Titlebook: Developing Global Leaders; A Guide to Managing Bob Johnson,Rob Oberwise Book 2012 Palgrave Macmillan, a division of Nature America Inc. 20

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懶洋洋

Critical Studies of the Asia-Pacifice most effective. Similarly, we hold certain business principles to be inviolable. We believe in driving decision making down to the lowest level or revamping the supply chain processes to operate more efficiently.

Foreshadow

https://doi.org/10.1057/9781137519146ant to be successful in developing countries. In the West, we typically assume that our employees possess a certain degree of experience, that they’ve acquired a basic level of savvy and skills. We believe that most if not all of them understand the rules of getting work done in an organization—that

膽小鬼

India Studies in Business and Economicsthey say they’ll do. While none of this is always true, most business executives operate as if these precepts are valid in the majority of situations they face. When our direct report tells us he’ll have the white paper on our desk by Friday, we fully expect to see it by the end of the week. When a

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DEFT

Vinish Kathuria,Rama Mohana R Turagafferent from the volatile, unpredictable environment you are going to encounter in a developing country. To a certain extent, change in the West is controlled and expected. Even if it feels chaotic as a company restructures or is acquired, in the United States or Europe these events take place withi

DEFT

一個姐姐

Introduction,worked extensively in the Middle East and Asia, and there have been times when our experiences have helped us learn and grow like nothing else in our careers, and there have been instances of immense frustration.

inhibit

Use Cultural Intelligence to Translate Western Business Principles and Practices,e most effective. Similarly, we hold certain business principles to be inviolable. We believe in driving decision making down to the lowest level or revamping the supply chain processes to operate more efficiently.

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