedback
Figure 3-15
Trompenaars and Hampden-Turner's Four Corporate Cultures
Figure 3-16
Preferences for Corporate Cultures in Different Countries
Figure 3-17
Dimensions of Diversity
Figure 3-18
Lewin's Three Steps of Change
Figure 3-19
Eight Steps for Leading Change
Figure 4-1
Concept Map "Defining and Delivering an International Strategy"
Figure 4-2
Strategy Development and Implementation - Overview
Figure 4-3
EFQM Criterion 2 "Strategy" and Its Criterion Parts
Figure 4-4
Environmental Scan
Figure 4-5
Generalised Stakeholder Map
Figure 4-6
Industry Analysis Based on Porter's Five Forces (Expanded Model)
Figure 4-7
Overview Competitor Analysis
Figure...
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