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Publikacja monograficzna

Typ:

Publikacja monograficzna

Tytuł wydania:

Inter-cultural Management Issues strony 60 - 78

Rok wydania:

2012

Opis bibliograficzny:

Szeluga-Romańska M.: Cross-cultural Communication// Intercultural Management Issues/ ed. ed. M. Rozkwitalska. Warszawa: Difin, 2012, s.60-78

Bibliografia: test

1. The example taken from the author's research conducted for the purpose of PhD Thesis otwiera się w nowej karcie
2. Groupthink was first described by I.L. Janis (see I.L. Janis, Victims of Groupthink, Houghton-Mifflin, Boston 1972) who, in the beginning, referred it just to political groups. However, he soon discovered that it occurs in the context of many other types of groups, on several antecedent conditions listed by D. H. Mitchell, D. Eckstein: "a) group cohesiveness, b) insulation of the group, c) lack of a tradition of impartial leadership, d) lack of norms requiring methodical procedures, e) homogeneity of members' social background and ideology, f) high stress from external threats with low hope of a better solution than the leader's, and g) low self-esteem, temporarily induced by recent failures that make members' inadequacies salient, excessive difficulties on current decision-making tasks that lower each group member's sense of self-efficacy or moral dilemmas", D.H. Mitchell, D. Eckstein, Jury dynamics and decision-making: a prescription for groupthink, "International Journal of Academic Research" 2009, Vol. 1, No.1, pp. 163-164
3. R.W. Griffin, Fundamentals of Management…, p.336 otwiera się w nowej karcie
4. R. Mead, International Management…, p.96
5. two swords at the same time. In one culture you must be assertive, quick and to the point. The other culture may require you to be unassertive, patient and indirect. You have to learn to shift styles, like handling two swords" 62 . Undoubtedly, this is not otwiera się w nowej karcie
6. Case Study: International Sense of Humour Introduction Lewis claims that "humour crosses national boundaries with difficulty, especially when heading east" 63 . Different nations generally laugh at different jokes, and with great resistance perceive anecdotes of their nation funny. It is accepted that in an unknown, multinational environment jokes about religion, underprivileged minorities or sex are not told. Similarly, "black" or "sick" humour is forbidden. However, it is proved that a phenomenon like an 59 There are very interesting definitions of culture understood as 'lens' or 'glasses' in M. Kostera, Antropologia organizacji. Metodologia badań terenowych, Wydawnictwo Naukowe PWN, Warszawa 2003, pp.33-34; and as 'a bubble of meaning' in B. Czarniawska-Joerges, Nice work in strange worlds: Anthropological inspiration for organisation theory, in: T. Polesie, I-L. Johansson (ed.), Responsibility and Accounting: The Organisational Regulation of Boundary Conditions, Studentlitteratur, Lund 1992, pp.59-77 otwiera się w nowej karcie
7. N. Adler, A. Gundersen, International Dimensions…, p. 89 otwiera się w nowej karcie
8. E.T. Hall, The Silent Language…, p.15
9. R.T. Moran, J. D. Abbott, NAFTA: Managing the Cultural Difference, Gulf Publishing, Houston 1994 cited in: T. Novinger, Intercultural Communication…, p.153 otwiera się w nowej karcie
10. R.D. Lewis, When Cultures Collide. Leading Across Cultures, Nicholas Brealey International, Boston-London 2007, p.12
11. 1. Why was the story so funny for the employees of the corporation? 2. The CEO seemed to have a good sense of humour. What would have happened if the boss had had a different sense of humour or no sense of humour at all? otwiera się w nowej karcie
12. R.D. Lewis, When Cultures Collide…, p.13.
13. Based on the author's own research 4. Refer to the cultural dimensions. How such a situation could have been perceived by members of a different cultural group? otwiera się w nowej karcie

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