Global Marketing: Leadership and Ethical Issues Diamond Thomas-Parks BMGT8008 – Ethics and Leadership in Global Environment November 11‚ 2012 PO BOX 26083 Tucson‚ AZ 85726 Telephone: 520-861-3118 Email: mrsparks116@ymail.com Instructor: Dr. Tracy Elazier Abstract Some scholars view culture as fragile and if influenced by western marketing principles can compromise the integrity and uniqueness of non-western cultures. The fragility of non-western cultures is compounded with the lack
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Global Events and Leadership Introduction The Global Issues workshop Is the start of your journey Towards understanding And developing leadership Skills The leadership modules continue the process The GEL Workshop Tutorial Teams January 2012 David Allen Stephen Parry Tudor Rickards Susan Moger Dina Williams Leigh Wharton Louise Pinfold Pikay Richardson Kamel Mnisri (e-facilitator) Alistair Benson Workshop Overview Introductions Global Events and Leadership The Leadership Resource Challenge
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09 Leadership in a Global Environment Overview Leadership • Examples • Definition • Management vs. Leadership • Culture • Cultural dimensions • Components • Communication challenge • Expatriate success factors International context Cultural Intelligence Leadership Implications Who are leaders? Leadership Which leaders do you know? Who are leaders for you? Characteristics Leadership What is characterizing a leader? Definition Leadership Leadership is
Free Culture Cross-cultural communication Geert Hofstede
CPA Program – professional level Global Strategy and Leadership Key Concepts and Models Workshop Semester 2 2012 Author: Delyth Samuel Published by Deakin University on behalf of CPA Australia Ltd‚ ABN 64 008 392 452 © CPA Australia Ltd 2012 The contents and any information contained in this document (Information) are for general information only. They are not intended as professional advice. For any professional advice‚ please consult a suitable qualified professional. CPA
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Exam cases: Kodak Virgin Australia Post Pre-seen exam information Semester 2 2012 Global Strategy and Leadership © CPA Australia Ltd 2012 Case Scenario 1 Kodak case facts Eastman Kodak Company (Kodak) was founded in the late 19th century by amateur photographer George Eastman in Rochester‚ New York. With the slogan ‘you press the button‚ we do the rest‚’ Kodak gave consumers the first simple camera in 1888‚ making a cumbersome and complicated process easy to use and readily
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MODULE 1 AN INTRODUCTION TO STRATEGY & LEADERSHIP 1.7 – 1.14 What are the ways strategies can be developed? Approaches to understanding strategy: ❖ Rational - based on a model in which the conception and execution of strategy are treated as discrete‚ sequential activities. Chandler (1962) defined strategies as a straightforward process made up of two chronological activities. The following steps are typical of the method employed in this approach: 1. The establishment
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Women and Leadership Theories | Women rarely hold highly influential leadership positions even in “developed” countries‚ where women are commonly believed to have the same opportunities as men. Below are theories presented in the literature used to explain the nature of female leadership and why the leadership gap between men and women remains. For the theories "domestic work" and "discrimination in the workplace"‚ we have found ample supporting evidence‚ however‚ we have vehemently rejected
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Global Women In many countries it is the responsibility of a woman to carry out most tasks related to the care and nurturing of the family including cleaning‚ laundry‚ food preparation and care of the sick. In more southern countries‚ it is also the role of women to make an important contribution to their family’s food supply‚ shelter and personal needs. Single women with children do not have many options of producing a significant amount of income to help provide for their families. In this case
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Leadership styles: is female’s leadership better? As a recent report found that “companies with the most women on their boards of directors outperform those with the fewest women on their boards on myriad key performance measures: Return on invested capital is 66% higher in firms with strong female representation‚ return on equity is 53% higher‚ and return on sales is 42% higher” (Representative Maloney C.B. 2010). It confirms one more time that women at the helm are necessary
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research on gender equity in educational leadership published since 1997until 2010. Even though women attaining jobs in school leadership has increased‚ women still do not fill administrative positions in comparison to men. The majority of research related to women and leadership examines the barriers women face in entering or moving up in the leadership hierarchy. Looking at the differences and similarities in how men and women take on and exercise leadership roles‚ the authors of the articles suggest
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