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Part Ⅱ Integrative Managerial Issues (Managing change and innovation #…
Part Ⅱ Integrative Managerial Issues
Managing in a global environment
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Global environment
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Regional trading allances
North American Free Trade Agreement (NAFTA)
Other Latin American agreement
Association of Southeast Asian Nations (ASEAN)
The European Union (EU)
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Other Trade Alliances
Global trade mechanisms
International Monetary Fund and World Bank Group
Organization for Economic Cooperation and Development (OCED)
World Trade Organization
Global business
transnational (borderless) organization
Multidomestic corporation
Global company
Multinational corporation
How to go international
Global sourcing
Exporting
Imoprting
Licensing
Franchising
Strategic alliance
Joint venture
Foreign subsidiary
Global perspective
Polycentric attitude
Geocentric attitude
Ethnocentric attitude
Parochialism
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Global managerial environment
The political/legal environment
The economic environment
Free market economy
Planned economy
The cultural environment
National culture
How to assess culture
Hofstede's framework for assessing cultures
The globe framework for assessing cultures
Assertiveness
Human orientation
Uncertainty avoidance
Future orientation
Power distance
institutional collectivism
Gender differentiation
In-group collectivism
Performance orientation
Global management in today's world
The challenge of openness
Challenges of managing a global workforce
Cultural intelligence
Global mind-set
Intellectual capital
Psychological capital
Social capital
Managing Diversity :black_flag:
Managing change and innovation
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The change
Change is a reality
External factors
Internal factors
two views
The calm waters metaphor
Three steps change process
Unfreezing
Changing
Refreezing
White-water rapids metaphor
types of organizational change
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Changing structure
Changing technology
Changing people
Resistance to change
Why?
Uncertainty
Habit
Concern over personal loss
Interest violet supposing
How to reduce the resistance
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Contemporary issues in managing change
Changing organizational culture
Employee stress
What is it
what causes it?
Stressors
Personal factors
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What are the symptoms?
Physical
Psychological
Behavioral
How can be reduced
Job-related factors
Personal life
Make change happen successfully
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Stimulating innovation
Creativity VS Innovation
Stimulating and nurturing innovation
STRUCTURAL
CULTURAL
HUMAN RESOURCE
Managing social responsibility and ethics
What is social responsibility|
Classical view
Social obligation
Socioeconomic view
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Social responsiveness
Social responsibility
Green management and sustainbility
What is it
How to go
Legal approach (light green)
Market approach
Stakeholder approach
Activist approach (deep green)
How to evaluate
GRI
iso
GLOBAL 100
Managers and ethical behavior
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Ethics
Factors that determine ethical and unethical behavior
Stage of moral develop
Preconventional
Conventional
Principled
Individual characteristics
Values
Ego strength
Locus of Control
Structural variables
Organization's culture
Issue intensity
Consensus of wrong
probability of harm
Immediacy of consequences
Proximity to victims
Concentration of effect
Greatness of harm
Ethics in an international context
Global Compact
OECD
Encouraging ethical behavior
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Codes of ethics and decision rules
Leadership
Employee selection
Job goals and performance appraisal
Ethics training
Independent social audits
Protective mechanisms
Social responsibility and ethics issues in today's world
Managing ethical lapses and social irresponsibility
Ethical leadership
Protection of Whistle-blowers
Social entrepreneurship
Businesses promoting positive social change
Corporate philanthropy
Employee volunteering effojrts
Euro
Social screening
Change agent
Type A
Type B