scholarly journals CROSS-CULTURE STUDY FOCUSING ON ARGENTINE, CZECH AND AMERICAN BUSINESS PRACTICES WHAT DIFFERENT MANAGERIAL SKILL-SETS TEACH US

Author(s):  
Mariela Farhi-Zimmerman
Competitio ◽  
2008 ◽  
Vol 7 (2) ◽  
pp. 195-200
Author(s):  
John D. Keiser

This essay presents an overview of what American business programs cover in their curricula regarding ethics and the reasons behind teaching ethics-related material to business students. Topics for the paperinclude; requirements for having ethics in the curricula, broad perspectives of what constitutes ethical business practices, and the difference between professional ethics and business ethics. Journal of Economic Literature (JEL) classification: M14, A20


Author(s):  
Elihu Rubin

The tall building—the most popular and conspicuous emblem of the modern American city—stands as an index of economic activity, civic aspirations, and urban development. Enmeshed in the history of American business practices and the maturation of corporate capitalism, the skyscraper is also a cultural icon that performs genuine symbolic functions. Viewed individually or arrayed in a “skyline,” there may be a tendency to focus on the tall building’s spectacular or superlative aspects. Their patrons have searched for the architectural symbols that would project a positive public image, yet the height and massing of skyscrapers were determined as much by prosaic financial calculations as by symbolic pretense. Historically, the production of tall buildings was linked to the broader flux of economic cycles, access to capital, land values, and regulatory frameworks that curbed the self-interests of individual builders in favor of public goods such as light and air. The tall building looms large for urban geographers seeking to chart the shifting terrain of the business district and for social historians of the city who examine the skyscraper’s gendered spaces and labor relations. If tall buildings provide one index of the urban and regional economy, they are also economic activities in and of themselves and thus linked to the growth of professions required to plan, finance, design, construct, market, and manage these mammoth collective objects—and all have vied for control over the ultimate result. Practitioners have debated the tall building’s external expression as the design challenge of the façade became more acute with the advent of the curtain wall attached to a steel frame, eventually dematerializing entirely into sheets of reflective glass. The tall building also reflects prevailing paradigms in urban design, from the retail arcades of 19th-century skyscrapers to the blank plazas of postwar corporate modernism.


1994 ◽  
Vol 4 (1) ◽  
pp. 1-9 ◽  
Author(s):  
Richard T. De George

International business ethics, as the term implies, cannot be national in character, anymore than international law can be national in character. Yet the analogy to law is as misleading as it is enlightening. For although we can speak of American, German or Japanese law, it is odd to speak of American, German or Japanese ethics. The reason is that ethics is usually thought to be universal. Hence there is simply ethics, not national ethics. Despite this, there is a sense that can be given to American business ethics or German business ethics. American business ethics does not refer to American as opposed to German ethics, but rather to the approach taken by those who do business ethics in the United States. What characterizes the American approach is not that it uses a special ethics or a national ethics, but that it is concerned with certain problems that are embedded in the American socio-economic-political system and faced by American business. German or Japanese business ethics differs from American business ethics in the cases and topics it deals with, in the different set of background institutions it takes for granted or investigates, and in the different culture, history, and social setting in which business operates.The same is true of what is often called international business ethics insofar as we can distinguish American, German, Japanese approaches to it. International business ethics might refer simply to the comparison of business practices and their ethical evaluation in different countries; it might investigate whether there are in fact ethical norms commonly recognized in all countries that should govern international business and economic transactions, and if there are variations in ethical norms, whether multinational firms are bound by the ethical norms of their mother country, by the ethical norms of their host countries, by either, by both, or by neither. International business ethics might involve broad issues about the economic inequality of nations, the justice of the present international economic order, the ethical status and justifiability of such organizations as the World Bank and the International Monetary Fund and of their structures and practices, as well as the ethical dimensions of international debt, and the claimed economic dependence of some countries on others, or such global issues as the role of industry in the depletion of the ozone level.


2021 ◽  
Vol 2 (1) ◽  
pp. 42-48
Author(s):  
Ndidi Nwali ◽  
Moses Adekunle

Today’s competitive business environment requires that for organizations to survive the fierce competition in the business environment, the organization must invest heavily on human resources training and development to stay up-to-date on the best industry business practices across the globe. One such way to improve and increase the available skill sets, knowledge, and capabilities of the employee to meet all the important needs of the organization customers is through training and development. Thus, this study evaluates the impacts of training and development on employee performance using quantitative research methods. To achieve the objectives of the study, the research a quantitative research design was employed, and a questionnaire research instrument was used in collecting relevant data from either owners or managers of 260 Small and Medium Scale Enterprises in Lagos Nigeria. The study concludes that both off-the-job and on-the-job training are effective towards improving employee performance and that training and development not only improves the skill set of the employees but also a source of motivation for the employees.


1988 ◽  
Vol 5 (1) ◽  
pp. 115-128
Author(s):  
Muzaffar A. Shaikh

IntroductionWith the advent of ultra-modern communications technology and publicawareness of suspicious business practices, the question of ethics in decisionmakinghas become extremely important in today’s business world, incommercial as well as government sectors. A. M. Senia (1403 AH/ 1982AC) agrees with Dr. Mark Pastin of Arizona State University, that the keyto the success of American business is to divert its attention to the studyof, and implementation of ethics instead of turning to Japan for innovativeideas. Dr. Pastin concludes that the employees are more and more concernedabout the worthwhileness of their work rather than their economic survival.He suggests that by giving “real world examples-if, for instance, a firmadopts its own stricter guidelines for certain governmental regulations, thenit can meet the stringent governmental requirements and in the end, increasethe firm’s share of market. A clear proof of increasing awareness of the ethicsof decision-making is evident by the fact that the Center for Public and PrivateSector Ethics has acquired great popularity since its inception in 1400 AH/1980AC.Decision-making is an integral part of both day-to-day and long-termaffairs of a single individual or a group of individuals. Factors such as decisionmagnitude (major versus minor), decision impact (high versus low), thedecision-making body itself (a single person, a family, or a committee ofpersons), and decision environment (under certainty, risk, uncertainty, orcompetition) etc., are the determinants of whether or not a single individualor a group of individuals makes a decision. While Green and Tull (1407AH/1987 AC) and others break down the decision process into several steps(i.e., recognition of the problem, generation of alternatives, evaluation ofalternatives, and implementation of the selected alternative), the evaluation ...


Author(s):  
Cynthia Maria Montaudon-Tomas ◽  
Ivonne M. Montaudon-Tomas ◽  
Yvonne Lomas-Montaudon

A theoretical study was conducted based on three different leadership styles: autocratic, transactional, and servant. The most relevant characteristics of each leadership style were summarized. A cross-culture study was proposed considering three countries from diverse clusters according to the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). Each culture was analyzed separately, and relevant statistics were presented as elements for comparison. Different models and tools to evaluate cultural differences were used to create a multiple perspectives overview. Information from the three leadership styles was used to further determine whether those styles fit the cultural descriptions in order to establish the most frequent and suitable leadership styles in the selected countries and to understand how leadership styles can vary from region to region.


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