I get perhaps three calls a month from inside and outside our company asking what to read to learn about strategy. In most cases, the caller is in a new position where…
I get perhaps three calls a month from inside and outside our company asking what to read to learn about strategy. In most cases, the caller is in a new position where strategy is important. But sometimes, the request stems from a performance review. “Learn to be more strategic,” goes the command, with no direction on how that is supposed to be done.
Discusses the role of company leaders in implementing change, stressing their ability to become role models for change, setting the organization on a strong strategic course that is the basis for quality improvement. Outlines the four basic abilities that a strong leader should posses ‐ the ability to create alignment; initiate and manage change; resolve contradictions; and encourage synergy. Suggests that there are four different categories of business, naming them “Fort”, “Eagle”, “Slim Down” and “Circled Wagons”, and implies a deliberate use of a certain range of business strategies in respect of each.
– The purpose of this paper is to explore the dilemmas that challenge reputation management in the context of higher education (HE).
The purpose of this paper is to explore the dilemmas that challenge reputation management in the context of higher education (HE).
The paper introduces one Finnish multidisciplinary master's degree programme as a case in point. The empirical data comprises a student survey and semi-structured interviews with internal and external stakeholders whose work relates to the master's degree programme in question.
The findings identify different types of dilemmas arising from collaboration between stakeholders of HE.
The paper demonstrates how the dilemma-reconciliation method can be used to enhance reputation management in HE.
The novelty of the paper is in applying dilemma theory (Hampden-Turner and Trompenaars, 2000) in parallel with reputation theories. Dilemma theory attributes reputation risks to conflicting aims.
Fons Trompenaars is the Managing Director of the Centre for International Business and his book, Riding the Waves of Culture , is concerned with attempting to further the understanding of cultural diversity in business, particularly international business. His analysis is based on extensive research involving 15,000 employees in 50 countries, in which he explores the cultural extremes and incomprehension that can arise when doing business across cultures in different parts of the world – even when those involved are working for the same company. Explores in this discussion with Bruce Lloyd (Head of Strategic and International Management at South Bank University) some of the critical and sensitive areas, such as the underlying assumptions used in the analysis, stereotyping and equal opportunities.
Discusses the nature of business cultures between two EuropeanUnion nations – Germany and the UK – and how these culturesaffect their economic performance. Details the way…
Discusses the nature of business cultures between two European Union nations – Germany and the UK – and how these cultures affect their economic performance. Details the way takeover bids are conducted between the two countries and the ramifications for both management and employees of the respective companies involved. The charge that nationalism plays a big part in negotiations is made by some, and raises the question of the desirability of the increasing concentration of industrial ownership in the hands of one member of the community at another′s expense.
Generation Z in Germany – born after 1995 – follows in many ways similar trends to be seen in other countries. Contrary to Generation Y, it is less career-focussed, less keen on financial rewards and less willing to work flexible in a competitive world with total work–life blending. They look for structure, security and feeling good. What is different: Germany is one of the few countries in the world in which Generation Z in many cases can live up to their dreams. Germany has a prospering economy, a stable society and still a good educational system. Most important, for young people, it has an unemployment rate of virtually zero per cent. Therefore, companies definitely must engage in the war for talents and provide Generation Z with a fitting employer value proposition: Generation Z looks for meaningful and exciting work but seeks also meaning and excitement in private lives. In particular, they demand a clear separation of their private lives from their job. All this stands in contrast to the ambitions of the industrial sector in Germany promoting a more Generation Y-type environment with flexibility, agility and work–life blending. This conflict is not dealt with in an open way, since politics and media stand on the side of the large companies. Still, the power of Generation Z is not to be underestimated. Therefore, the chapter leaves it for the future to find out whether the Generation Z or other forces will win.