GLOBALISATION OF BUSINESS by Syed Sajid (early reader books .txt) đź“•
Excerpt from the book:
During the last decades of the 20th century many barriers to international trade fell and a wave of firms began pursing global strategies to gain competitive advantage.
Rather than thinking in terms of national markets and national economies, leaders of business thought in terms of global markets.
Rather than thinking in terms of national markets and national economies, leaders of business thought in terms of global markets.
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been recently introduced:
• An updated certification manual
• A new CWQ facilitator checklist to reflect these updates
• Updated email template
• Up-to-date facilitator instructions
Ann Dougherty has sent updates to those who administer the CWQ an update regarding these improvements. If you haven’t received this information, please contact Ann directly.
2. Scoring Improvements for the Culture in the Workplace QuestionnaireTM
In its continuing work on improving the reliability of the CWQ, ITAP’s R&D Team undertook an effort to examine the questions and the formulae that are used to calculate dimension scores for the CWQ. This effort allowed the R&D Team to assess both the reliability and the face validity of dimension scores for various countries.
Though the final adjustments to the CWQ scoring system were relatively minor, facilitators and users alike should see a change in the CWQ’s face validity (i.e., Do the scores “feel” right?) of dimension scores across CWQ respondents.
We appreciate the feedback and helpful suggestions we receive regarding the CWQ as well as other instruments and aspects of ITAP. We encourage feedback and know that the best ideas often come from end users and facilitators. Keep it up!
And if you haven’t already done so, please follow the link below to join the group and get involved in the initial discussion postings on our LinkedIn group site. If you have already joined, check back often to see what’s new.
Join my LinkedIn Group: http://www.linkedin.com/e/gis/924747
Possible topics/uses of this discussion group could include:
• A place to share and discuss new ideas and solutions in your day-to-day global business settings
• Expert advice from ITAP’s global Associates and Affiliates on various management and consulting practices
• An open forum for clients or potential clients to pose questions to the global ITAP network
3. Hofstede Website: Linking Forces with Global Players
Along with itim international and the itim focus group, ITAP has reached an exclusive web-linking agreement with noted Dutch social scientist, Dr. Geert Hofstede. The CWQ is derived from the work of Dr. Geert Hofstede, who developed this questionnaire to illustrate culturally dependent work preferences. He is Director (Emeritus) of the Institute for Research on Intercultural Cooperation (IRIC) at the University of Limburg at Maastricht, the Netherlands. Dr. Hofstede's pioneering study of IBM affiliates in fifty countries, elaborated in his book Culture's Consequences, helped to form the foundation of the field of comparative management.
ITAP licenses the Culture in the Workplace QuestionnaireTM from Dr. Hofstede and has the worldwide exclusive rights to its use. The author ofCulture's Consequences, the most important work in the field of cross-cultural quantitative research, Dr. Hofstede has quantitatively analyzed how workplace values are influenced by culture. Geert Hofstede analyzed a large data base of employee values scores collected by IBM between 1967 and 1973 covering more than 70 countries, from which he first used the 40 largest only, and afterwards extended the analysis to 50 countries and 3 regions. In the editions of Geert Hofstede's work since 2001, scores are listed for 74 countries and regions, partly based on replications and extensions of the IBM study on different international populations.
4. A Presentation on Process and Teams at the Global Forum in California
John Bing, along with Verna J. Willis, recently presented a session on the effects and outcomes of process on global and action learning teams at the Global Forum in San Jose, California. The Forum is hosted by Dr. Yury Boshyk, Chairman, Global Executive Learning Network. Bing emphasized that improving process can measurably improve performance and provided examples of the relationship between process and performance on teams. Dr. Willis, who co-authored a volume on Action Learning with Lex Dilworth, noted that “the tremendous potential of action learning groups is that they allow individuals the spontaneity of challenging their own familiar assumptions and role-enactments. They find personal curiosity unleashed perhaps as never before since childhood, and they become personally invested in undertaking new learning that often turns out to be unexpectedly offbeat and extraordinarily generative of new ways of doing things.”
Those interested in receiving a copy of the slides from this presentation, or on learning more about measuring process on global teams with ITAP’s Action Learning Team Process Questionnaire (ALTPQ), can contact Dr. Bing directly.
Local Diversity and Inclusion
A Local and Global Perspective on Diversity
ITAP’s diversity and inclusion (D&I) practice helps organizations leverage diversity to achieve their desired business goals. ITAP sees diversity operating on two levels. One level is local. Here, we address issues such as diversity at the local school, hospital, or a local hotel, office or factory that hires minorities to join their existing labor pool. This local level of diversity and inclusion is addressed in this page. The second layer of diversity deals with diversity as an essential competitive advantage for global corporations and is addressed in a separate page.
Diversity at Work: Diversity and Inclusion
With consultants in over 30 countries, ITAP understands that the perspective on and manner in which we deal with diversity on a local lever differs. In Europe, for example, ITAP serves organizations for whom diversity is often about “them,” and the diversity challenge lies in the tension between an older population and more recent migrants. Open borders within the European Union has resulted in greatly changed demographic makeup of communities. Dealing with this requires diversity expertise. Clients in Europe typically seek to get along better with “them,” and improve communication and collaboration.
In Canada and the USA, diversity and inclusion are commonly thought of as building upon the legal framework of Affirmative Action and Equal Employment Opportunity which define certain “protected classes.” In the US, diversity work is often a compliance issue focused to protect the rights or the workers could be disadvantaged or discriminated against due to gender, age, sexual orientation, race or ethnic background.
While different perspectives on diversity exist between the US and Europe, it should be noted that there are diversity compliance issues in Europe and an extensive need for cross-cultural awareness in American work settings.
Organizations turn to ITAP with a variety of diversity and inclusion needs. ITAP’s approach is to link these needs to specific business goals. Drawing on a comprehensive range experience, ITAP applies leading-edge diversity and inclusion methods and technologies to help clients:
• Increase productivity and innovation to meet the needs of existing customers
• Expand their customer base to include distinct populations and demographic groups
• Strengthen internal and external communication and collaboration
• Promote employees on the basis of merit and performance
• Avoid discrimination and legal penalties
• Improve the recruitment and retention of under-represented groups
ITAP works with all types of organizations including:
• Large and Mid-sized businesses
• Government agencies
• Law enforcement
• School districts
• Hospitals and long-term care facilities
To make D&I initiatives sustainable, ITAP always ensures alignment with organizational goals. This is a foundational component of ITAP’s D&I practice. ITAP helps organizations create an inclusive workplace in which all stakeholders work together towards common goals or business outcomes. Diversity and inclusion are about the mix of similarities and differences in the workforce, taking into account human attributes. Clients seek interventions to improve operating results and manage their reputation by building cooperation and collaboration. The diversity intervention typically focuses on creating an inclusive workplace that welcomes the contribution of all employees, both regardless of, and because of their cultural identity.
ITAP's Local Diversity and Inclusion service description continues below. However, if you would rather schedule a meeting with one of our diversity experts, just fill out this form.
ITAP's Research-based Tools for Diversity
ITAP supports its diversity and inclusion practice with unique tools and processes that are research-based and vetted and reliable across cultures. ITAP’s proprietary tools can be used to diagnose and resolve diversity challenges. For example:
Compliance Diversity Challenges ITAP Tools
• Promote employees on the basis of merit and performance
• Avoid discrimination and legal penalties • Competency Profiler
• Competency Assessor
ITAP’s competency tools ensure that organizations have the right people with the right skills in the right jobs. Organizations identify capability gaps at the individual level, and then aggregate this data to identify gaps at the job, team and organizational levels. The capability data can be likened to a map, or a blueprint. Based on the blueprint, ITAP draws up a plan broaden and deepen the talent pool available to the business - facilitating “career pathing,” internal mobility and transferability across functions and departments. This helps avoid discrimination and legal penalties and increases productivity.
Diversity Challenge ITAP Tools
• Increase productivity and innovation to meet the needs of existing customers
• Expand the customer base to include distinct populations and demographic groups
• Strengthen internal communication and collaboration • Culture in the Workplace Questionnaire™ (CWQ)
• Global Team Process Questionnaire™ (GTPQ)
• Organizational Team Process Questionnaire™ (OTPQ)
The Culture in the Workplace Questionnaire™ (CWQ) is used to:
• Identify cultural preferences within and across groups
• Uncover similarities among people who consider themselves different
• Define differences in a non-judgmental vocabulary
• Identify behaviors and skills that help people bridge and leverage differences
The CWQ is particularly useful for organizations with employees, partners, or customers from more than one national cultural group. It may also be very helpful with extremely-diverse domestic organizations. The instrument builds sensitivity to cultural differences and provides a framework for people to develop skills in communicating and working effectively with, and understanding the needs of, people from cultures other than their own.
The Global Team Process Questionnaire™ (GTPQ) and the Organizational Team Process Questionnaire™ (OTPQ) measure human processes on global or domestic teams. They provide a baseline for the team’s current state of human process interactions. Against that baseline, companies can measure change, identify areas for improvement, compare results to industry averages, and eliminate barriers to high performance.
ITAP International Locations
With Regional offices in the Americas, Europe and Asia, ITAP International and our Alliance Associates and Affiliates can serve global clients from over 25 locations worldwide. ITAP developed the Alliance to support clients internationally, offering global reach and delivery, and integrated, value-added expertise across the principal HRD / OD and cross-cultural management development agendas.
ITAP AMERICAS
USA - Regional HQ
ITAP International
Phone: +1 215 860 5640
Fax: +1 215 860 5676
Address: 4 Terry Drive, Suite 5
Newtown, PA 18940
USA
E-mail: [email protected]
With affiliates and associates in: Argentina, Brazil, Canada, Colombia, Mexico, Peru, USA
ITAP EUROPE, MIDDLE EAST and AFRICA
United Kingdom - Regional HQ
ITAP EMEA / Kimball Consulting Limited
Phone: +44 1923 222433
Fax: +44 1923 246088
Address: Park House
15-19 Greenhill Crescent
Watford Business Park, Watford
Hertfordshire WD18 8PH
United Kingdom
E-mail: [email protected]
With affiliates and associates in: Austria, Belgium, Denmark, France, Germany, Ireland, Kenya,Netherlands, Spain, Turkey, South Africa, UK
ITAP ASIA PACIFIC
South Korea - Regional HQ
ITAP Asia Pacific
Phone: +82 2 2195-5080
Fax: +82 2 2195-5090
Address: 1315-1316 Yongbieocheon-Ga,
75 Naesu-Dong
Jongno-Gu, Seoul, 110-070
South Korea
E-mail: [email protected]
Web: http://www.itapasia.com/
With affiliates and associates in: Australia, China, India, Japan, Malaysia, Philippines, Singapore,Taiwan, Thailand, Vietnam
References
• Indian export and import portal http://exim.indiamart.com/
• Flatworldknowledge http://www.flatworldknowledge.com/pub/international-finance-theory-a/202935#web-202935
• Global Business Abbas J.Ali Jai co publications, Hyderabad, India
• International monetary fund http://www.imf.org/external/pubs/ft/fandd/1999/06/tanzi.htm
• Lajos Bokros and Jean-Jacques Dethier, eds., 1998, Public Finance Reform During the Transition: The Experience of Hungary (Washington: World Bank).
• An updated certification manual
• A new CWQ facilitator checklist to reflect these updates
• Updated email template
• Up-to-date facilitator instructions
Ann Dougherty has sent updates to those who administer the CWQ an update regarding these improvements. If you haven’t received this information, please contact Ann directly.
2. Scoring Improvements for the Culture in the Workplace QuestionnaireTM
In its continuing work on improving the reliability of the CWQ, ITAP’s R&D Team undertook an effort to examine the questions and the formulae that are used to calculate dimension scores for the CWQ. This effort allowed the R&D Team to assess both the reliability and the face validity of dimension scores for various countries.
Though the final adjustments to the CWQ scoring system were relatively minor, facilitators and users alike should see a change in the CWQ’s face validity (i.e., Do the scores “feel” right?) of dimension scores across CWQ respondents.
We appreciate the feedback and helpful suggestions we receive regarding the CWQ as well as other instruments and aspects of ITAP. We encourage feedback and know that the best ideas often come from end users and facilitators. Keep it up!
And if you haven’t already done so, please follow the link below to join the group and get involved in the initial discussion postings on our LinkedIn group site. If you have already joined, check back often to see what’s new.
Join my LinkedIn Group: http://www.linkedin.com/e/gis/924747
Possible topics/uses of this discussion group could include:
• A place to share and discuss new ideas and solutions in your day-to-day global business settings
• Expert advice from ITAP’s global Associates and Affiliates on various management and consulting practices
• An open forum for clients or potential clients to pose questions to the global ITAP network
3. Hofstede Website: Linking Forces with Global Players
Along with itim international and the itim focus group, ITAP has reached an exclusive web-linking agreement with noted Dutch social scientist, Dr. Geert Hofstede. The CWQ is derived from the work of Dr. Geert Hofstede, who developed this questionnaire to illustrate culturally dependent work preferences. He is Director (Emeritus) of the Institute for Research on Intercultural Cooperation (IRIC) at the University of Limburg at Maastricht, the Netherlands. Dr. Hofstede's pioneering study of IBM affiliates in fifty countries, elaborated in his book Culture's Consequences, helped to form the foundation of the field of comparative management.
ITAP licenses the Culture in the Workplace QuestionnaireTM from Dr. Hofstede and has the worldwide exclusive rights to its use. The author ofCulture's Consequences, the most important work in the field of cross-cultural quantitative research, Dr. Hofstede has quantitatively analyzed how workplace values are influenced by culture. Geert Hofstede analyzed a large data base of employee values scores collected by IBM between 1967 and 1973 covering more than 70 countries, from which he first used the 40 largest only, and afterwards extended the analysis to 50 countries and 3 regions. In the editions of Geert Hofstede's work since 2001, scores are listed for 74 countries and regions, partly based on replications and extensions of the IBM study on different international populations.
4. A Presentation on Process and Teams at the Global Forum in California
John Bing, along with Verna J. Willis, recently presented a session on the effects and outcomes of process on global and action learning teams at the Global Forum in San Jose, California. The Forum is hosted by Dr. Yury Boshyk, Chairman, Global Executive Learning Network. Bing emphasized that improving process can measurably improve performance and provided examples of the relationship between process and performance on teams. Dr. Willis, who co-authored a volume on Action Learning with Lex Dilworth, noted that “the tremendous potential of action learning groups is that they allow individuals the spontaneity of challenging their own familiar assumptions and role-enactments. They find personal curiosity unleashed perhaps as never before since childhood, and they become personally invested in undertaking new learning that often turns out to be unexpectedly offbeat and extraordinarily generative of new ways of doing things.”
Those interested in receiving a copy of the slides from this presentation, or on learning more about measuring process on global teams with ITAP’s Action Learning Team Process Questionnaire (ALTPQ), can contact Dr. Bing directly.
Local Diversity and Inclusion
A Local and Global Perspective on Diversity
ITAP’s diversity and inclusion (D&I) practice helps organizations leverage diversity to achieve their desired business goals. ITAP sees diversity operating on two levels. One level is local. Here, we address issues such as diversity at the local school, hospital, or a local hotel, office or factory that hires minorities to join their existing labor pool. This local level of diversity and inclusion is addressed in this page. The second layer of diversity deals with diversity as an essential competitive advantage for global corporations and is addressed in a separate page.
Diversity at Work: Diversity and Inclusion
With consultants in over 30 countries, ITAP understands that the perspective on and manner in which we deal with diversity on a local lever differs. In Europe, for example, ITAP serves organizations for whom diversity is often about “them,” and the diversity challenge lies in the tension between an older population and more recent migrants. Open borders within the European Union has resulted in greatly changed demographic makeup of communities. Dealing with this requires diversity expertise. Clients in Europe typically seek to get along better with “them,” and improve communication and collaboration.
In Canada and the USA, diversity and inclusion are commonly thought of as building upon the legal framework of Affirmative Action and Equal Employment Opportunity which define certain “protected classes.” In the US, diversity work is often a compliance issue focused to protect the rights or the workers could be disadvantaged or discriminated against due to gender, age, sexual orientation, race or ethnic background.
While different perspectives on diversity exist between the US and Europe, it should be noted that there are diversity compliance issues in Europe and an extensive need for cross-cultural awareness in American work settings.
Organizations turn to ITAP with a variety of diversity and inclusion needs. ITAP’s approach is to link these needs to specific business goals. Drawing on a comprehensive range experience, ITAP applies leading-edge diversity and inclusion methods and technologies to help clients:
• Increase productivity and innovation to meet the needs of existing customers
• Expand their customer base to include distinct populations and demographic groups
• Strengthen internal and external communication and collaboration
• Promote employees on the basis of merit and performance
• Avoid discrimination and legal penalties
• Improve the recruitment and retention of under-represented groups
ITAP works with all types of organizations including:
• Large and Mid-sized businesses
• Government agencies
• Law enforcement
• School districts
• Hospitals and long-term care facilities
To make D&I initiatives sustainable, ITAP always ensures alignment with organizational goals. This is a foundational component of ITAP’s D&I practice. ITAP helps organizations create an inclusive workplace in which all stakeholders work together towards common goals or business outcomes. Diversity and inclusion are about the mix of similarities and differences in the workforce, taking into account human attributes. Clients seek interventions to improve operating results and manage their reputation by building cooperation and collaboration. The diversity intervention typically focuses on creating an inclusive workplace that welcomes the contribution of all employees, both regardless of, and because of their cultural identity.
ITAP's Local Diversity and Inclusion service description continues below. However, if you would rather schedule a meeting with one of our diversity experts, just fill out this form.
ITAP's Research-based Tools for Diversity
ITAP supports its diversity and inclusion practice with unique tools and processes that are research-based and vetted and reliable across cultures. ITAP’s proprietary tools can be used to diagnose and resolve diversity challenges. For example:
Compliance Diversity Challenges ITAP Tools
• Promote employees on the basis of merit and performance
• Avoid discrimination and legal penalties • Competency Profiler
• Competency Assessor
ITAP’s competency tools ensure that organizations have the right people with the right skills in the right jobs. Organizations identify capability gaps at the individual level, and then aggregate this data to identify gaps at the job, team and organizational levels. The capability data can be likened to a map, or a blueprint. Based on the blueprint, ITAP draws up a plan broaden and deepen the talent pool available to the business - facilitating “career pathing,” internal mobility and transferability across functions and departments. This helps avoid discrimination and legal penalties and increases productivity.
Diversity Challenge ITAP Tools
• Increase productivity and innovation to meet the needs of existing customers
• Expand the customer base to include distinct populations and demographic groups
• Strengthen internal communication and collaboration • Culture in the Workplace Questionnaire™ (CWQ)
• Global Team Process Questionnaire™ (GTPQ)
• Organizational Team Process Questionnaire™ (OTPQ)
The Culture in the Workplace Questionnaire™ (CWQ) is used to:
• Identify cultural preferences within and across groups
• Uncover similarities among people who consider themselves different
• Define differences in a non-judgmental vocabulary
• Identify behaviors and skills that help people bridge and leverage differences
The CWQ is particularly useful for organizations with employees, partners, or customers from more than one national cultural group. It may also be very helpful with extremely-diverse domestic organizations. The instrument builds sensitivity to cultural differences and provides a framework for people to develop skills in communicating and working effectively with, and understanding the needs of, people from cultures other than their own.
The Global Team Process Questionnaire™ (GTPQ) and the Organizational Team Process Questionnaire™ (OTPQ) measure human processes on global or domestic teams. They provide a baseline for the team’s current state of human process interactions. Against that baseline, companies can measure change, identify areas for improvement, compare results to industry averages, and eliminate barriers to high performance.
ITAP International Locations
With Regional offices in the Americas, Europe and Asia, ITAP International and our Alliance Associates and Affiliates can serve global clients from over 25 locations worldwide. ITAP developed the Alliance to support clients internationally, offering global reach and delivery, and integrated, value-added expertise across the principal HRD / OD and cross-cultural management development agendas.
ITAP AMERICAS
USA - Regional HQ
ITAP International
Phone: +1 215 860 5640
Fax: +1 215 860 5676
Address: 4 Terry Drive, Suite 5
Newtown, PA 18940
USA
E-mail: [email protected]
With affiliates and associates in: Argentina, Brazil, Canada, Colombia, Mexico, Peru, USA
ITAP EUROPE, MIDDLE EAST and AFRICA
United Kingdom - Regional HQ
ITAP EMEA / Kimball Consulting Limited
Phone: +44 1923 222433
Fax: +44 1923 246088
Address: Park House
15-19 Greenhill Crescent
Watford Business Park, Watford
Hertfordshire WD18 8PH
United Kingdom
E-mail: [email protected]
With affiliates and associates in: Austria, Belgium, Denmark, France, Germany, Ireland, Kenya,Netherlands, Spain, Turkey, South Africa, UK
ITAP ASIA PACIFIC
South Korea - Regional HQ
ITAP Asia Pacific
Phone: +82 2 2195-5080
Fax: +82 2 2195-5090
Address: 1315-1316 Yongbieocheon-Ga,
75 Naesu-Dong
Jongno-Gu, Seoul, 110-070
South Korea
E-mail: [email protected]
Web: http://www.itapasia.com/
With affiliates and associates in: Australia, China, India, Japan, Malaysia, Philippines, Singapore,Taiwan, Thailand, Vietnam
References
• Indian export and import portal http://exim.indiamart.com/
• Flatworldknowledge http://www.flatworldknowledge.com/pub/international-finance-theory-a/202935#web-202935
• Global Business Abbas J.Ali Jai co publications, Hyderabad, India
• International monetary fund http://www.imf.org/external/pubs/ft/fandd/1999/06/tanzi.htm
• Lajos Bokros and Jean-Jacques Dethier, eds., 1998, Public Finance Reform During the Transition: The Experience of Hungary (Washington: World Bank).
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