The document is a chapter from a management textbook that discusses managing in a global environment. It covers key topics like different global attitudes, regional trade agreements, international organizations, and cultural dimensions. Specifically, it defines parochialism and contrasts ethnocentric, polycentric, and geocentric views. It also describes organizations like the European Union, NAFTA, and ASEAN. Finally, it discusses frameworks for assessing culture, like Hofstede's dimensions and the GLOBE study.
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Embracing GenAI - A Strategic ImperativePeter Windle
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasnât one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2024.06.01 Introducing a competency framework for languag learning materials ...
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Managing Global Environment Chapter 4 in management.
1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
Š 2007 Prentice Hall, Inc.
All rights reserved.
Managing in a Global
Environment
Chapter
4
2. Š 2007 Prentice Hall, Inc. All rights reserved. 4â2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Whatâs Your Global Perspective?
⢠Define parochialism.
⢠Contrast ethnocentric, polycentric, and geocentric
attitudes towards global business.
⢠Explain why itâs important for managers to be sensitive to
global differences
Understanding the Global Environment
⢠Describe the current status of the European Union.
⢠Discuss the North American Free Trade Agreement and
other regional trade alliances in Latin America.
⢠Tell about the Association of Southeast Asian Nations.
3. Š 2007 Prentice Hall, Inc. All rights reserved. 4â3
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Understanding the Global Environment
⢠Explain the interdependence that globalization involves.
⢠Discuss the role of the WTO.
Doing Business Globally
⢠Contrast multinational, multidomestic, global,
transnational, and born global organizations.
⢠Describe the different ways organizations can go
international.
⢠Define global sourcing, exporting, importing, licensing,
and franchising.
⢠Describe global strategic alliances, joint ventures, and
foreign subsidiaries.
4. Š 2007 Prentice Hall, Inc. All rights reserved. 4â4
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Managing in a Global Environment (contâd)
⢠Explain how the global legal-political and economic
environments affect managers.
⢠Discuss Hofstedeâs five dimensions for assessing
cultures.
⢠Explain the nine GLOBE dimensions for assessing
cultures.
⢠Discuss the challenges of doing business globally in
todayâs world.
5. Š 2007 Prentice Hall, Inc. All rights reserved. 4â5
The Global Marketplace
⢠Opportunities and Challenges
ďCoping with the sudden appearance of new
competitors
ďAcknowledging cultural, political, and economic
differences
ďDealing with increased uncertainty, fear, and anxiety
ďAdapting to changes in the global environment
ďAvoiding parochialism
6. Š 2007 Prentice Hall, Inc. All rights reserved. 4â6
Whatâs Your Global Perspective?
⢠Parochialism
ďIs viewing the world solely through its own eyes and
perspectives.
ďIs not recognizing that others have different ways of
living and working.
ďIs a significant obstacle for managers working in a
global business world.
ďIs falling into the trap of ignoring othersâ values and
customs and rigidly applying an attitude of âours is
better than theirsâ to foreign cultures.
7. Š 2007 Prentice Hall, Inc. All rights reserved. 4â7
Exhibit 4â1 Key Information About Three Global Attitudes
8. Š 2007 Prentice Hall, Inc. All rights reserved. 4â8
Adopting a Global Perspective
⢠Ethnocentric Attitude
ďThe parochialistic belief that the best work
approaches and practices are those of the home
country.
⢠Polycentric Attitude
ďThe view that the managers in the host country know
the best work approaches and practices for running
their business.
⢠Geocentric Attitude
ďA world-oriented view that focuses on using the best
approaches and people from around the globe.
9. Š 2007 Prentice Hall, Inc. All rights reserved. 4â9
Regional Trading Agreements
⢠The European Union (EU)
ďA unified economic and trade entity
ďś Belgium, Denmark, France, Greece, Ireland, Italy,
Luxembourg, the Netherlands, Portugal, Spain, the United
Kingdom, Germany, Austria, Finland, and Sweden
ďEconomic and monetary union (Euro)
⢠North American Free Trade Agreement (NAFTA)
ďEliminated barriers to free trade (tariffs, import
licensing requirements, and customs user fees)
ďś United States, Canada, and Mexico
10. Š 2007 Prentice Hall, Inc. All rights reserved. 4â10
Exhibit 4â3 European Union Countries
11. Š 2007 Prentice Hall, Inc. All rights reserved. 4â11
Regional Trading Agreements (contâd)
⢠U.S.-Central America Free Trade Agreement
(CAFTA)
⢠Free Trade Area of the Americas
⢠Southern Cone Common Market (Mercosur)
⢠Association of Southeast Asian Nations
(ASEAN)
ďTrading alliance of 10 Southeast Asian nations
⢠African Union
⢠South Asian Association for Regional
Cooperation (SARRC)
12. Š 2007 Prentice Hall, Inc. All rights reserved. 4â12
Exhibit 4â4 ASEAN Members
Source: Based on J. McClenahen and T. Clark,
âASEAN at Work,â IW. May 19, 1997, p. 42.
13. Š 2007 Prentice Hall, Inc. All rights reserved. 4â13
The World Trade Organization (WTO)
⢠Evolved from the General Agreement on Tariffs
and Trade (GATT) in 1995.
⢠Functions as the only global organization
dealing with the rules of trade among nations.
⢠Has 149 member nations and 32 observer
governments.
⢠Monitors and promotes world trade.
14. Š 2007 Prentice Hall, Inc. All rights reserved. 4â14
Different Types of International
Organizations
⢠Multinational Corporation (MNC)
ďMaintains operations in multiple countries.
⢠Multidomestic Corporation
ďIs an MNC that decentralizes management and other
decisions to the local country.
⢠Global Company
ďIs an MNC that centralizes its management and other
decisions in the home country.
15. Š 2007 Prentice Hall, Inc. All rights reserved. 4â15
Different Types of International
Organizations (contâd)
⢠Transnational Corporation (Borderless
Organization)
ďIs an MNC that has eliminated structural divisions that
impose artificial geographic barriers and is organized
along business lines that reflect a geocentric attitude.
⢠Born Globals/International New Ventures (INVs)
ďCommit resources upfront (material, people,
financing) to doing business in more than one
country.
16. Š 2007 Prentice Hall, Inc. All rights reserved. 4â16
Exhibit 4â5 How Organizations Go Global
17. Š 2007 Prentice Hall, Inc. All rights reserved. 4â17
Other Forms of Globalization
⢠Strategic Alliances
ďPartnerships between and organization and a foreign
company in which both share resources and
knowledge in developing new products or building
new production facilities.
⢠Joint Venture
ďA specific type of strategic alliance in which the
partners agree to form a separate, independent
organization for some business purpose.
⢠Foreign Subsidiary
ďDirectly investing in a foreign country by setting up a
separate and independent production facility or office.
18. Š 2007 Prentice Hall, Inc. All rights reserved. 4â18
Managing in A Global Environment
⢠The Legal Environment
ďStability or instability of legal and political systems
ďś Legal procedures are established and followed
ďś Fair and honest elections held on a regular basis
ďDifferences in the laws of various nations
ďś Effects on business activities
ďś Effects on delivery of products and services
19. Š 2007 Prentice Hall, Inc. All rights reserved. 4â19
The Economic Environment
⢠Economic Systems
ďMarket economy
ďś An economy in which resources are primarily owned and
controlled by the private sector.
ďCommand economy
ďś An economy in which all economic decisions are planned by
a central government.
⢠Monetary and Financial Factors
ďCurrency exchange rates
ďInflation rates
ďDiverse tax policies
20. Š 2007 Prentice Hall, Inc. All rights reserved. 4â20
The Cultural Environment
⢠National Culture
ďIs the values and attitudes shared by individuals from
a specific country that shape their behavior and their
beliefs about what is important.
ďMay have more influence on an organization than the
organization culture.
21. Š 2007 Prentice Hall, Inc. All rights reserved. 4â21
Exhibit 4â6 What Are Americans Like
Americans are very informal.
Americans are direct.
Americans are competitive.
Americans are achievers.
Americans are independent and individualistic.
Americans are questioners.
Americans dislike silence.
Americans value punctuality.
Americans value cleanliness.
Sources: Based on M. Ernest (ed.), Predeparture Orientation Handbook: For Foreign Students and Scholars Planning to Study in the
United States (Washington, DC: U.S. Information Agency, Bureau of Cultural Affairs, 1984), pp. 103â05; A. Bennett, âAmerican Culture Is
Often a Puzzle for Foreign Managers in the U.S.,â Wall Street Journal, February 12, 1986, p. 29; âDonât Think Our Wayâs the Only Way,â
The Pryor Report, February 1988, p. 9; and B.J. Wattenberg, âThe Attitudes behind American Exceptionalism,â U.S. News & World
Report, August 7, 1989, p. 25.
22. Š 2007 Prentice Hall, Inc. All rights reserved. 4â22
Hofstedeâs Framework for Assessing Cultures
Individualism
versus
Collectivism
Power
Distance
Uncertainty
Avoidance
Achievement
versus
Nurturing
Long-Term
versus
Short-Term
Orientation
Culture
23. Š 2007 Prentice Hall, Inc. All rights reserved. 4â23
Exhibit 4â7 Examples of Hofstedeâs Cultural Dimensions
Source: Based on G. Hofstede, âMotivation, Leadership, and Organization: Do American
Theories Apply Abroad?â Organizational Dynamics, Summer 1980, pp. 42â63.
24. Š 2007 Prentice Hall, Inc. All rights reserved. 4â24
Exhibit 4â8 GLOBE Highlights
Source: M. Javidan and R. J. House, âCultural Acumen for the Global Manager: Lessons from Project GLOBE,â
Organizational Dynamics, Spring 2001, pp. 289â305. Copyright Š 2001. Reprinted with permission from Elsevier.
25. Š 2007 Prentice Hall, Inc. All rights reserved. 4â25
Global Management in Todayâs World
⢠Challenges
ďOpenness associated with globalization
ďSignificant cultural differences (e.g., Americanization)
ďAdjusting leadership styles and management
approaches
⢠Risks
ďLoss of investments in unstable countries
ďIncreased terrorism
ďEconomic interdependence
26. Š 2007 Prentice Hall, Inc. All rights reserved. 4â26
Terms to Know
⢠parochialism
⢠ethnocentric attitude
⢠polycentric attitude
⢠geocentric attitude
⢠European Union (EU)
⢠Euro
⢠North American Free Trade
Agreement (NAFTA)
⢠Association of Southeast Asian
Nations (ASEAN)
⢠World Trade Organization (WTO)
⢠multinational corporations (MNCs)
⢠multidomestic corporation
⢠global company
⢠transnational or borderless
organization
⢠born globals
⢠global sourcing
⢠exporting
⢠importing
⢠licensing
⢠franchising
⢠strategic alliances
⢠joint venture
⢠foreign subsidiary
⢠market economy
⢠command economy
⢠national culture
⢠GLOBE
⢠wikis
⢠blogs