This document discusses managing cross-cultural issues and contains several sections. It begins by outlining the benefits of cross-cultural training for organizations and individuals. It then lists the objectives of understanding the role of cross-cultural training in expatriate adjustment and analyzing personality and situational factors related to success. The document also presents a model incorporating individual, situational, and intercultural competence variables.
Cross Cultural Skills: A Training Handbook for the Tourism & Hotel IndustryNeil Payne
A handbook/guide/manual on cross cultural skills released in 2012 for London's hotel and tourism sectors to assist them in dealing with foreign guests.
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
A summary from a review article about "Cross-Cultural Training: Best Practices, Guidelines, and Research Needs" by Littrell & Sallas.
Expatriate Management, International Assignment, Culture Shock, Working and Living abroad
Executive summary presentation from the book "Managing Across Cultures" from Susan Schneider and Jean-Louis Barsoux. How to manage international corporation, communicate across cultures etc.
Cross Cultural Skills: A Training Handbook for the Tourism & Hotel IndustryNeil Payne
A handbook/guide/manual on cross cultural skills released in 2012 for London's hotel and tourism sectors to assist them in dealing with foreign guests.
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
A summary from a review article about "Cross-Cultural Training: Best Practices, Guidelines, and Research Needs" by Littrell & Sallas.
Expatriate Management, International Assignment, Culture Shock, Working and Living abroad
Executive summary presentation from the book "Managing Across Cultures" from Susan Schneider and Jean-Louis Barsoux. How to manage international corporation, communicate across cultures etc.
In today’s global business world, cross cultural communication is the key to do business internationally. Have a look at my work to understand how cultural context influence our communication & subsequently our business.
Presentation is about cultural diversity in Hospitality industry. This gives an idea about how to make an organisation culturally diverse and advantages.
On 26 August 2014 the Center for Persona Research and Application hosted a seminar on International User Studies and Personas at the IT University of Copenhagen. 40 people from 35 different companies participated. Read more about the seminar here:
http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportage//seminar_on_international_user_studies_and_personas.htm
TMA World Viewpoint 38: How Cross Cultural Training Can Improve The Productiv...TMA World
The performance and productivity of a global organization is highly dependent on the cultural awareness of its employees.
The impact of cultural awareness training is not limited to enhancing the skills associated with successfully managing across cultures, it has many other organizational benefits, including reduced attrition and increased trust. These benefits and more are explored in this TMA World presentation.
For more information on cross cultural training and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
Presentation given on "Inter Cultural Communication" to Sir.Khursheed Mohammed Khan in the course of "Seminar in Business Communication" at Hamdard University City Campus (HIMS).
References:
Essentials of Business Communication, 5 th edition, Guffey.
Effective Business Communication, 7 th edition, Murphy.
Cross Cultural Training PowerPoint PresentationAndrew Schwartz
(ReadySetPresent Cross-Cultural Training PowerPoint Content)
155 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, 22 slides on Religious belief systems & Practices, 7 slides on Non-verbal languages across cultures, 19 slides on noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, 9 slides of tips and techniques on intercultural adjustments for expatriates, 15 slides on Intercultural Dialogue tips and techniques, 5 slides on negotiation across cultures, 8 slides on conflict resolution across cultures, how to’s and more.
In today’s global business world, cross cultural communication is the key to do business internationally. Have a look at my work to understand how cultural context influence our communication & subsequently our business.
Presentation is about cultural diversity in Hospitality industry. This gives an idea about how to make an organisation culturally diverse and advantages.
On 26 August 2014 the Center for Persona Research and Application hosted a seminar on International User Studies and Personas at the IT University of Copenhagen. 40 people from 35 different companies participated. Read more about the seminar here:
http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportage//seminar_on_international_user_studies_and_personas.htm
TMA World Viewpoint 38: How Cross Cultural Training Can Improve The Productiv...TMA World
The performance and productivity of a global organization is highly dependent on the cultural awareness of its employees.
The impact of cultural awareness training is not limited to enhancing the skills associated with successfully managing across cultures, it has many other organizational benefits, including reduced attrition and increased trust. These benefits and more are explored in this TMA World presentation.
For more information on cross cultural training and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Promoting organizational diversity in any organization requires each employee and the manager to develop a set of skills for their own professional development. As a result a dynamic group develops with a each member providing his or her own cultural identity to the team. Included in this team is not only an employee’s merit but the individual employee’s personality. Equipped with the knowledge of prejudice and discrimination a paradigm of diversity develops within the group. The result is a team of employees sharing and implementing ideas of cultural diversity among each other as well as with their clients.
Presentation given on "Inter Cultural Communication" to Sir.Khursheed Mohammed Khan in the course of "Seminar in Business Communication" at Hamdard University City Campus (HIMS).
References:
Essentials of Business Communication, 5 th edition, Guffey.
Effective Business Communication, 7 th edition, Murphy.
Cross Cultural Training PowerPoint PresentationAndrew Schwartz
(ReadySetPresent Cross-Cultural Training PowerPoint Content)
155 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, 22 slides on Religious belief systems & Practices, 7 slides on Non-verbal languages across cultures, 19 slides on noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, 9 slides of tips and techniques on intercultural adjustments for expatriates, 15 slides on Intercultural Dialogue tips and techniques, 5 slides on negotiation across cultures, 8 slides on conflict resolution across cultures, how to’s and more.
Cross Cultural Training - China, Italy, US, Brazil - Organizational Behavior ...Vito
Final ppt of Organizational Behavior's course, DDIM 2011 Shanghai.
The presentation is about a Cross Cultural training for managers (China, US, Brazil, Italy).
Revolutionary effect of training on employees perfomance in scbProfesseur Javed
Dear Students, Bonjour, Here It's me Prof.Saghir Javed. How are you? How are the things? I hope that everyone is going fantastic with his everyday appointment and commitment to his destined life. I wanted to bring your attention over my trivial but impressive achievement that I have endeavoured to write a research report regarding the caption of my MPhil Research Paper which is based on Revolutionary Effect of Training on Employees Performance of SCB so that I can get acquainted to the process of training and can get the school of thought of applying all these strategies effectively to mart Analysis Matrix.
Efficiency of cross cultural communication has a direct impact on an organization in a world that is becoming smaller and smaller. This presentation gives some powerful techniques that we use in our Cross Cultural Training that focuses on ways to enhance cultural sensitivity.
ABC had organised the monthly talk on Understanding Cross Cultural Perspectives in Training and Coaching by Shobha Naidu on 21st March 2013 @ Christ University
Cross-Cultural Awareness Training: Best Practices, Guidelines and Trends Hora Tjitra
A summary from a review article about "Cross-Cultural Training: Best Practices, Guidelines, and Research Needs" by Littrell & Sallas.
Expatriate Management, International Assignment, Culture Shock, Working and Living abroad
Best Practices in Quantitative Cross-Cultural Research (updated in March 2011)Hora Tjitra
Best Practices in Quantitative Cross-Cultural Research.
A series of six presentation, introduce scientific research in the areas of cross-cultural, using quantitative approach.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
TEACHING NOTESELF-ASSESSMENT AND DIALOGUE AS TOOLSFOR APPR.docxssuserf9c51d
TEACHING NOTE
SELF-ASSESSMENT AND DIALOGUE AS TOOLS
FOR APPRECIATING DIVERSITY
Gwenelle S. O'Neai
West Chester University
As social work educators continue to examine methods and techrüques to pro-
vide meaningful knowledge about racism and discriminafion, the role of self-
assessment and dialogue should also be explored. This teaching note presents a
tool for students and educators to use in considering Uterature discriminafion
and increasing awareness of mulficultural resources. This tool and the related
acfivifies may be used for orientafion or modified and combined with the vari-
ety of mixed media used to engage students in acfive learning.
THE ROLE OF SOCIALIZATION in e s t a b l i s h i n g
mindsets or world views is an estabUshed per-
specfive among sociologists, social workers,
and other helping professionals. Educafional
socializafion has typicaUy favored middle-
class Euro Ainerican students and neglected
the importance of ethnic minority or working-
class student backgrounds (Stanton-Salazar,
1997). It seems relevant that engagement
around diversity content should begin with
the evaluafion of one's own socializafion or
connection to multicultural examples and
concepts. Services to individuals, famdies,
groups, organizafions, and communifies need
to come from an understanding of the
demeaning reaUfies and often unjust circum-
stances that many people have faced or are
facing. This teaching note presents the de-
scripfion of an exercise that has been used
over the past 10 years to orient students to
their verbal acknowledgement of the appreci-
afion of diversity and their actual parficipa-
tion in gaining understanding of the mulfiple
cultural backgrounds of people in our com-
munifies. Related acfivities are also described.
Diaiogue, Self-Assessment,
and the Learning Process
The human-behavior-in-the-social-environ-
ment course The Dialecfic of Oppression and
Liberafion examines the impact of oppression
and discriminafion on members of various
groups as weU as on Euro Americans within
the context of a diverse and stratified society.
Journal of Social Work Education, Vol. 48, Ne. 1 (Winter 2012).
32012, Ceuncll en Sedal Werk Edueatlen, Inc. All rights reserved. DOI: 10.5175/JSWE.2011.201000007 1 5 9
1 6 0 JOURNAL OF SOCIAL WORK EDUCATION
The course prepares students to engage in con-
versafions that examine tradifional behaviors
and atfitudes. Tradifional contexts, evolving
nofions, and dynamics are addressed in the
process of becoming a social worker prepared
to embrace mulfiple cultural groups. The
process involves self-assessment, exposure to
various perspecfives, and opportunifies to
reflect on and discuss these in an acfive leam-
ing environment.
Critically analyzing routinely accepted
paradigms helps students reevaluate power
structures (Darüel, 2008) and their personal
views of them. The dialectic includes ac-
knowledging and exploring survival and
defensive behaviors. The course incorporates
the history of oppre ...
INCA Survey InformationINCA is an acronym for intercultural comp.docxbradburgess22840
INCA Survey Information
INCA is an acronym for intercultural competency assessment. The purpose of the INCA survey is to examine your intercultural awareness.
Intercultural competence – what does it mean?
Intercultural competence enables you to interact both effectively and in a way that is acceptable to others when you are working in a group whose members have different cultural backgrounds. The group may consist of two or more people including yourself. ‘Cultural’ may denote all manner of features, including the values and beliefs you have grown up with, your national, regional and local customs and, in particular, attitudes and practices that affect the way you work.
Three strands of cultural competences include:
• Openness
• Knowledge
• Adaptability
Openness includes respect for otherness and tolerance of ambiguity. > To be open means to be open to the other and to situations in which something is done differently. You can tolerate your partner as being different and doing things differently.
Knowledge includes knowledge discovery as well as empathy. > You not only want to know the ‘hard facts’ about a situation or about a certain culture, but you also want to know, or you know something about, the feelings of the other person. You also know how your interlocutor feels.
Adaptability includes behavioral flexibility and communicative awareness. > You are able to adapt your behavior AND your style of communication
The INCA survey addresses:
· Communicative awareness
· Respect for others
· Empathy
After completing the survey, use the following to determine your cultural awareness level:
Respect for Others: basic level
Addresses only one culture. Describes the behaviour of one person as negative (e.g. Mr Parker is focused on pursuing his own interests) Criticises one culture (e.g. ‘The Chinese can’t do business’) Sees one attitude towards work as the only correct attitude (e.g. Mr Parker’s attitude ‘business is business’ is correct) Uses negative attributes to describe a person (e.g. ‘Mr Wang is not a good businessman’) Mr Parker should have addressed the importance of the business deal more clearly He should have made threats to leave the country without the deal
Respect for Others: intermediate level
Mostly addresses one culture, sometimes addresses both Describes the behaviour of both persons as neutral Does not criticise the two cultures involved Sees one attitude towards work as better than the other, but also sees the other attitude Does not use negative attributes for one or both of the persons involved Mr Parker should have been better alert to the other person He didn’t give a satisfactory answer to the question about his family
Respect for Others: full level
Describes both cultures (e.g. both persons come from different cultural spheres with different but equal rules) Identifies rules from both cultures (e.g. typically direct way of speaking in English vs. typically indirect way of speaking i.
Module 2 - HomeDIMENSIONS OF CULTUREModular Learning Outcomes.docxroushhsiu
Module 2 - Home
DIMENSIONS OF CULTURE
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
Case
Select a setting for your intercultural experience and evaluate its potential for providing a meaningful encounter with the target culture.
SLP
Measure your personal cultural values and compare your outcome to Hofstede’s dimensions of culture.
Discussion
Collectively create a multicultural tool kit for leading and motivating a global workforce.
Module Overview
In Module 1, we considered the role of culture in influencing how people think, feel, act, and believe. Together, these constitute a “worldview” which can vary drastically from culture to culture. Yet leaders are called upon to solve problems and address challenges that span cultural boundaries, and they need to harness the resources of peoples who may view the problems very differently from each other. How to navigate these differences and discover a structure of culture that can help leaders come to mutual understanding is the topic of this module.
Drawing on the work of Geert Hofstede and others (2010), we distinguish between personality (individual characteristics that make one person uniquely different from another), human nature (shared characteristics that are common to all members of the species), and culture (learned behaviors that are shared by members of a group or category). The frameworks that are the primary focus of this module concern values, attitudes, and beliefs at the cultural level. That is, we recognize that individuals will differ, but they will also share a system of overarching learned behaviors that are common to all members of that society.
The dimensions of culture that are discussed … represent the ways that groups of people within a culture interpret and manage the universal questions faced by all societies as members of the human race. These questions involve such topics as what is the nature of power and authority? What is the responsibility of the individual to the group? Is short term gain more important than long term stability? How do we manage the unexpected and unpredictable? While there may be individual differences in the responses to these questions, there are also larger, broader, shared patterns of response that are shaped by the norms and values of a given society. These are referred to a “cultural dimensions,” and knowledge of these broad patterns can help leaders to anticipate, interpret, and react to practices that may at first seem very odd and illogical. When viewed through the lens of cultural dimensions, strange customs and practices can make perfect sense and can lead to greater cultural intelligence (and effectiveness) on the part of the leader.
Reference: Hofstede, G., Hofstede, G. J., & Minkow, M. (2010). Cultures and Organizations: Software of the Mind (Third Edition), US McGraw-Hill. (Not required)
Module 2 - Case
DIMENSIONS OF CULTURE
Assignment Overview
In ...
CPR Diamond Model Concepts & ApplicationsElmer Esplana
The CPR Diamond Model is a national development model being promoted by the Club of Professional Researchers, a voluntary research organization of young professionals and leaders with memberships in the government (G), private sector (PS) and civil society organization (CS).
It is based on the idea that it is the responsibility of every Filipino, particularly our leaders (G, PS, CS) at the local and national levels to collectively solve the problems and needs of Philippine society.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
An Empirical Study to Determine the Relationship between Revealing Accounting...inventionjournals
This study, which focuses on accounting processes and especially the relationship between culture and fraud, attempts to propound the relationship between the cultural dimensions of the accounting professionals operating in Istanbul (Turkey) and the behavior of revealing fraud. The study attempts to demonstrate the degree of influence which the auditors are exposed in the event of ethical dilemma in two perspectives: firstly by examining the relationship between the factors that influence the auditors and the cultural dimensions, secondly by examining the relationship between the decisions to be made in the case of ethical dilemma and the cultural dimensions of the auditors. The results of the study conducted on independent auditors operating in Istanbul show that the dominant cultural dimension of auditors' cultural identities is the high power distance, taking into consideration the sampling. Nevertheless, it is seen that auditors have high cultural dimensions arising from avoidance of uncertainty, high collectivity and femininity. Despite the high level of avoidance of uncertainty, it was found that auditors' risk avoidance degree is moderately high, not substantially high. This can be explained by the high education level of the sampling group, their positions as top level managers and decision makers. Ethical sensitivity was found to be higher in women than men in the study. Conversely, it was determined that there is no relationship between cultural dimensions and revealing fraud, and there is a positively low strength, partial relationship between the factors that influence auditors in the case of an ethical dilemma and the risk taking attitude of the auditors.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
2. A distinct advantage for organizations.
A means for conscious switching from an
automatic, home-culture international
management mode to a culturally
appropriate, adaptable and acceptable one.
An aid to improve coping with unexpected
events or culture shock in a new culture.
A means of reducing the uncertainty of
interactions with foreign nationals.
A means of enhancing expatriates' coping
ability to by reducing stress and
disorientation. 1/29/2015
3. (1) To understand the role of cross-cultural
training in the expatriates' adjustment
process.
(2) To analyze the personality and situational
characteristics signifying the success of
sojourners' and expatriates' psychological
and socio-cultural adjustments.
(3) To present a refined model of cross-cultural
training incorporating individual and
situational variables along with intercultural
competence variables.
1/29/2015
4. 1/29/2015
Cross-cultural comparison of ethical
perceptions: A case of Whistle-blowing.
Hypotheses - Since the U.S. and Japan differ on many of
Hofstede's dimensions, it was expected that accounting students in
these nations would respond differently to questions posed of them
in a whistle blowing scenario (Cohen et al., 1992, 1995, 1996;
Gernon, 1993). we expected significant differences in the ethical
perceptions of U.S. and Japanese students related to this
dimension. Our first hypothesis was:-
H1: Japanese (U.S.) accounting students' responses will reflect a
more collectivist (individualist) orientation than will those of U.S.
(Japanese) accounting students.
H2: Japanese (U.S.) accounting students' responses will reflect a
greater (lesser) power distance orientation than those of U.S.
(Japanese) accounting students.
H3: Japanese (U.S.) accounting students' responses will reflect
greater (lesser) uncertainty avoidance than those of U.S.
Japanese) accounting students.
5. 1/29/2015
Individualism Vs Collectivism - The degree to which individuals are integrated
into groups”. In individualistic societies, the stress is put on personal achievements
and individual rights. People are expected to stand up for themselves and their
immediate family, and to choose their own affiliations. In contrast, in collectivist
societies, individuals act predominantly as members of a life-long and cohesive
group or organization .
Power Distance- In high power distance countries, less powerful accept power
relations that are more autocratic and paternalistic. Subordinates acknowledge
the power of others simply based on where they are situated in certain formal,
hierarchical positions.
Uncertainty avoidence-It reflects the extent to which members of a society
attempt to cope with anxiety by minimizing uncertainty. People in cultures with high
uncertainty avoidance tend to be more emotional. In contrast, low uncertainty
avoidance cultures tend to be more pragmatic, they are more tolerant of change.
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Methodology
Subjects
Subjects in both nations were senior
accounting majors enrolled in programs of
study designed to prepare them for their
country's respective Certified Public
Accounting (CPA) exams. U.S. subjects (n =
20) were from a Northeastern university, and
Japanese students (n = 19) were from a
major university in Tokyo. Subjects were
nearly evenly divided between men and
women (52.6% and 47.4%, respectively),
and their overall mean age was 23.3 years.
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Materials
The scenario presented to subjects described a
company whose poor internal control had led to a
possible whistle-blowing situation. In cross-cultural
research, it is essential that the versions of a scenario
presented to subjects in each country be linguistically
equivalent (Hofstede, 1980; Adler, 1983). The version
presented to Japanese students was translated from
English into Japanese by a Japanese national,
translated back into English by a second Japanese
national, and then checked for consistency with the
original.
Evidence suggests that the vast majority of both
Japanese and U.S. managers view private use of
company funds as unacceptable (94.6% and 89.0%,
respectively, see Lee and Yoshihara, 1997).
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Conclusions and direction for future research.
This research examined cross-cultural differences
in business-related ethical perceptions.
• First, subjects were not randomly selected but
instead were attending one university in either the
U.S. or Japan.
• Second, the scenario presented to the
participants did not contain all of the information
that might normally be available.
• Third, an experimental study does not invoke the
sorts of real-world pressures faced by someone in
an actual whistle-blowing scenario (e.g., fear of
retaliation by coworkers and/ or management).
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Implications of the result
One implication of the results is that businesses with multinational
operations should perhaps consider the cross-cultural effectiveness
of their systems of internal control. Over time, however, a series of
whistle-blowing scenarios could be developed and fine-tuned to
more extensively catalogue where and how cultural dimensions
manifest differences in ethical perceptions and behaviors. Given
our findings of significant differences on two of the three Hofstede
dimensions examined, additional research into the effects of the
other dimensions seems warranted. The present study could also
be replicated in other countries that differ substantially on the
dimensions examined.
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CONCLUSION
Overall, the results of this study offer new insights to guide
future cross-cultural research. While our focus was on U.S.
and Japanese accounting students, it remains to be
determined if the results extend to accounting professionals,
different ethical measures, other cultures, and/or different
types of students. Each area offers avenues for future work
and it is hoped that many of these opportunities will be more
fully explored. The need to train people is unquestionable.
With adequate knowledge and competencies, people will
develop a more stable psychological sense of well being, and
thus become better socialized to their new environment. As
evident from the case presented later in the discussion of this
paper, it is imperative to deeply understand the cross-cultural
comparison of ethical perceptions related to business affairs
before the training is imparted.
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References
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• Hofstede, G. (1980). Culture's Consequences. Beverly Hills, CA: Sage Publications.
Hofstede, G. (1991).
• American Business Review 16. 2 (Jun 1998): 14-21.
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