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Angaben zur Quelle [Bearbeiten]

Autor     Mark E. Mendenhall, Betty Jane Punnett, David A. Ricks
Titel    Global Management
Ort    Cambridge, MA
Verlag    Blackwell Publishers
Jahr    1995
ISBN    1-55786-636-8
URL    http://books.google.es/books?id=3JJA0G9J5GEC&dq=Operational+decisions+incorporate+the+views+of+those&source=gbs_navlinks_s

Literaturverz.   

nein
Fragmente    8


Fragmente der Quelle:
[1.] Cs/Fragment 059 01 - Diskussion
Zuletzt bearbeitet: 2012-04-07 10:05:03 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

Typus
Verschleierung
Bearbeiter
Hindemith, WiseWoman, Frangge
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 59, Zeilen: 1-9
Quelle: Global management 1995
Seite(n): 71, Zeilen: 4
* Culture is compelling – this means that specific behaviour is determined by culture without individuals being aware of the influence of their culture; as such, it means that it is important to understand culture in order to understand behaviour.
  • Culture is interrelated – This means that while various facets of culture can be understood in context of the whole; as such, it means that a culture needs to be studied as a complete entity.
  • Culture provides orientation to people – this means that a particular group reacts in general in the same way to a given stimulus; as such, it means that understanding a culture can help in determining how group members might react in various situations.
* Culture is compelling. This means that specific behavior is determined by culture without individuals being aware of the influence of their culture. It is important to understand culture in order to understand behavior.
  • Culture is interrelated. This means that while various facets of culture can be examined in isolation, these should be understood in context of the whole. A culture must be studied as a complete entity.
  • Culture provides people with orientation. This means that a particular group generally reacts in the same way to a given stimulus; so that understanding a culture can help determine how group members might react in various situations.
Anmerkungen

Slightly adapted copy from the source. In the thesis, the meaning of the sentence following the second bullet point is unclear -- comparing this sentence with the source reveals what the (original) meaning might have been. Note that the author states before the list of bullet points, on page 58 of the thesis: "Keller and Drepper have attempted to develop a systematic approach to culture and examined the literature analysis carried out by Kluckhohn and Kroeber and have derived the following characteristics: [FN 17: Keller, v. E. (1982), p. 114.]". Keller (1982) has not been checked, but as no direct quote is marked in the thesis, there is no doubt about the plagiarism-status of this text fragment.

Sichter
Frangge

[2.] Cs/Fragment 067 18 - Diskussion
Zuletzt bearbeitet: 2012-04-07 10:05:05 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

Typus
Verschleierung
Bearbeiter
Hindemith, Plaqueiator
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Yes.png
Untersuchte Arbeit:
Seite: 67, Zeilen: 17-21
Quelle: Global management 1995
Seite(n): 305, Zeilen: 25-29
4.4.2 The Country Cluster Analysis

Examining clusters of countries that share similar values can be a useful approach for international managers. Extensive cluster research was carried out by Ronen and Shenkar.[FN 47] This was a synthesis of previous research and identified the following eight clusters of countries

[FN 47: Ronen/Shenker (1985), p. 435-454.]

COUNTRY CLUSTERS

In addition to the cultural models discussed so far, examining clusters of countries that share similar values can be useful for international managers. One of the most extensive studies resulting in country clusters was carried out by Ronen and Shenkar (1985). This was a synthesis of previous research and identified eight clusters of countries (see Exhibit 9.4).

Anmerkungen

Slightly adapted copy from Global Management. The reference in the footnote has been taken from there as well, (introducing a spelling error)

Sichter
Plaqueiator

[3.] Cs/Fragment 078 06 - Diskussion
Zuletzt bearbeitet: 2012-04-06 19:46:44 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

Typus
Verschleierung
Bearbeiter
Hindemith, WiseWoman
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 78, Zeilen: 3-10
Quelle: Global management 1995
Seite(n): 300, Zeilen: Punkt 8
In feminine societies management will consider the environment, the quality of working life, and concern for the less fortunate. For example profitability and market share will be defined within this context. Operational decisions will consider work satisfaction and the development of a congenial and nurturing work environment. Work is generally regarded as suitable for either sex, with more consideration given to assigning work according to individual abilities and preferences. Decision-making responsibility will depend on ability and will be shared between the sexes. Male values of achievement, money and performance will rank equally with female values of nurturing, quality of life and caring for the less fortunate. Where traditional feminine values predominate, strategic plans will take into account the environment, the quality of working life, and concern for the less fortunate. Factors such as profitability and market share will be defined within this context. Operational decisions will focus on satisfaction with work and development of a congenial and nurturing work environment. [...] Work will be seen as generally suitable for either sex with more concern for assigning work according to individual abilities and preferences. Decision making will be shared between the sexes. Decision-making responsibility will depend on ability and preferences rather than on gender. The "male" values of achievement, money, and performance will rank equally with the "female" values of nurturance, quality of life, and caring for the less fortunate.
Anmerkungen

The source is not referenced, the text is copied almost literally with only slight adaptations.

Sichter
WiseWoman

[4.] Cs/Fragment 080 04 - Diskussion
Zuletzt bearbeitet: 2012-04-06 19:46:46 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

Typus
Verschleierung
Bearbeiter
Hindemith, WiseWoman
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 80, Zeilen: 4-11
Quelle: Global management 1995
Seite(n): 299, Zeilen: Punkt 4
Planning is flexible and relatively short-term. Uncertainty is seen as inevitable, and therefore the organization must be able to change direction quickly. Planning is accepted as provided guidance but not constraints. Formal planning is most likely to take place at top level and be, at least partially, based on a subjective evaluation of opportunities. Personal preferences are likely to be evident in strategic directions. A certain degree of risk taking will be encouraged. Individuals are likely to accept the risk of individual decision-making, and the need for making decisions quickly is emphasized. [...], planning is flexible and relatively short term. Uncertainty is seen as inevitable, and therefore the organization must be able to change direction quickly. Planning is accepted as providing guidance but not constraints. Formal planning is most likely to take place at top levels and be, at least partially, based on a subjective evaluation of opportunities. Personal preferences are likely to be evident in strategic directions. A certain amount of risk taking will be encouraged. Individuals are likely to accept the risk of decision making, and the need for making quick decisions will be stressed.
Anmerkungen

Slight adaptations, text has been copied almost literally. There is no reference to the source.

Sichter
WiseWoman

[5.] Cs/Fragment 080 13 - Diskussion
Zuletzt bearbeitet: 2012-04-06 19:46:48 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

Typus
Verschleierung
Bearbeiter
Hindemith, WiseWoman
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Untersuchte Arbeit:
Seite: 80, Zeilen: 13-20
Quelle: Global management 1995
Seite(n): 299, Zeilen: Punkt 3
Furthermore the advice of experts is likely to be important in formulating plans and making decisions. Planning provides security and is well accepted. Plans are likely to be detailed and complex, including priorities and contingencies. Strategic planning is as long-term as it is practical. Checks and balances ensure that performance is at the planned level, and allow for correction before a major departure occurs. Decisions are made carefully and slowly. If responsibility is shared, then group consensus is important for the planning process. In the case that a powerful individual make the decisions, then these are imparted to subordinates as absolutes. Disagreement is discouraged. [...] The advice of experts is likely to be important in formulating plans and making decisions. Planning provides security and is well accepted. Plans are likely to be detailed and complex, incorporating priorities and contingencies. [...] Strategic planning is as long-term in scope as practical. Checks and balances ensure that performance is at the planned level and allow for correction before a major departure occurs. Decisions are reached slowly. If responsibility is shared, then group agreement is important to the planning process. If a powerful individual makes the decisions, then these are imparted to subordinates as absolutes. In both cases, disagreement is discouraged.
Anmerkungen

Source is not referenced, the text is copied and slight changes made.

Sichter
WiseWoman

[6.] Cs/Fragment 082 02 - Diskussion
Zuletzt bearbeitet: 2012-04-06 19:46:50 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

Typus
Verschleierung
Bearbeiter
Hindemith, WiseWoman
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 82, Zeilen: 2-9
Quelle: Global management 1995
Seite(n): 299-300, Zeilen: Punkt 5
Planning and decision-making is done at the top. Input is accepted from those in powerful positions, but is not expected from those at lower levels. Long-term plans are treated confidentially. Operational decisions are made on a daily basis by superiors, and work assigned to subordinates. All decisions are referred to the superior, and subordinates are discouraged from taking the initiative and making decisions. Subordinates accept assigned work and carry out tasks as instructed. Those in positions of power are respected; those in inferior positions expect that more powerful individuals will take the responsibility for decision-making. [...], planning and decision making are done at the top. Input is accepted from those in power, but no input is expected from those at lower levels. Long-term plans are kept secret. Operational decisions are made on a daily basis by superiors, and work is assigned to subordinates. All decisions are referred to the superior, and subordinates are discouraged from taking the initiative and making decisions. Subordinates accept assigned work and carry out tasks as instructed. Those in positions of power are respected, and those in inferior positions expect that more powerful individuals will take responsibility for decision making.
Anmerkungen

Almost literal copy, the source (a textbook) is not referenced.

Sichter
WiseWoman

[7.] Cs/Fragment 082 15 - Diskussion
Zuletzt bearbeitet: 2012-04-06 19:46:52 Kybot
Cs, Fragment, Gesichtet, Global management 1995, KomplettPlagiat, SMWFragment, Schutzlevel sysop

Typus
KomplettPlagiat
Bearbeiter
Hindemith, Frangge, WiseWoman
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Untersuchte Arbeit:
Seite: 82, Zeilen: 14-21
Quelle: Global management 1995
Seite(n): 300, Zeilen: 4
Everyone is seen as being capable of contributing to the planning process, and input from a variety of organizational levels is sought in developing strategic plans. Decision- making in general is participative, and long-term plans are likely to be shared among organizational members. Operational decisions incorporate the views of those who must carry them out. The people involved in particular tasks are expected to make the routine decisions necessary to complete the task, and decisions are only referred to the superior when they involve unusual circumstances. Power differences exist, but are minimized, and friendly relationships between superiors and subordinates are normal. [...], everyone is seen as capable of contributing to the planning process, and input from a variety of organizational levels is sought in developing strategic plans. Decision making in general is participative, and long-term plans are likely to be shared among organizational members. Operational decisions incorporate the views of those who must carry them out. The people involved in particular tasks are expected to make the routine decisions necessary to complete the task, and decisions are only referred to the superior when they involve unusual circumstances. Power differences exist but are minimized, and friendly relationships be tween superiors and subordinates are normal.
Anmerkungen

The text has been copied literally, only the first half sentence is slightly adapted. There is no reference to the source (which is a student textbook). Some modifications: "everyone is seen as capable of" -> "Everyone is seen as being capable of"; "Decision making" -> "Decision- making"

Sichter
Frangge

[8.] Cs/Fragment 119 26 - Diskussion
Zuletzt bearbeitet: 2012-04-06 19:48:18 Kybot
Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung

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Verschleierung
Bearbeiter
Hindemith, WiseWoman
Gesichtet
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Untersuchte Arbeit:
Seite: 119, Zeilen: 26-31
Quelle: Global management 1995
Seite(n): 300, Zeilen: Punkt 6
Decision-making is participative, and long-term plans are likely to be shared among organizational members. Operational decisions consider the views of those who must carry them out. The people involved in particular tasks are expected to make the routine decisions necessary to complete the task, and decisions are only referred to the superior when they involve unusual circumstances. Power differences between the different levels of hierarchy exist, but are minimized. [...] Decision making in general is participative, and long-term plans are likely to be shared among organizational members. Operational decisions incorporate the views of those who must carry them out. The people involved in particular tasks are expected to make the routine decisions necessary to complete the task, and decisions are only referred to the superior when they involve unusual circumstances. Power differences exist but are minimized, [...]
Anmerkungen

The text has been copied almost literally, the adaptations are minimal. There is no reference to the source.

Sichter
WiseWoman

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