MAN6038 The Global Manager
MAN6038 全球經理

Introduction to the course - Main Aim
課程簡介 - 主要目標

• Through active reflection and self-audit, development planning and application of theory, the module assists in developing skills whilst encouraging students to better appreciate key strategic, cultural, and organisational issues and opportunities in the global market.
  透過積極反思和自我檢查、發展規劃和理論應用，該模組有助於培養學生的技能，同時鼓勵學生更好地理解全球市場中關鍵的策略、文化和組織問題與機會。

Learning Outcomes 學習成果

1. Evaluate the key traits of a global manager and analyse the relevance of adapting management styles in today's rapidly changing global environments.
   評估全球管理者的主要特徵，分析在當今瞬息萬變的全球環境中調整管理風格的意義。
2. Appraise an understanding of practical applications of intercultural competency.
   評估對跨文化能力實際應用的理解。
3. Analyse the complexities of global organisations and cultural, ethical and value-based considerations for managers wishing to pursue global strategies.
   分析全球組織的複雜性，以及希望實施全球策略的管理人員在文化、道德和價值方面的考量。
4. Undertake a self-audit on to identify skills and competencies and based on audit findings, prepare a development plan.
   進行自我審計，以確定技能和能力，並根據審計結果制定發展計劃。

Assignment Brief 作業簡介

Assignment method: 分配方法：

• Deadline: 截止日期

Required task: 必要的任務

Assignment Brief 作業簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words) 2 pages
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及在當今瞬息萬變的全球環境中全球思維的重要性（約 700 字） 2 頁

2pages 2 頁

• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of 10-15 academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 10-15 篇學術參考文獻。

Reading List 閱讀清單

• Main textbook: 主要教科書：

• Wider Reading List 更廣泛的閱讀清單

International Management Behavior
國際管理行為

• Articles on Moodle page
  Moodle 網頁上的文章

Module/Lectures Theme Overview
單元/講座 主題概述

• Today's complex and highly dynamic global business environment
  當今複雜多變的全球商業環境
• Managers expected to possess and utilise requisite skills to meet goals
  希望管理人員掌握並利用必要的技能來實現目標
• Understanding of global issues affecting managers today
  了解當今影響管理人員的全球性議題
• Key Management and Leadership principles in the global context
  全球背景下的主要管理和領導原則
• Intercultural competencies withing global business culture
  全球商業文化中的跨文化能力
• Ethical and value-based considerations in a global context
  全球背景下的倫理與價值考量
• Transferable employability skills - practitioner based approach
  可遷移的就業技能--基於實踐的方法
• Preparing you to be global managers of the future
  培養你們成為未來的全球管理者

Additional Tutorials Theme Overview
其他教學 主題概述

• How to write a literature review
  如何撰寫文獻綜述
• How to avoid plagiarism
  如何避免抄襲
• How to reference correctly
  如何正確引用
• How to do the self-assessment of a global mindset
  如何進行全球思維方式的自我評估
• How to structure the assignment
  如何安排作業

Introduction to the course - Referencing
課程介紹 - 引用

• The tutorials include guidance about
  教程包括以下方面的指導
• Finding and citing academic evidence
  尋找並引用學術證據
• How to develop a critical literature review
  如何撰寫批判性文獻綜述
• Harvard referencing format requirements
  哈佛參考文獻格式要求
• Plagiarism avoidance 避免抄襲

Session Plan indicative: changes in sequence possible
指示性會議計劃：順序可能有變動

BIRMINGHAM CITY
J3 University
MAN6038
The Global Manager
Session 1
An Introduction to the Context of Global Business Management
伯明罕城市 J3 大學 MAN6038 全球管理者 第 1 課 全球商業管理背景簡介

Developing a Global Mindset this module's core concept/ "red thread"
培養全球心態 本單元的核心概念/"紅線"

What is GLOBAL BUSINESS?
什麼是全球商務？

What is GLOBALISATION? 什麼是全球化？

• Globalisation is the word used to describe the growing interdependence of the world's economies, cultures, and populations, brought about by cross-border trade in goods and services, technology, and flows of investment, people, and information.
  全球化是用來描述世界經濟、文化和人口日益相互依存的一個詞，它是由跨境商品和服務貿易、技術以及投資、人員和資訊流動所帶來的。
• McDonald's is the most prominent representation and symbol of globalization. Of all the fast-food chains in the fast-food industry, Mcdonald's is the largest one and is on the top of all global markets.
  麥當勞是全球化最突出的代表和象徵。在所有快餐業的快餐連鎖店中，麥當勞是最大的一家，在全球所有市場上都名列前茅。

Globalisation 全球化

• Globalisation of markets
  市場全球化
• trade liberalisation, denationalisation, pressures to grow
  貿易自由化、非國有化、成長壓力
• Globalisation of customers
  客戶全球化
• Globalisation of production & supply chains
  生產與供應鏈全球化
• made possible by telecommunications, Internet and cheap transportation
  電信、網路和廉價交通使之成為可能
• Global competitors 全球競爭者
• Consolidation 合併
• global joint ventures (i.e.Tesco in South Korea), global alliances, mergers & acquisitions
  全球合資企業（如韓國的樂購）、全球聯盟、併購與收購

Globalisation 全球化

• Cross border M&As, joint ventures and alliances fail about onehalf the time
  跨國併購、合資和聯盟約有一半以失敗告終
• of bank mergers in the US failed to create significant value
  美國的銀行併購未能創造重大價值
• Cultural differences (35%)
  文化差異（35）
• Poor planning & execution (20%)
  規劃和執行不力（20）
• Unrealistic targets (13%)
  不切實際的目標（13）
• Inadequate due diligence (11%) Information research
  盡職調查不充分 (11%) 資訊研究
• De-motivating employees (10%) 被收理公司員工
  不激勵員工 (10%) 被收理公司員工
• Defection (8%) Business detection
  叛逃 (8%) 業務偵查
• Other  其他

Is Company X a global company?
X 公司是全球性公司嗎？

Global companies 全球公司

• Executing global strategy is done by people (on the ground)
  全球策略的執行是由人（在實地）完成的
• You don't globalise companies unless you "globalise" people
  人不 "全球化"，公司就不會全球化

What are some famous global companies that you know?
您知道哪些全球知名企業？

• Are they in almost every country in the world?
  它們幾乎遍布世界每個國家嗎？
• In a specific region only?
  僅在特定地區？
• In very few countries?
  在極少數國家？
• Have you heard if they do well or had any business troubles globally or regional or only at home?
  你聽過他們在全球、地區還是只在國內經營得好嗎？
• Are global companies always large?
  全球性公司總是大公司嗎？
• Which country/ies is/are headquarters to most of the global companies?
  哪個國家是大多數全球性公司的總部所在地？

Analysing « Globalization » at a micro level
從微觀層面分析 "全球化

• the ratio of foreign assets to total assets
  外國資產與總資產的比率
• the ratio of foreign sales to total sales
  國外銷售額佔總銷售額的比率
• the ratio of foreign employment to total employment
  外國就業人數與總就業人數的比率

BIRMINGHAM CITY
University
伯明罕城市大學

BIRMINGHAM CITY
University
伯明罕城市大學

1

BIRMINGHAM CITY
University
伯明罕城市大學

To conclude 最後

A company can be « global, » working in a « multidomestic » industry, developing « local » strategies!
一家公司可以是 "全球性 "的，在 "多國 "行業工作，制定 "本地 "戰略！

Again: What is Globalization?
再來一次什麼是全球化？

• Globalization of markets
  市場全球化
• trade liberalization, deregulation
  貿易自由化、放鬆管制
• pressures to grow 成長壓力
• Globalization of customers
  客戶全球化
• Globalization of production & supply chains
  生產與供應鏈全球化
• made possible by telecommunications, Internet and cheap transportation (e.g. HP)
  電信、網路和廉價運輸（如惠普）使其成為可能
• Global competitors 全球競爭者
• Consolidation 合併
• global joint ventures, global alliances & M & A's
  全球合資、全球聯盟和併購

Then: What is deglobalization?
那什麼是去全球化？

• Deglobalization or deglobalisation is the process of diminishing interdependence and integration between certain units around the world, typically nation-states. It is widely used to describe the periods of history when economic trade and investment between countries decline.
  去全球化或去全球化是指世界上某些單位（通常是民族國家）之間相互依存和一體化程度降低的過程。它被廣泛用於描述國家間經濟貿易和投資下降的歷史時期。
• Have we entered such period of deglobalization?
  我們是否已經進入了這樣一個 "去全球化 "時期？

What indicates a deglobalization trend?
什麼現象顯示出現了去全球化趨勢？

• Trade Wars 貿易戰
• Increase of sanctions/ embargoes/ import tariffs
  增加製裁/禁運/進口關稅
• Supply chain problems 供應鏈問題
• International mobility problems
  國際流動問題
• Increased protection of local labor (restrictions on work visas)
  加強對當地勞動力的保護（限制工作簽證）
• Political (i.e.: “de-coupling")
  政治（即：「脫鉤）
• Other 其他

Globalisation is really about complexity
全球化其實就是複雜性

- Complexity - 複雜性

• Multiplicity (M) 多傆性
• Interdependence (I) 互相恠頪
  相互依存 (I) 互恠頪
• Ambiguity (A) 不明维镖情 模稜兩可 (A) 不明維鏢情

• And continuous, rapid change
  持續、快速的變革

Implications of globalization
全球化的影響

• Globalization is easy to talk about but difficult to accomplish
  全球化說來容易做來難
• Some people in the parent company are going to have to work with people from other cultures
  母公司的一些人必須與來自其他文化背景的人合作
• Someone in the company may have to travel to or live in another country
  公司有人可能需要前往或居住在另一個國家
• Decisions have to be made about how to operate - our way, their way, a new way?
  必須決定如何運作--我們的方式、他們的方式、新的方式？
• "We" may have to change as well as "them"
  "我們 "和 "他們 "可​​能都要改變

Global Mindset 全球思維

Four Types of Understanding Required to Develop a Global Mindset
培養全球思維所需的四種理解力

What do managers do in general?
管理人員一般都做些什麼？

What is a GLOBAL MANAGER?
什麼是全球經理人？

• A global manager is defined by the work he or she is doing, frequently within a company with global presence or operations.
  全球經理人是由其所從事的工作來定義的，通常是在一家擁有全球業務或經營的公司內。
• A global manager is responsible for managing teams of employees or business operations across diverse cultures and time zones, calls for new skill sets and capabilities.
  全球經理負責管理跨越不同文化和時區的員工團隊或業務運營， ，需要新的技能組合和能力。
• Having a degree in global business management can help you develop problem-solving skills and make you able to think on a global scale. Pursuing courses in Global business management provides opportunities to establish your career in finance, international management, trade or in different multinational companies.
  擁有全球商務管理學位可以幫助你培養解決問題的技能，使你能夠從全球的角度思考問題。攻讀全球商務管理課程可為您提供在金融、國際管理、貿易或不同跨國公司發展事業的機會。

How do you learn to conduct international business effectively?
如何學會有效經營國際業務？

• Overseas experience 海外經驗
• Deep self-awareness 深刻的自我意識
• Sensitivity to cultural diversity 8
  對文化多樣性的敏感度 8
• Humility 謙遜
• Lifelong curiosity 終生好奇
• Cautious honesty 謹慎誠實
• Global strategic thinking
  全球戰略思維
• Patiently impatient 耐心不耐煩
• Well-spoken 能說會道
• Good negotiator 6 談判高手 6
• Presence 存在

The Global Mindset 全球思維模式

"The real voyage of discovery consists not in seeking new
landscapes, but in having new eyes"
"真正的發現之旅不在於尋找新的風景，而在於擁有一雙新的眼睛"。

Developing a Global Mindset
培養全球化思維

Skill-Development for Global Managers (1)
全球管理人員的技能發展 (1)

- OVERSEAS EXPERIENCE - 海外經歷

• Many global executives understand what doing business in a flat world is like because they've lived overseas, sometimes for decades at a time. If you want to become a successful international business leader, transcending your own cultural perspective and learning how business is done in different contexts is essential.
  許多全球主管都了解在一個扁平的世界裡做生意是什麼樣子，因為他們曾在海外生活過，有時一住就是幾十年。如果你想成為一名成功的國際企業領導者，那麼超越自己的文化視角，學習在不同環境下如何開展業務是至關重要的。

- DEEP SELF-AWARENESS - 深刻的自我意識

• Understanding your beliefs and knowing where they might differ from others' is critical to global executive success. Without this key characteristic, you will not be able to adapt to and tolerate the deepseated beliefs of others - and business opportunities will evaporate. Beware of the "I'm right; you're wrong" assumption.
  了解自己的信念，並知道它們與他人的不同之處，對於全球高階主管的成功至關重要。如果你不具備這個關鍵特徵，你就無法適應和容忍他人根深蒂固的信念--商機也就煙消雲散了。小心 "我是對的，你是錯的 "這種假設。

Skill-Development for Global Managers (2)
全球管理人員的技能發展 (2)

- SENSITIVITY TO CULTURAL DIVERSITY
- 對文化多樣性的敏感性

• Are you willing to eat raw fish? Snake? Raw monkey brains? Can you adjust your eating and sleeping habits to match the local executives' routines and patterns? In other countries, seemingly minor things can be off-putting, such as sticking your chopsticks in your rice or touching someone with your left hand.
  你願意吃生魚嗎？蛇？生猴腦？你能否調整自己的飲食和睡眠習慣，以適應當地管理人員的生活習慣和模式？在其他國家，看似不起眼的小事也會讓人反感，例如把筷子插進飯裡或用左手觸摸別人。
• Much of this insight comes from experience. You must have an intense interest in the lives and cultures of others, recognizing that your culture and background are not inherently superior, to master the global business arena.
  這種洞察力大多來自經驗。你必須對他人的生活和文化有濃厚的興趣，並且認識自己的文化和背景並非天生優越，才能駕馭全球商業舞台。

- HUMILITY - 謙遜

• Being interested in other cultures and how people in those cultures do things, especially with regard to business, implies a certain humility. Humility here means a belief that other lands and cultures have figured out very interesting answers to life's problems. As a good international business person, you must be open to and fascinated by those answers. This trait requires a willingness and ability to listen well and with real intention.
  對其他文化和這些文化中的人如何做事感興趣，尤其是在商業方面，意味著某種謙遜。這裡的謙遜是指相信其他國家和文化已經找到了解決生活問題的有趣答案。身為一個優秀的國際商務人士，你必須對這些答案持開放態度，並為之著迷。要做到這一點，就必須願意並且能夠用心傾聽。

Skill-Development for Global Managers (3)
全球管理人員的技能發展（3）

• LIFELONG CURIOSITY 終生好奇
• The world is constantly evolving. Without an intense curiosity and a desire to learn, you will be left behind and increasingly unable to converse, much less keep up, with your peers. Staying abreast of new learning opportunities requires a humble awareness that what you know is not enough and that you always have more to learn.
  世界在不斷發展。如果沒有強烈的好奇心和求知欲，你就會被拋在後面，越來越無法與同齡人交流，更不用說跟上他們的步伐了。要跟上新的學習機會，就必須謙虛地體認到，你所知道的還遠遠不夠，你需要學習的東西還很多。

- CAUTIOUS HONESTY - 慎獨

• Surprisingly, the definitions of "honesty" and "truth" vary widely in the business arena. People sometimes omit information or only tell the truth they think other people need to know. However you design your ethics and morality in your personal life, in global business settings, executives need to know they can count on you. If you don't deliver on your business promises, your reputation will suffer. Effective global leaders can balance the need to be cautious in different contexts while demonstrating they can follow through.
  令人驚訝的是，在商業領域，"誠實 "和 "真實 "的定義差異很大。人們有時會遺漏訊息，或只說出他們認為其他人需要知道的真相。無論你在個人生活中如何設計自己的倫理道德，在全球商業環境中，高階主管需要知道他們可以信賴你。如果你不能兌現商業承諾，你的聲譽就會受損。高效的全球領導者能夠在不同的環境中平衡謹慎的需要，同時表明他們能夠貫徹始終。

Skill-Development for Global Managers (4)
全球管理人員的技能發展（4）

- GLOBAL STRATEGIC THINKING
- 全球策略思考

• When you have a global perspective, you think strategically about managing business using the best people from around the planet. Much of your ability to do this comes from a lifetime of networking at the highest levels in global boardrooms and your aptitude for seeing how various pieces of global industries play out internationally. To make strategic decisions for your company, you need to understand how the business world works on a global scale.
  當您擁有全球視野時，您就會從策略角度考慮如何利用全球最優秀的人才來管理業務。您之所以能夠做到這一點，很大程度上得益於您一生在全球董事會最高層建立的人際關係網絡，以及您洞察全球各行各業在國際上如何運作的能力。要為公司做出策略決策，您需要了解商業世界如何在全球範圍內運作。
• PATIENTLY IMPATIENT 耐著性子
• How do you become patiently impatient? You must be in a hurry and yet be patient enough to allow the local and regional processes to unfold as they are meant to. Time and pace are not the same in every country. Balancing the demands of hot competitive and technological trends with the pace of local cultures can be frustrating to the uninitiated.
  如何才能變得耐心而不急躁？你必須急於求成，但又要有足夠的耐心，讓當地和地區的進程按其應有的方式展開。每個國家的時間和節奏都不一樣。在熱門競爭和技術趨勢的要求與當地文化的節奏之間取得平衡，可能會讓不了解情況的人感到沮喪。
• WELL-SPOKEN 說得好
• Given the challenges of working via interpreters or fumbling through conversations in more than one language, the ability to say clearly what you mean is a key global business skill. If you converse with others in their native language, you usually earn brownie points - however, if what you have to say is obscure or unintelligible, you'll quickly be in a deficit balance. Clear communication is a powerful leadership trait to have on the global stage.
  鑑於透過口譯員工作或用一種以上的語言在對話中摸索的挑戰，能夠清楚地表達自己的意思是一項關鍵的全球商務技能。如果你用他人的母語與之交談，通常會為你贏得加分--但是，如果你要說的話晦澀難懂，你很快就會處於失衡狀態。在全球舞台上，清晰的溝通是一種強大的領導特質。

Skill-Development for Global Managers (5)
全球管理人員的技能發展（5）

- GOOD NEGOTIATOR - 好談判家

• Doing business across ethnic, national and regional boundaries requires strong negotiating skills. If you can add these skills to an innate enjoyment of the gamesmanship involved in negotiating, you will become a highly effective negotiator.
  跨種族、國家和地區做生意需要很強的談判技巧。如果您能將這些技能與對談判中的博弈技巧的天生喜好結合起來，您就會成為一名高效的談判者。
• PRESENCE 存在
• A certain chatists as surrounds you if you are an influential global leader. Part of it - but only part - is position or title. The bigger portion is dress, self-confidence, energy level, interest in other people and comfort with the challenges at hand. You may not want to believe these things matter, but they do.
  如果你是一位有影響力的全球領導者，你的周圍就會瀰漫著一種閒聊的氣氛。其中一部分--但只是一部分--是職位或頭銜。更重要的是穿著、自信、精力充沛程度、對他人的興趣以及面對挑戰時的從容不迫。你可能不願意相信這些東西，但它們確實很重要。
• As a global business leader, you must respect the identities and affiliations of others. Some people can do that; many or most cannot. Do you have what it takes to become a global business leader?
  身為全球商業領袖，您必須尊重他人的身分和隸屬關係。有些人可以做到這一點，但很多人或大多數人做不到。你具備成為全球商業領袖的條件嗎？

Skill-Development for Global Managers
全球管理人員的技能發展

• Further suggestions about global management skill development can be found in the internet!
  有關全球管理技能發展的更多建議，可以從互聯網上找到！
• For example here, but not limited to this only:
  例如這裡，但不僅限於此：

Understanding of business management in a global context
了解全球背景下的企業管理

• What works in one country might not work in the other
  在一個國家行得通的方法在另一個國家可能行不通
• What a message means in one country might not have the same meaning in another.
  一則訊息在一個國家的意義在另一個國家可能並不相同。
• Context matters. 背景很重要。
• Knowing and understanding the context is pre-requisite when managing across borders.
  在進行跨國界管理時，了解和理解背景是先決條件。

Traditional 'logic' of organization and management
傳統的組織與管理 "邏輯

Different cultures have different expectations from their supervisors? Taken-for-granted!
不同文化背景的人對上司有不同的期望？理所當然！

Example: Jepsen Company: Expatriates face Differences
範例：傑普遜公司：外派人員面臨的差異

Rethinking management models
反思管理模式

Expatriates  僑民

Types of global managers
全球經理人的類型

Types of global managers (cont'd)
全球經理人類型（續）

Obviously, global management is not that easy!
顯然，全球管理並非易事！

• Cross border M & A's, joint ventures and alliances fail about one-half the time.
  跨國併購、合資企業和聯盟的失敗率約為二分之一。
• of bank mergers in the US failed to create significant value
  美國的銀行併購未能創造重大價值
• Cultural differences (35%)
  文化差異（35）
• Poor planning & execution (20%)
  規劃和執行不力（20）
• Unrealistic targets (13%)
  不切實際的目標（13）
• Inadequate due diligence (11%)
  盡職調查不充分 (11%)
• De-motivating employees (10%)
  挫傷員工積極性（10）
• Defection (8%) 叛逃（8）
• Other (3%) 其他 (3%)

• Paying attention to only half the challenge:
  關注只是挑戰的一半：

The reasons why M&A's and joint ventures "fail"(continued)
併購與合資 "失敗 "的原因（續）

• Tendency to focus on "visible" inputs vs. "invisible" relationships
  傾向於關注 "看得見的 "投入，而不是 "看不見的 "關係
• legal, financial, market data vs. trust, commitment
  法律、財務、市場數據與信任、承諾的對比
• Ignoring culture (national and organizational)
  忽視文化（國家和組織）
• The "visible" issues are necessary but not sufficient for success
  可見 "問題是成功的必要條件，但不是充分條件

Example: How Culture ended the DaimlerBenz Chrysler Merger
例：文化如何終結戴姆勒-賓士-克萊斯勒合併案

Why the Daimer-Chrysler M&A failed
戴默-克萊斯勒併購案為何失敗

• Analysts agree that the cultural gap in corporate cultures was one of the main reasons for the Daimler-Chrysler failure. Daimler was a German company which could be described as "conservative, efficient and safe", while Chrysler was known as "daring, diverse and creating" (Appelbaum, Roberts and Shapiro, 2009:44)
  分析師一致認為，企業文化的差距是戴姆勒-克萊斯勒失敗的主要原因之一。戴姆勒是一家德國公司，可以用 "保守、高效和安全 "來形容，而克萊斯勒則以 "大膽、多樣和創新 "著稱（Appelbaum、Roberts 和 Shapiro，2009:44）。
• Daimler was a very hierarchical company with a clear chain of command and respect for authority.
  戴姆勒是一家等級森嚴的公司，指揮系統明確，尊重權威。
• Chrysler, on the other cultural hand, favoured a more team-oriented and egalitarian approach.
  而克萊斯勒公司在文化上則更傾向團隊精神和平等主義。
• The other cultural difference lay in what the companies valued in terms of their clients. Daimler valued reliability and achieving the highest levels of quality, while Chrysler was placing its bets on catchy designs and offering their cars for competitive prices. These two factors resulted in conflicting orders and goals in different departments. American and German managers had different values which drove and directed their work. Different departments were heading in opposing directions.
  另一個文化差異在於兩家公司對客戶的重視程度。戴姆勒看重的是可靠性和最高水準的質量，而克萊斯勒則把賭注押在了吸引人的設計和有競爭力的價格上。這兩個因素導致不同部門的命令和目標相互衝突。美國和德國的經理人有著不同的價值觀，這些價值觀驅動並指導他們的工作。不同的部門朝著相反的方向前進。
• Employees on both sides felt reluctant to work with each other. During the initial stages of organisational integration, huge bulks of Chrysler's key executives either resigned or were replaced by Germans counterparts.
  雙方員工都不願與對方共事。在組織整合的最初階段，克萊斯勒的大批重要管理階層要麼辭職，要麼被德國同行取代。
• Moreover, Daimler was much more imposing and tried to dictate the terms on which the new company should work (Appelbaum, Roberts and Shapiro, 2009:44). Such a situation didn't inspire trust in Chrysler's employees and raised some serious communication challenges.
  此外，戴姆勒更加強勢，試圖對新公司的工作條件發號施令（Appelbaum、Roberts 和 Shapiro，2009:44）。這種情況並沒有激起克萊斯勒員工的信任，並引發了一些嚴重的溝通挑戰。
• So to summarise the cultural factors in play here:
  因此，總結這裡的文化因素：
• 1. differences in corporate cultures and values
     企業文化和價值觀的差異

2. lack of coordination and severe lack of trust among the employees
   缺乏協調，員工之間嚴重缺乏信任

• All three resulted in communication failures which in turn caused a sharp reduction in productivity.
  這三個問題都導致了溝通失敗，進而導致生產力急劇下降。

Example: Cultural Differences in the Daimler alliance with Mitsubishi
例：戴姆勒與三菱聯盟中的文化差異

• One of the lesser known international cooperation blunders is that of the DaimlerChrysler-Mitsubishi alliance in 2000.
  2000 年戴姆勒-克萊斯勒-三菱聯盟是鮮為人知的國際合作失誤之一。
• Right after acquiring Chrysler, the newly merged DaimlerChrysler decided to gain a foothold in Asia as well.
  在收購克萊斯勒之後，新合併的戴姆勒-克萊斯勒公司也決定在亞洲站穩腳步。
• They saw Mitsubishi Motors as the golden ticket.
  在他們看來，三菱汽車是一張金燦燦的入場券。
• The outcome, however, wasn't that successful.
  然而，結果並不那麼成功。

Why the Daimer-Mitsubishi Alliance failed
戴默-三菱聯盟失敗的原因

• In this case Daimler failed to acknowledge any local practices and principles of Japan business culture.
  在這個案例中，戴姆勒並沒有承認日本商業文化中的任何當地慣例和原則。
• In Japanese culture, trust and attention to others' feelings are essential. This means that Japanese business people value personal relationships more than dry facts. What is important is how you value your client and how you treat him. This differs greatly with a strictly fact-based and pragmatic approach of the German counterpart.
  在日本文化中，信任和關注他人的感受至關重要。這意味著日本商人更重視人際關係，而不是枯燥的事實。重要的是你如何重視客戶，如何對待客戶。這與德國人嚴格基於事實的務實態度大相逕庭。
• Not paying any attention to the concept of "localization", Daimler appointed German managers who immediately started giving orders as if they were in Germany. As a result, Japanese subordinates felt extremely reluctant to take orders from them (Froese and Goeritz, 2007: 98), which in turn had a negative impact on overall efficiency. Moreover, most Germans were seen as guests which exacerbated the situation since guests usually don't have authority in Japan and on top of that it's hard to be "rude" to a guest.
  戴姆勒沒有重視 "本地化 "的概念，任命了德國經理，他們立即開始像在德國一樣發號施令。結果，日本下屬極不情願接受他們的命令（Froese and Goeritz, 2007: 98），這反過來又對整體效率產生了負面影響。此外，大多數德國人都被視為客人，這使得情況更加糟糕，因為客人在日本通常沒有權力，而且很難對客人 "無禮"。
• Cross-department communication was very weak as well. Apart from the R&D department, communication mechanisms weren't installed properly and a chain of command was not clearly defined (Froese and Goeritz, 2007: 101).
  跨部門溝通也非常薄弱。除了研發部門外，其他部門的溝通機制也沒有建立起來，指揮系統也沒有明確規定（Froese and Goeritz, 2007: 101）。
• The last cultural difference which will be mentioned here is the conflict between cultures that value long-term orientation over short-term orientation and vice-versa. One of the founders of the intercultural theoretical framework, Professor Hofstede, used this difference as one of the key dimensions of culture. Generally speaking, countries in the West tend to be more short-term goal oriented while the countries of the East strive for more long term goal orientation
  這裡要提到的最後一種文化差異是重視長期取向而非短期取向的文化之間的衝突，反之亦然。跨文化理論架構的創始人之一霍夫斯泰德（Hofstede）教授將這種差異作為文化的主要維度之一。一般來說，西方國家較傾向短期目標導向，而東方國家則較追求長期目標導向。
• DaimlerChrysler after some time started feeling reluctant to make any further investments into Mitsubishi. They didn't see any short-time profits which eventually led to "pulling the plug" on their Japanese partner. Mitsubishi on the other hand, wasn't really concerned with the losses. They were more long-term oriented. They perceived the difficulties to be an obstacle to overcome, but not as a reason to dismantle the alliance. That is why, when DaimlerChrysler announced, that it refused to make any further investments, that the little shreds of trust dissapeared.
  一段時間後，戴姆勒-克萊斯勒公司開始不願意再向三菱公司投資。他們沒有看到任何短期利潤，這最終導致了他們對日本合作夥伴的 "撤資"。另一方面，三菱並不真正關心損失。他們更注重長遠發展。他們認為，困難是需要克服的障礙，但不是解散聯盟的理由。正因為如此，當戴姆勒-克萊斯勒公司宣布拒絕再進行任何投資時，那一點點信任也隨之消失了。
• The joint venture didn't work as intended because of the lack of consideration given to cultural factors. The inability to establish proper communication, build trust and recognise the goals of one's counterpart played a significant role in the outcome of the cooperation.
  由於缺乏對文化因素的考慮，合資企業並未達到預期效果。無法建立適當的溝通、信任和認識對方的目標，對合作的結果扮演了重要角色。
• Moreover, just as in the DaimlerChrysler merger, a German company was imposing its own terms on their partners. Once again this "bargaining in" and "do-it-our-way" attitude proved incapable of delivering results.
  此外，正如戴姆勒-克萊斯勒合併案一樣，一家德國公司將自己的條件強加給了合作夥伴。事實再次證明，這種 "討價還價 "和 "我行我素 "的態度無法取得成果。

Example: Success-Story of Tata's M&A of Jaguar Land Rover
例：塔塔併購捷豹路虎的成功案例

• TATA Jaguar Land Rover In 2008, TATA finalised the deal and acquired Jaguar Land Rover (JLR). However, the outcome was quite different from the previous case studies which ended in failure. This one is a success story.
  TATA 捷豹路虎 2008 年，TATA 最終完成交易，收購了捷豹路虎（JLR）。然而，其結果與先前以失敗告終的案例研究截然不同。這次是一個成功的故事。

• At the start of the process the Managing Director openly stated that "change of ownership has little to do with the changing of culture". This had several consequences on TATA's management style.
  在這一過程開始時，總經理公開表示，"所有權的改變與文化的改變關係不大"。這對塔塔公司的管理風格產生了一些影響。
• Firstly, TATA, in contrast with Daimler, decided to leave the existing management structure intact and leave the national British managers. There wasn't any attempt to impose Indian managers on JLR. All the key personnel retained their positions.
  首先，與戴姆勒相比，塔塔公司決定不改變現有的管理結構，並留下英國本土的管理階層。塔塔並未試圖將印度經理強加給 JLR。所有關鍵人員都保留了自己的職位。
• Secondly, TATA didn't just leave the current managers on their own. TATA managed to motivate them through constantly challenging them and working with them. In other words, help was offered only when it was needed and existing practices remained in place, but at the same time managers couldn't afford to be idle because they had goals to reach and plans to implement.
  其次，TATA 並沒有讓現任經理自生自滅。 TATA 透過不斷向他們提出挑戰並與他們合作，設法調動他們的積極性。換句話說，只有在需要的時候才會提供幫助，現有的做法仍然保留，但同時管理人員也不能無所事事，因為他們有目標要實現，有計劃要實施。
• Thirdly, unlike in the DaimlerChrysler and Mitsubishi alliance, TATA managed to inspire trust in JLR. First of all, the fact that most of JLR's personnel were left on their positions showed that TATA trusts JLR, and believed that it is capable of solving their problems. Moreover, more than once in interviews the Managing Director stated that "it is TATA's responsibility" to take care of JLR and that "TATA won't shy away from investments, if it is required". Such clear statements of loyalty contributed positively on the cooperation between the companies.
  第三，與戴姆勒-克萊斯勒和三菱聯盟不同，TATA 成功地激發了人們對 JLR 的信任。首先，JLR 的大部分人員都被留任，這表明 TATA 信任 JLR，並相信 JLR 有能力解決他們的問題。此外，董事總經理不只一次在訪談中表示，照顧 JLR 是 "TATA 的責任"，"如果需要，TATA 不會放棄投資"。這種明確的忠誠表態對兩家公司之間的合作起到了積極的促進作用。
• Finally, TATA kept an open-mind and never hesitated to listen to feedback from subordinates. TATA's top level officials often make trips to their factories and dealerships outside India and collect feedback from local employees. These opinions are being used in the developing company's strategy.
  最後，TATA 保持開放的心態，從不吝惜聽取下屬的回饋意見。 TATA 的高層官員經常前往印度以外的工廠和經銷商，收集當地員工的意見。這些意見被用來制定公司策略。

Successful Global Managers must develop Cross-cultural effectiveness
成功的全球管理者必須培養跨文化效能

• Cross-cultural effectiveness = ability to live and work effectively in the cultural setting of your assignment
  跨文化效能 = 在你的任務文化環境中有效生活和工作的能力
• Effectiveness (professional expertise + adaptation + intercultural interaction + situational readiness)
  成效 （專業知識 + 適應 + 跨文化互動 + 情境準備）
• PAIS)
• To be effective we need to have an understanding of culture OURS and THEIRS.
  要取得成效，我們必須了解我們的文化和他們的文化。

This course concentrates on the following global management issues:
本課程集中討論以下全球管理問題：

• Impact of cultural differences and how to develop a global mindset
  文化差異的影響以及如何培養全球化思維
• Ethical issues / How to be an ethical player / What ethical dilemmas do global managers face and how do they/should they handle those?
  道德問題/如何成為一個有道德的人/全球經理人面臨哪些道德困境，他們如何/應該如何處理這些問題？
• Value creation through globalization of markets, supply chain, labor force, financial markets to sell more, to safe cost, to increase profits, to enhance quality, to enhance innovation, etc.
  透過市場、供應鏈、勞動、金融市場的全球化創造價值 ，以增加銷售量、降低成本、增加利潤、提高品質、強化創新等。
• FINALLY: Self-evaluate your own global mindset. How would you further develop it?
  最後：自我評估自己的全球心態。你將如何進一步發展它？

MAN6038 The Global Manager Session 1 SUMMARY
MAN6038 全球經理人 第 1 講 摘要

MAN6038 The Global Manager
MAN6038 全球經理

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

2.5pages
Your assignment and how the session content is related
2.5 頁 您的任務以及會議內容的相關性

The following sections are all full of valuable in-sights and concepts that you can use for your assignment and when choosing a relevant case.
以下各節都包含大量有價值的觀點和概念，您可以在作業和選擇相關案例時加以利用。

A definition of culture
文化的定義

• Culture is a commonly-held body of beliefs and values which define the shoulds and the oüghts of life for those who hold them.
  文化是一種普遍持有的信念和價值觀，它為持有這些信念和價值觀的人定義了生活中的應然和實然。
• Researcher Geert Hofstede called it the
  研究者 Geert Hofstede 稱之為
• "Software of the mind" that distinguishes members of one group from those of another.
  將一個群體的成員與另一個群體的成員區分開來的 "心靈軟體"。

Culture is... 文化是...

• like an iceberg: is below the surface
  就像冰山： 表面之下

Culture 文化

• Learned: acquired from our social environment so early that we are usually unaware of its influence
  習得：很早就從社會環境中習得，以至於我們通常意識不到它的影響
• Shared: a collective phenomenon
  共享：一種集體現象
• Not random: patterns exist
  非隨機：存在模式
• NOTE: CULTURE DOES NOT NECESSARILY MEAN COUNTRY
  註：文化不一定指國家

Personality and culture 個性與文化

• Be aware of Stereoretyping. Be careful not to:
  注意立體類型。注意不要
• Project from groups to individuals, or
  項目從團體到個人，或
• Project from individuals to groups
  從個人到團體的項目
• Variations exist within cultures - not everyone is the same Free from stereotyping
  文化內部存在差異--並非每個人都是一樣的 擺脫陳規定型觀念
• Personality is an individual characteristic
  個性是個人特質

• Culture is a group characteristic
  文化是一種群體特徵

Multicultural competence and managerial success
多元文化能力與管理成功

• It is important to recognizing and respect differences in greeting rituals, titles, business cards, meals, but it is not enough.
  承認並尊重問候禮儀、頭銜、名片、用餐方面的差異很重要，但這還不夠。
• Global leaders must understand deeper levels of culture, that influence how people approach work and collaborate with each other
  全球領導者必須了解更深層的文化，它影響人們如何對待工作和相互協作

Global leaders need high Cultural Intelligence (CQ)
全球領導者需要高文化智商 (CQ)

• Cultural Intelligence (CQ)
  文化智能（CQ）
• The capacity to act effectively in multiple cultural environments
  在多種文化環境中有效行動的能力
• System of interacting knowledge and skills linked by mindfulness
  以正念為紐帶的互動知識與技能係統
• Ability to adapt and work effectively and respectfully with people of other cultures while
  能夠適應並有效地與其他文化背景的人一起工作，同時尊重他們

• Is related to Emotional Intelligence (EQ) and adds the condition of working across boundaries
  與情緒智商 (EQ) 有關，增加了跨邊界工作的條件
• CQ is a critical part of the global mindset
  CQ 是全球思維的重要組成部分
• Gives the cultural context of self- and other- awareness
  提供自我意識和他人意識的文化背景
• Has a knowledge and a skills component
  包括知識和技能兩部分
• CQ requires two different types of cultural knowledge
  CQ 需要兩種不同類型的文化知識
• General cultural knowledge (examined in the first part):
  文化常識（在第一部分中考察）：

• Specific cultural knowledge (examined in the second part):
  特定文化知識（在第二部分中考察）：

Understanding cultures Part 1: How cultures work.
了解文化第 1 部分：文化如何運作。

Culture is a shared set of assumptions, beliefs and values.
文化是一套共同的假設、信念和價值觀。

• Kluckhohn and Strodtbeck
  Kluckhohn 與 Strodtbeck
• a shared, commonly held body of beliefs and values that define the "shoulds" and "oughts" of life
  共同持有的信仰和價值觀，這些信仰和價值觀定義了生活中的 "應該 "和 "不應該"。
• "the culture of a country - or other category of people -
  "一個國家或其他民族的文化
• is not a combination of the properties of the 'average citizen'
  不是'普通公民'屬性的組合
• is not a 'modal personality'
  不是 "模態人格
• is a set of likely reactions of citizens with a common mental programming"
  是具有共同心理程序的公民可能做出的一系列反應"。
• Hofstede 霍夫斯泰德
• "the collective programming of the mind which distinguishes one group or category from another"
  "將一個群體或類別與另一個群體或類別區分開來的心靈集體程序"。
• Culture 文化
• can be seen in norms and practices: language, clothing, behavior
  從規範和慣例可以看出：語言、服飾、行為
• meaning and important influence much deeper
  意義和重要影響更為深遠
• shapes assumptions, perceptions, behavior
  塑造假設、觀念和行為
• is passed on through generations formally (school) and informally (stories and social reinforcement)
  透過正式方式（學校）和非正式方式（故事和社會強化）世代相傳

All Groups Have Cultures
所有群體都有自己的文化

• For any group, culture
  對於任何群體而言，文化
• Makes action more simple and efficient
  讓行動更簡單、更有效率
• Provides an important source of identity for its members
  為其成員提供重要的身分來源
• Culture and individuals interact
  文化與個人相互作用
• Group culture defined by what group members share
  群體文化由群體成員的共同點決定
• Individual members differ and subscribe to culture's assumptions and values to a greater or lesser extent
  個體成員之間存在差異，或多或少認同文化的假設和價值觀
• Every individual belongs to different groups with their distinct cultures: national, regional, professional, organizational, age, gender, religion, hobby, etc.
  每個人都屬於不同的群體，有著各自不同的文化：民族文化、地區文化、職業文化、組織文化、年齡文化、性別文化、宗教文化、愛好文化等。
• Culture provides an important context for people's behavior in a group
  文化為人們在群體中的行為提供了重要背景
• Hall: culture is to people like water is to fish
  霍爾：文化之於人，如水之於魚
• Fish out of water can't function normally... Fish does not now this till out of water
  離開水的魚無法正常活動...魚離開水後才會這樣

Culture affects individuals within groups in many ways
文化以多種方式影響群體中的個人

• Individuals are usually unaware of their own culture
  個人通常不了解自己的文化
• In fact: Learned, shared assumptions and values provide context for interactions and influences
  事實上：學習到的、共同的假設和價值觀為互動和影響提供了環境
• What is considered to be successful and what not
  什麼是成功，什麼是失敗
• What are the priorities of the group
  小組的優先事項是什麼
• How people should behave
  人們該如何行為
• Simplifies action 簡化行動
• Provides source of social identity
  提供社會認同的來源
• At the surface: Language, clothing, behavior
  表面上：語言、服飾、行為
• An individual becomes much more aware of own culture when visiting other culture(s)
  在訪問其他文化時，個人對自身文化的認知會更加深刻
• Critical to leading in an international context
  國際領導力的關鍵
• Necessary to over come the "fish out of water" syndrome
  克服 "漏網之魚 "綜合症的必要條件
• Is a group characteristic, but individuals are all different
  是一個群體的特徵，但個體都是不同的
• Individuals are rarely "typical" all the time
  個人很少一直是 "典型 "的

Understanding culture is fundamental to being an effective global leader.
了解文化是成為一個有效的全球領導者的基礎。

• Two fundamental characteristics distinguish "international management" from "normal" domestic management
  國際管理 "有別於 "普通 "國內管理，有兩個基本特徵
• working across varying cultures
  跨文化工作
• strategic complexity 戰略複雜性
• To lead effectively in the complexity of globalization
  在複雜的全球化環境中有效發揮領導作用
• empower people to make decisions
  賦予人們決策權
• implement these in ways consistent with the company's priorities
  以符合公司優先事項的方式實施這些措施
• understand the relationship between
  了解
• people and organizations
  人員和組織
• organizations and their context
  組織及其背景
• All of this complexity involves working across cultures effectively
  所有這些複雜性都涉及跨文化的有效合作

Are cultures converging?
文化是否趨同？

• If cultures are converging, then it will become less important to understand cultural differences
  如果文化趨同，那麼了解文化差異就變得不那麼重要了
• Is business the same everywhere? Are people basically the same all over the world?
  世界各地的商業都一樣嗎？世界各地的人基本上都一樣嗎？
• In some ways, yes:
  在某些方面，是的：
• Jeans, Nike, PlayStation, Pokemon, Harry Potter, vuvuzelas, popular music
  牛仔褲、Nike、PlayStation、寵物小精靈、哈利波特、vuvuzelas、流行音樂
• Globally and instantly traded currencies, global norms and infrastructures for conducting business
  全球即時交易貨幣、全球商業規範和基礎設施
• In some ways, no:
  從某些方面來說，不是：
• Number of countries increasing
  國家數量增加
• Genres of music, movies, culture fragmenting
  音樂、電影和文化流派的碎片化
• The answer is "they are both converging and diverging"
  答案是 "既趨同又背離"。
• Convergence allows us to do business together
  融合使我們能夠共同開展業務
• Divergence manifests itself when people have to interact day-to-day
  當人們必須進行日常互動時，分歧就會顯現出來
• "To say that we're (Chinese) becoming Westernized because McDonald's does well in Shanghai, is like saying that the U.S. is becoming Easternized because there are a lot of Chinese restaurants there."
  "說我們（中國人）正在西化，是因為麥當勞在上海經營得很好，這就好比說美國正在東化，是因為那裡有很多中餐館"。

Why Focus on Country Cultures?
為什麼關注國家文化？

• In International Management we often focus on the role of country cultures
  在國際管理中，我們經常關注國家文化的作用
• institutions that carry culture are powerful and consistent with "country"
  承載文化的機構是強大的，並與 "國家 "保持一致
• one "official" language is taught in state schools, is the language of government, is used by most official and unofficial media
  國立學校教授一種 "官方 "語言，它是政府的語言，被大多數官方和非官方媒體使用
• one legal system 一個法律體系
• system of government consistent across regions
  各地政體一致
• single relationship between church and state
  政教合一
• Beliefs and values associated with these institutions are taught to people early and unobtrusively
  與這些機構相關的信念和價值觀很早就被潛移默化地傳授給了人們
• through family norms and institutional practices
  透過家庭規範和製度慣例
• most people are unaware of their influence
  大多數人不知道自己的影響力
• It is important to remember that there are many other types of culture: regional, religious, local, professional, organizational, etc.
  重要的是要記住，還有許多其他類型的文化：區域文化、宗教文化、地方文化、專業文化、組織文化等。

Culture Influences How We See The World
文化影響我們看世界的方式

• Assumptions and Perceptions influence our thoughts
  假設和觀念影響我們的思想
• Some assumptions are deeply ingrained and it is difficult to ever surface them
  有些假設根深蒂固，永遠難以浮出水面
• taken-for-granted beliefs about the world and how it works
  對世界及其運作方式的既定信念
• create our world view
  創建我們的世界觀
• define the cognitive environment in which we work
  確定我們工作的認知環境
• some are deeply 有的深陷
• Other assumptions are learned at various stages of our lives
  其他假設是在我們人生的不同階段學到的
• once learned they are taken for granted
  一學就會

Dynamics of Differing World Views
不同世界觀的動力

• Our Assumptions influence our Perceptions (understanding)
  我們的假設影響我們的認知（理解）
• "We see what we want to see and hear what we want to hear"
  "我們看到我們想看到的，聽到我們想聽到的"
• Or, "I'll see it when I believe it" rather than “'Ill believe it when I see it"
  或者，"當我相信的時候，我會看到它"，而不是 "當我看到它的時候，我會相信它"。
• For example 例如
• The financial accountant focuses on financial ratios, earnings growth, dividends; may not focus on programs with long lead time that may enhance the company's reputation for social responsibility
  財務會計的重點是財務比率、獲利成長、股利；可能不會關注可能會提高公司社會責任聲譽的籌備時間較長的項目
• The advertising account manager will likely focus on product features that fit into assumptions about the target audience's motivation, may miss other features
  廣告客戶經理可能會把注意力集中在符合目標受眾動機假設的產品功能上，可能會忽略其他功能
• Assumptions are necessary
  假設是必要的
• They eliminate a constant need to inquire about the meaning of events and the motives of others
  它們消除了不斷探討事件意義和他人動機的需要
• The more we share assumptions with others, the more easily we interact and communicate effectively
  我們與他人分享的假設越多，就越容易進行有效的互動和溝通

Clearer Vision With D-I-E Describe, Interpret, Evaluate
透過 D-I-E 使視野更清晰 描述、解釋、評估

• Our actions are influenced by a cognitive process, filtered by our assumptions
  我們的行動受認知過程的影響，並經過我們的假設過濾
• D: We notice something and describe / observe its characteristics
  D: 我們注意到某一事物，並描述/觀察其特徵
• I: We interpret, or give meaning to what we observed
  I： 我們將觀察到的事物解釋，或賦予其意義
• E: We evaluate the facts, characteristics, dimensions of what we observed and then we take action
  E： 我們評估所觀察到的事實、特徵和層面，然後採取行動
• We perceive the world based on our assumptions through the D-I-E sequence
  我們根據自己的假設，透過 D-I-E 序列來感知世界
• When we cross cultural barriers we need to be aware that our D-I-E is based on assumptions that may not apply to the local conditions
  當我們跨越文化障礙時，我們需要意識到我們的 D-I-E 所基於的假設可能並不適用於當地的情況
• Spend more time on description, treat interpretations as hypotheses, defer evaluation until we have explored multiple possible interpretations
  花更多時間描述，將解釋視為假設，推遲評估，直到我們探索了多種可能的解釋為止

Culture and Individual Behavior (fig. 2.1)
文化與個人行為（圖 2.1）

When Cultures Meet:
Question the Other or Question Ourselves?
當文化相遇：質疑他人還是質疑自己？

• notice the same characteristics of a situation or different ones
  注意到相同或不同的情況特徵
• describe the situation they notice differently
  描述他們注意到的不同情況
• interpret what they notice differently
  對所注意到的事物有不同的理解
• evaluate what they interpreted differentlv
  評價他們的不同解釋lv
• take different actions 採取不同行動

When Cultures Meet Question the Other or Question Ourselves?
當不同文化相遇 質疑他人還是質疑自己？

• How to regain consistency?
  如何恢復一致性？
• Question the other 詢問對方
• change our perception of the evidence to match the assumptions
  改變我們對證據的看法，使之與假設相符
• Question ourselves 我們的問題
• Change our assumptions to match the evidence
  根據證據改變我們的假設
• It is generally easier to question the other
  一般來說，質疑對方比較容易
• less energy 能耗更低
• reinforced by others with the same assumptions (boss at headquarters)
  被具有相同假設的其他人（總部的老闆）強化
• is less confusing 不那麼令人困惑
• we distort what we've perceived to make it fit our assumptions
  我們會扭曲我們所感知的事物，使其符合我們的假設
• To question ourselves is less common and more difficult
  質疑自己並不常見，也更困難
• need to stand back and identify the holes in our own assumptions
  需要退後一步，找出我們自己假設中的漏洞
• energy needed to change our assumptions and those of others too
  改變我們和他人的假設所需的能量
• overcome a tendency to base one's own identity to one's culturally induced assumptions
  克服將自己的身分認同建立在文化假設上的傾向
• Key to effective communication: Fit between assumptions and perceptions
  有效溝通的關鍵：假設與認知之間的契合
• no fit: 不合適：
• cognitive inconsistency -> negative feeling, i.e., discomfort
  認知不一致 -> 負面感覺，即不適感
• then, -> distortion of perceptions to achieve consistency with assumptions and false comfort
  然後，-> 扭曲感知，以達到與假設和虛假舒適的一致性
• i.e., we seek pleasure to avoid pain
  即我們追求快樂以避免痛苦
• good fit: cognitive consistency -> justified "harmony, comfort"
  良好契合：認知一致性 -> 合理的 "和諧、舒適"
• cross-cultural situations: assumptions are likely to have no fit with perceptions -> misunderstanding
  跨文化情境：假設可能與認知不符 -> 誤解

Understanding Cultures Part 2: Acquiring & Organizing CultureSpecific Knowledge
了解文化第 2 部分：獲取並整理特定文化知識

Cultural frameworks compare different
文化框架比較不同的

Cultural Orientations Framework Kluckhohn & Strodtbeck
文化取向框架 Kluckhohn & Strodtbeck

• Is one tool for "mapping" differing patterns of beliefs held by different cultures
  是 "繪製 "不同文化所持有的不同信仰模式的工具之一
• Highlights deep assumptions important for international management
  強調對國際管理至關重要的深層假設
• Can promote deeper cultural awareness
  可以促進更深層的文化意識
• BUT, must be used prudently
  但必須謹慎使用
• Presupposes understanding of:
  前提是了解
• concepts underlying culture
  文化的基本概念
• assumptions underlying the framework itself (see next slide)
  框架本身所依據的假設（見下一張投影片）

The Cultural Orientations Framework is based on well-tested assumptions about culture.
文化取向架構是基於久經考驗的文化假設。

• There are universal themes in the challenges that different societies face over time
  不同社會長期面臨的挑戰具有普遍性
• Kluckhohn & Strodtbeck identified six universal challenges faced by all societies, and a limited number of basic ways of responding to each of the challenges
  Kluckhohn 和 Strodtbeck 確定了所有社會都面臨的六項普遍挑戰，以及應對每項挑戰的數量有限的基本方法
• Different societies developed different shared preferences for coping with each of these issues
  不同的社會在應對這些問題時形成了不同的共同偏好
• The rank ordering of the society's preferences is what creates differences among cultures
  社會偏好的排序造成了不同文化之間的差異
• All variations of a particular value orientation exist in a given culture
  特定文化中存在著某種價值取向的所有變體
• All variations provide good solutions and good ways forward for different situations; there is no such thing as a "better" cultural configuration
  所有的變體都為不同的情況提供了好的解決方案和好的前進方向；沒有所謂的 "更好的 "文化配置。
• People believe there are different ways to deal with a given situation; the society agrees there a preferred way to start
  人們相信有不同的方法來處理特定情況；社會同意有一種首選的方法來啟動
• The variation among individuals within a culture provides resources for cultural change and adaptation over time
  文化中個體之間的差異為文化的長期變革和適應提供了資源

• Environment: What is our basic relationship with the world around us?
  環境我們與周遭世界的基本關係是什麼？
• Harmony, Mastery, Subjugation
  和諧、掌握、征服
• Relationships: To whom and for whom do we naturally have responsibility?
  關係：我們對誰負有責任？
• Collective, Hierarchical, Individual
  集體、等級、個人
• Activity: What is our basic or natural approach to activity?
  活動：我們的基本或自然活動方式是什麼？
• Being, Doing, Thinking 存在、行動、思考
• Time: How do we think about time?
  時間：我們如何看待時間？
• Monochronic, Polychronic (from Hall & Hall)
  單聲道，多聲道（選自霍爾與霍爾）
• Human Nature: What is the basic nature of humans?
  人性：人類的基本本性是什麼？
• Good, Evil, Mixed or Neutral
  善、惡、混合或中立

• Space: How do we think about and use space?
  空間：我們如何看待和使用空間？
• Public, Private, Mixed 公共、私人、混合

Relationship with the Environment: How should we work with the environment around us?
與環境的關係：我們該如何與周遭環境相處？

• Mastery: The environment is separate from us, and something to be managed. Our actions should influence and control the environment to get things to work well.
  掌握：環境與我們是分離的，是需要管理的。我們的行動應該影響控制環境，讓事情順利進行。
• Examples: Pioneering, colonizing. High pay for CEOs (assumption that the CEO should control / master the business). Goal setting to produce results.
  例如：開拓、殖民。執行長的高薪（假定執行長應控制/掌握企業）。設定目標，創造成果。
• Harmony: The environment is a complex system of which we are one part. Our actions should keep the system in balance, then everything will work well.
  和諧：環境是一個複雜的系統，我們是其中的一部分。我們的行為應保持系統的平衡，這樣一切才會運作良好。
• Examples: Traditional hunting and gathering. Business systems of engaging many small actions in a coordinated way to bring about a comprehensive result over time. Goal setting to try actions and get feedback.
  例如：傳統狩獵和採集：傳統的狩獵和採集。以協調的方式參與許多小型行動，從而在一段時間內取得全面成果的商業系統。設定目標，嘗試行動並獲得回饋。

Relations among People: How should we think about relationships of power and responsibility? (Examples see next PPT slide)
人與人之間的關係：我們該如何看待權力與責任的關係？ (實例請見下一張 PPT 投影片）

• Collectivism: People in the group should be responsible for each other, and everyone is responsible to fulfil the group's needs. The group may be the extended family, the community, or any other large group.
  集體主義：群體中的人應該互相負責，每個人都有責任滿足群體的需求。群體可以是大家庭、社區或任何其他大型群體。
• Examples: Ubuntu, extended families, strong company cultures,
  例如烏班圖、大家庭、強大的公司文化、

• Individualism: Each of us should be responsible for him- or herself alone, and perhaps the immediate family if necessary. Society works better if everyone looks after him- or herself.
  個人主義：我們每個人都應為自己負責，必要時也要為直系親屬負責。如果每個人都能照顧好自己，社會就會運作得更好。
• Examples: Strict democracy, teams with specific and separate roles
  例如嚴格的民主制度、具有特定和獨立角色的團隊

• Hierarchy: Power and responsibility are arranged such that those above have power over those below, and responsibility for them. Those below should obey the wishes of those above.
  階級制度：權力和責任的安排是：上位者對下位者擁有權力，並對他們負責。下級應服從上級的意願。
• Examples: Strict communication and responsibility through an organization chart, privileges by hierarchical level.
  例如：透過組織架構圖進行嚴格的溝通和責任分工，並依等級劃分權限。

Examples (real life stories)
例（真實故事）

• Collectivism vs Individualism:
  集體主義與個人主義：
• Example of International Joint venture of German MNC with Japanese Family Business: Top Management Meeting of the JV Partners
  德國跨國公司與日本家族企業的國際合資企業實例：合資夥伴高階管理會議
• German: direct, critical, individualistic
  德語：直接、批判、個人主義
• Japanese: silent, consent seeking among peers, collectivistic
  日本人：沉默、尋求同儕同意、集體主義
• Hierarchies: 等級制度：
• Example of German GM asking Chinese Accounting to prepare an analysis where he needs inputs from other departments
  例如，德國總經理要求中國會計部準備一份分析報告，他需要其他部門的投入

Mode of Activity: What is the basic sequence of activity we agree to use together? (Examples see next PPT slide)
活動方式：我們同意共同採用的基本活動順序是什麼？ (範例請見下一張 PPT 投影片）

• Doing: We agree it is important to jump into action. When in doubt, do something.
  行動：我們一致認為，付諸行動非常重要。如果有疑問，就去做。
• Examples: Quick pilot testing, short-term results focus, budgeting as a way to determine activities.
  例如快速試行測試、注重短期成果、將預算編製作為確定活動的一種方式。
• Thinking: We agree it is important to plan carefully, before taking action. When in doubt, plan and analyze.
  思考：我們一致認為，在採取行動之前，認真制定計劃非常重要。有疑問時，要進行計劃和分析。
• Examples: Careful data analysis and re-analysis, planning of incremental milestones, budgeting as a way to engage in planning
  例如仔細分析和重新分析數據，規劃漸進的里程碑，將預算編製作為參與規劃的一種方式

Examples (real life stories)
例（真實故事）

• Careful planning and preparation by German manager vs "flexibility" of Asian partners (i.e. Chinese supplier, Japanese sales executive)
  德國經理的精心策劃和準備與亞洲合作夥伴（如中國供應商、日本銷售主管）的 "靈活性 "對比

Approach to Time: Is it linear or flexible?
對待時間的態度：是線性還是彈性？

• Monochronic: We measure time in linear, equal units. We prefer to do one thing at a time, then move to the next.
  單時性：我們以線性、相等的單位來衡量時間。我們喜歡一次只做一件事，然後再做下一件。
• Examples: Punctuality, schedule-driven cultures, watches and clocks are important.
  舉例來說：守時、時間表驅動的文化、手錶和時鐘都很重要。
• Polychronic: We think of time as flexible, and we do many things at a time.
  多時性：我們認為時間是彈性的，我們在同一時間會做很多事情。
• Examples: Doing things in their time, adjust sequencing and schedules according to needs of the moment.
  例如：以自己的時間做事，依照當下的需要調整順序和時間表。
• Globalization is creating a shift towards monochronic time as the common language of time; however, many cultures operate polychronically within the culture.
  全球化正在促使人們將單時制時間轉變為通用的時間語言；然而，許多文化在其內部卻是多時制的。
• Remember? Where would you put the partners of the Daimler-Chrysler M&A?
  還記得嗎？你會把戴姆勒-克萊斯勒併購案的合夥人放在哪裡？

Cultural orientations contribute differently to task and process.
文化取向對任務和過程的影響各不相同。

Data from a multi-country study helps map cultural differences.
一項多國研究的數據有助於繪製文化差異圖。

• Cultural orientations and variations study Measures Cultural Orientations
  文化取向與變異研究 措施 文化取向
• Data gathered at IMD from 10,000+ businesspeople from around the world show differences among countries.
  IMD 從全球 10,000 多名商人收集的數據顯示了各國之間的差異。
• Sample is businesspeople, about managers, MBA students; may not be representative of the general culture!
  樣本為商界人士，約有 位經理， 位 MBA 學生；可能不代表一般文化！
• Everyone included in the following charts was (a) born in their country, and (b) still lives there or lived there longest and (c) identifies with it most closely
  下列圖表中的每個人都(a)出生在自己的國家，(b)仍生活在自己的國家或在自己的國家生活時間最長，(c)對自己的國家認同感最強烈
• Warning: the smaller the sample size, the less reliable the map!
  警告：樣本量越小，地圖的可靠性越低！
• Samples shown here are (with sample size in this database): Argentina (73), Australia (282), Austria (295), Bangladesh (393), Belgium (218), Brazil (328), Canada (967), Chile (50), China (709), Colombia (69), Czech Republic (39), Denmark (281), Finland (115), France (629), Germany (751), Greece (52), Hong Kong (258), India (592), Indonesia (45), Ireland (86), Israel (39), Italy (358), Japan (625), Malaysia (88), Mexico (248), New Zealand (66), Netherlands (493), Nigeria (81), Norway (473), Pakistan (34), Peru (44), Poland (67), Portugal (140), Romania (171), Russia (226), Saudi Arabia (45), Singapore (113), South Africa (212), South Korea (180), Spain (302), Sweden (143), Switzerland (478), Taiwan (134), Thailand (140), Philippines (75), Turkey (64), Ukraine (58), United Kingdom (785), United States (3557), Vietnam (48).
  此處所示的樣本包括（本資料庫中的樣本量）：阿根廷(73)、澳洲(282)、奧地利(295)、孟加拉(393)、比利時(218)、巴西(328)、加拿大(967) 、智利(50)、中國(709)、哥倫比亞(69)、捷克共和國(39)、丹麥(281)、芬蘭(115)、法國(629)、德國(751)、希臘(52)、香港(258 )、印度(592)、印尼(45)、愛爾蘭(86)、以色列(39)、義大利(358)、日本(625)、馬來西亞(88)、墨西哥(248)、紐西蘭(66)荷蘭(493) 、奈及利亞(81)、挪威(473)、巴基斯坦(34)、秘魯(44)、波蘭(67)、葡萄牙(140)、羅馬尼亞(171)、俄羅斯(226)、沙烏地阿拉伯(45)、新加坡(113 )、南非(212)、韓國(180)、西班牙(302)、瑞典(143)、瑞士(478)、台灣(134)、泰國(140)、菲律賓(75)、土耳其(64)、烏克蘭(58 )、英國(785)、美國(3557)、越南(48)。
• More information at http://www.imd.org/research/projects/CPQ.cfm
  更多信息，請訪問 http://www.imd.org/research/projects/CPQ.cfm

Remember, individuals within cultures varv greatly from each other...
請記住，不同文化中的個體差異很大...

The map is not the territory!
地圖不是領土！

• A great "first guess" to guide your expectations
  一個很好的 "初步猜測"，為您的期望提供指導
• A set of hypotheses to test as you meet unexpected responses
  當您遇到意想不到的反應時，有一套假設可供檢驗
• Once your knowledge of the territory is better than the map, put the map away
  一旦你對領土的了解勝過地圖，就把地圖收起來吧
• Bring it out again when you need to navigate again
  當您需要再次導航時，再把它拿出來

Your assignment and how the session content is related
您的任務以及會議內容的相關性

• Using academic theories and a case study of your own choice, evaluate and analyse key traits of a global manager, such as, the appraisal of international culture, ethics and value-based considerations following which you should carry out a self-audit followed by a development plan.
  利用學術理論和自己選擇的案例研究，評估和分析全球經理人的關鍵特徵，例如對國際文化、道德和價值考慮的評估，然後進行自我評估，並制定發展計劃。
• It requires for example (these are not yet all tasks):
  例如，它要求（這些還不是全部任務）：
• A critical literature review about international culture, ethics and values-based considerations (1200 words)
  關於國際文化、倫理和價值觀的重要文獻綜述（1200 字）
• A case study about a business of your choice highlighting how the business has / not benefited from international culture, ethics and values-based considerations (1000 words)
  自選一家企業進行案例研究，重點說明該企業如何從國際文化、道德和價值觀中獲益（1000 字）

"Homework" "家庭作業"

• On your way home today or on your way to work tomorrow, think about any situations you encountered at work or at holidays with people from other cultures and/or when traveling to other countries.
  在今天回家的路上或明天上班的路上，想想你在工作或假日與來自其他文化背景的人相處和/或去其他國家旅行時遇到的任何情況。
• Have you noticed that they do something different from what you would have done or what you would have expected as "normal"?
  你是否注意到，他們所做的事情與你本來會做的或你本來認為 "正常 "的事情不同？
• Tomorrow, we are interested in listen to some of your and your classmates' observations in encounters with other cultures.
  明天，我們想聽聽你和你的同學在接觸其他文化時的一些觀察。
• We will see how we can use the cross-cultural research models to explain these differences. We will find out if these models are useful and where their limitations are.
  我們將了解如何利用跨文化研究模型來解釋這些差異。我們將了解這些模型是否有用，以及它們的局限性在哪裡。

MAN6038 The Global Manager Session 2 SUMMARY
MAN6038 全球經理人 第 2 講 摘要

MAN6038 The Global Manager
MAN6038 全球經理

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

Presentation and discussion of "Homework"
介紹與討論 "家庭作業

Using: https://www.hofstede-insights.com/product/compare-countries/
使用: https://www.hofstede-insights.com/product/compare-countries/

• On your way home today or on your way to work tomorrow, think about any situations you encountered at work or at holidays with people from other cultures and/or when traveling to other countries.
  在今天回家的路上或明天上班的路上，想想你在工作或假日與來自其他文化背景的人相處和/或去其他國家旅行時遇到的任何情況。
• Have you noticed that they do something different from what you would have done or what you would have expected as "normal"?
  你是否注意到，他們所做的事情與你本來會做的或你本來認為 "正常 "的事情不同？
• Tomorrow, we are interested in listen to some of your and your classmates' observations in encounters with other cultures.
  明天，我們想聽聽你和你的同學在接觸其他文化時的一些觀察。
• We will see how we can use the cross-cultural research models to explain these differences. We will find out if these models are useful and where their limitations are.
  我們將了解如何利用跨文化研究模型來解釋這些差異。我們將了解這些模型是否有用，以及它們的局限性在哪裡。

Hofstede dimensions 霍夫斯泰德維度

https://brainmass.com/business/business-

FIGURE 4.1. LEADING 圖 4.1.領導

Egalitarian cultures 平等主義文化

• It's okay to disagree with the boss openly even in front of others
  即使在別人面前也可以公開反對老闆的意見
• People are more likely to move action without getting the boss's okay.
  在沒有老闆同意的情況下，人們更有可能採取行動。
• If meeting with a client or supplier, there is less focus on matching hierarchical levels
  如果與客戶或供應商會面，則不太注重層級匹配
• It's okay to e-mail or call people several levels below or above you.
  給比你低或比你高幾級的人發郵件或打電話都沒關係。
• With clients or partners you will be seated and spoken to in no specific order.
  與客戶或合作夥伴交談時，您的座位和發言順序並不固定。

Hierarchical cultures 等級文化

• An effort is made to defer to the boss's opinion especially in public.
  努力服從上司的意見，尤其是在公開場合。
• People are more likely to get the boss's approval before moving to action.
  人們更傾向於在行動前獲得老闆的批准。
• If you send your boss, they will send their boss. If your boss cancels, their also may not come.
  如果你派你的老闆去，他們也會派他們的老闆去。如果你的老闆取消了，他們也可能不會來。
• Communication follows the hierarchical chain.
  溝通遵循等級鏈。
• With clients or partners you may be seated and spoken to in order of position.
  與客戶或合作夥伴交談時，您可能會按照位置順序就座和交談。

Directness: How straightforwardly do people typically communicate in this culture?
直接性：在這種文化中，人們的溝通通常有多直接？

Van den Bosch's intentions
范登博世的意圖

• Cleaning up the email
  清理電子郵件
• Sticking to facts and figures
  堅持事實和數字
• Being direct and clear about what steps are necessary to meet the client's needs.
  直接、明確地指出滿足客戶需求的必要步驟。
• Insisting on having information on five items "today
  堅持 "今天 "要有五個項目的訊息

Menedez' possible perceptions
梅內德斯可能的看法

• Focusing on facts and figures, not on establishing an empathetic appreciation of difficulties the Mexican partner is probably facing
  只關注事實和數字，而不是對墨西哥合作夥伴可能面臨的困難建立一種感同身受的理解
• Not asking any questions to understand the situation from Menendez's point of view
  不問任何問題，不從梅嫩德斯的角度了解狀況
• Being treated like a subordinate by his Dutch equal
  被平等的荷蘭人當作下屬對待

Task-based v. relationship-based cultures
任務型文化與關係型文化

The GLOBE Project Model Global Leadership and Organizational Behavior Effectiveness
GLOBE 專案模式 全球領導力和組織行為的有效性

• A unique large-scale study of cultural practices, leadership ideals, and generalized and interpersonal trust in 150 countries in collaboration with nearly 500 researchers.
  與近 500 名研究人員合作，對 150 個國家的文化習俗、領導理想、普遍信任和人際信任進行了獨特的大規模研究。
• An attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on managerial and organisational processes and the effectiveness of these processes
  嘗試發展一種基於經驗的理論，以描述、理解和預測特定文化變數對管理和組織流程的影響以及這些流程的有效性
• Conceived in 1991 by Professor Robert House, supported by Dr. Ali Dastmalchian and Prof. Mansour Javidan as the first to begin the data collection in the Middle East
  1991 年由羅伯特-豪斯教授提出，並由 Ali Dastmalchian 博士和 Mansour Javidan 教授的支持，率先開始在中東地區收集數據。
• Has become a leader with award-winning books, more than 400 academic and practice-oriented journal articles, a massive database, and GLOBE has been adopted by university scholars, diplomats and consulting agencies around the world.
  GLOBE 已成為一個領導者，出版了多部獲獎著作，發表了 400 多篇學術和麵向實踐的期刊論文，建立了一個龐大的數據庫，並被世界各地的大學學者、外交官和諮詢機構所採用。

The GLOBE Project Model
全球生態平衡立法者協會計畫模式

• Multi-country study and evaluation of cultural attributes and leadership behaviour
  文化屬性與領導行為的多國研究與評估
• Based on beliefs that:
  基於以下信念：
• Certain attributes that distinguish one culture from others can be used to predict the most suitable, effective and acceptable organisational and managerial practices within that culture
  一種文化有別於其他文化的某些特徵，可以用來預測該文化中最合適、最有效和最可接受的組織和管理方法。
• Societal culture has direct impact on organisational culture
  社會文化直接影響組織文化
• Leader acceptance stems from tying leader attributes and behaviours to subordinate norms
  領導者的認可源自於將領導者的特質和行為與下屬的規範連結起來
• Please visit GLOBE Project website for more information
  更多信息，請訪問全球生態平衡立法者協會項目網站

The GLOBE Project Model - 9 Cultural Dimensions
GLOBE 專案模式--9 個文化向度

• Power distance 功率距離
• Uncertainty avoidance 避免不確定性
• Collectivism I: Social collectivism
  集體主義 I：社會集體主義
• Collectivism II: In-group collectivism
  集體主義 II：群體內集體主義
• Gender egalitarianism 性別平等主義
• Assertiveness 自信
• Future orientation 未來方向
• Performance orientation 績效導向
• Humane orientation 人道取向

The GLOBE Project Model
全球生態平衡立法者協會計畫模式

• Corresponds generally with those of Hofstede's Model (studied in other modules)
  與霍夫斯泰德模型（在其他模組中研究）的內容基本一致
• However, different from Hofstede:
  然而，與霍夫斯泰德不同：
• many more researchers with varied perspectives were involved vs. Hofstede working alone
  與霍夫斯泰德單獨工作相比，有更多不同視角的研究人員參與其中
• and it studied many companies vs. Hofstede's IBM only
  它研究了許多公司，而霍夫斯泰德只研究了 IBM
• GLOBE provides a comprehensive overview of general stereotypes that can be further analysed for greater insight
  GLOBE 全面概述了一般定型觀念，可對其進行進一步分析，以獲得更深入的了解
• A comparison of The GLOBE Project & Hofstede's Model
  GLOBE 計畫與霍夫斯泰德模型的比較

The GLOBE Project Model - 9 Cultural Dimensions
GLOBE 專案模式--9 個文化向度

The GLOBE Project Model
全球生態平衡立法者協會計畫模式

The GLOBE Project Model -9 Cultural Dimensions - Questions for Reflection
GLOBE 專案模式--9 個文化向度--思考題

• Power distance 功率距離
• How much unequal distribution of power should there be in organisations and society?
  組織和社會中的權力分配應該有多不平等？
• Uncertainty-avoidance 避免不確定性
• How much should people rely on social norms and rules to avoid uncertainty and limit unpredictability?
  人們應該在多大程度上依賴社會規範和規則來避免不確定性和限制不可預測性？
• Institutional collectivism
  制度性集體主義
• How much should leaders encourage and reward loyalty to the social unit, as opposed to the pursuit of individual goals?
  與追求個人目標相比，領導者應在多大程度上鼓勵和獎勵對社會單位的忠誠？

The GLOBE Project Model -9 Cultural Dimensions - Questions for Reflection
GLOBE 專案模式--9 個文化向度--思考題

• In-group collectivism 群體內集體主義
• How much pride and loyalty should individuals have for their family or organisation?
  個人對家庭或組織的自豪感和忠誠度應該有多高？
• Gender egalitarianism 性別平等主義
• How much effort should be put into minimizing gender discrimination and role inequalities?
  應該付出多少努力來盡量減少性別歧視和角色不平等？
• Assertiveness 自信
• How confrontational and dominant should individuals be in social relationships?
  在社會關係中，個人應該具有怎樣的對抗性和主導性？

The GLOBE Project Model -9 Cultural Dimensions - Questions for Reflection
GLOBE 專案模式--9 個文化向度--思考題

• Future orientation 未來方向
• How much should people delay gratification by planning and saving for the future?
  人們應該在多大程度上透過規劃和儲蓄來延遲滿足感？
• Performance orientation 績效導向
• How much should individuals be rewarded for improvement and excellence?
  個人的進步和卓越應該得到多少獎勵？
• Humane orientation 人道取向
• How much should society encourage and reward people for being kind, fair, friendly, and generous?
  社會應該在多大程度上鼓勵和獎勵善良、公平、友善和慷慨的人？

The global manager as EXPATRIATE
作為 EXPATRIATE 的全球管理器

• Managing subordinates and handling peers, customers, suppliers, institutions in most appropriate ways is best learned when living and working outside the own familiar cultural environment.
  在自己熟悉的文化環境之外生活和工作時，最能學會以最恰當的方式管理部屬和處理與同行、客戶、供應商、機構的關係。
• People in other cultures do not necessarily take for granted what managers are used to assume in their own cultural environment.
  其他文化背景的人並不一定會認為管理者在自己的文化環境中習慣於假設的東西是理所當然的。
• Managers who live and work in a different country/ in a different cultural environment than their familiar home, are called EXPATRIATES!
  在不同於自己熟悉的國家/文化環境中生活和工作的管理人員被稱為 "外派人員"！

Pros and Cons of using expatriates
使用外派人員的利與弊

Considerations in living and working globally
在全球生活和工作的考慮因素

What Is challenging for expatriates?
外籍人士面臨的挑戰是什麼？

• Host country language 東道國語言
• Lack of social network
  缺乏社交網絡
• Unfamiliar customs & cultural norms
  不熟悉的習俗和文化規範
• Accommodation 住宿
• Transportation 交通運輸
• Healthcare 醫療保健
• Food 食品
• Climate 氣候
• Family problems 家庭問題

• New work role 新的工作角色
• Culturally-bound professional vocabulary
  受文化限制的專業詞彙
• Value incongruence 價值不一致
• Future career path 未來的職業道路
• Career blockage 職業障礙

What helps them adjust more quickly and better?
怎樣才能幫助他們更快、更好地適應環境？

• Supervisor support 主管支持
• Coworker support 同事支持
• Logistic support 後勤支援
• Cultural novelty 文化新穎性
• Spouse adjustment 配偶調整
• Role clarity 角色明確
• Role discretion 角色酌處權
• Role conflict 角色衝突
• Role novelty 角色新穎性
• Experience 經驗
• Language fluency 語言流暢性
• Personality 個性
• Competence 能力
• Efficacy 功效
• Acculturative strategy 文化適應策略
  

  

Multicultural Personality Questionnaire (MPQ)
多元文化人格問卷 (MPQ)

Factors that influence the performance of international managers
影響國際管理階層績效的因素

The MBI Model: MBI 模式：

MAP

• Cultural Orientations Framework
  文化取向框架

BRIDGE 橋樑

INTEGRATE Manage the
differences
整合 管理差異

• Mapping is the skill of describing differences objectively
  繪圖是客觀描述差異的技能
• ... without inherent judgment
  ……沒有固有的判斷
• ... based on data, and changing with new observations
  ……以數據為基礎，並隨著新的觀察而變化
• ... comparing with a "you are here" point
  ....與 "你在這裡 "進行比較
• Remember that the Map is not the Territory, it is a tool to help you navigate the territory
  請記住，地圖不是領土，它只是幫助您導航的工具
• Stop using the Map once you understand the Territory well
  充分了解領土後停止使用地圖
• Chapter 2 of the textbook is about Mapping Culture
  教科書第 2 章的主題是 "繪製文化地圖"。

• Preparing 準備工作
• Motivation to understand and communicate across differences
  理解和跨越差異溝通的動機
• Confidence in the ability to communicate effectively and that the outcome will be positive
  相信自己有能力進行有效溝通，並相信溝通結果會是正面的
• Decentering without blame
  去中心化而不指責
• Blame-free explanations: attribute problems and
  無責解釋：屬性問題和

B

conflicts correctly

• De-centering: send and receive messages with the other person's "code" in mind
  去中心化：收發訊息時牢記對方的 "代碼"
• Recentering 重新定位
• Common reality: foundation for effective communication. Find something you can agree on.
  共同的現實：有效溝通的基礎。找到你們能達成共識的東西。
• Common rules: agree on norms of behavior
  共同規則：商定行為規範

Integrate to get synergy - build from Maps and Bridges
整合以獲得協同效應--從地圖和橋樑開始建設

• Engage participation 參與
• Actively seek to involve people
  積極尋求人們的參與
• Establish routines to facilitate participation
  建立促進參與的常規程序
• Vary the modes of participation
  改變參與方式
• Resolve conflicts 解決衝突
• Detect disagreement (indirectly expressed?)
  檢測分歧（間接表達？）
• Resolve conflicts using bridging skills
  運用溝通技巧解決衝突
• Agree on ways to avoid destructive conflict
  商定避免破壞性衝突的方法
• Build on ideas 以創意為基礎
• Explore differences; build on each other's ideas; try to invent new ideas
  探索差異；借鏡彼此的想法；試著發明新想法
• Do more than combine and compromise
  不只是合併和妥協

Map-Bridge-Integrate 地圖-橋樑-集成

• Teams that engage in the MBI behaviors well:
  參與 MBI 的團隊行為良好：
• are more creative 更有創意
• generate more and better alternatives and criteria for evaluating them
  提出更多更好的備選方案和評估標準
• perform better on complex, multi-faceted decision-making tasks
  在複雜、多面向的決策任務中表現更佳
• create value through effective innovation and change
  透過有效的創新和變革創造價值

• Cultural diversity helps the divergent processes - this is obvious
  文化多樣性有助於不同的過程--這是顯而易見的
• Cultural diversity makes it hard to get the convergent process, but good team and leadership processes can overcome this
  文化差異使趨同過程難以實現，但良好的團隊和領導過程可以克服這一點
• Culturally diverse teams tend to have higher satisfaction and motivation to be together than mono-cultural teams - this can be put to work
  與單一文化團隊相比，多元文化團隊往往具有更高的滿意度和共事動力--這一點可以付諸實踐
• People like to be in culturally diverse teams to learn, for variety
  人們喜歡在不同文化背景的團隊中學習，追求多樣性

MAN6038 The Global Manager Session 3 SUMMARY
MAN6038 全球經理人 第 3 講 摘要

MAN6038 The Global Manager
Session 3 TUTORIAL
How to find Academic Evidence for the Assignment
MAN6038 全球經理人 第 3 課 如何為作業尋找學術證據

Your assignment and how to deal with literature sources
您的任務以及如何處理文獻資料

• Using academic theories and a case study of your own choice, evaluate and analyse key traits of a global manager, such as, the appraisal of international culture, ethics and value-based considerations following which you should carry out a self-audit followed by a development plan.
  利用學術理論和自己選擇的案例研究，評估和分析全球經理人的關鍵特徵，例如對國際文化、道德和價值考慮的評估，然後進行自我評估，並制定發展計劃。
• It requires for example (these are not yet all tasks):
  例如，它要求（這些還不是全部任務）：
• A critical literature review about international culture, ethics and valuesbased considerations (1200 words)
  關於國際文化、倫理和價值觀的重要文獻綜述（1200 字）
• A case study about a business of your choice highlighting how the business has / not benefited from international culture, ethics and values-based considerations (1000 words)
  自選一家企業進行案例研究，重點說明該企業如何從國際文化、道德和價值觀中獲益（1000 字）
• In-text citations and the list of references should follow Harvard style. A minimum of 15 academic references are required.
  文中引用和參考文獻清單應遵循哈佛風格。至少需要 15 篇學術參考文獻。

Your assignment and how to deal with literature sources
您的任務以及如何處理文獻資料

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of 10-15 academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 10-15 篇學術參考文獻。

Evidence-Based Arguments
基於證據的論證

• What is valued in academic writing is that opinions are based on a sound understanding of the pertinent body of knowledge and academic debates that exist within, and increasing external to, your discipline. You need to support your opinion with evidence from scholarly sources. It should be an objective stance presented as a logical argument. The quality of your evidence will determine the strength of your argument. The challenge is to convince the reader of the validity of your opinion through a welldocumented, coherent, and logically structured piece of writing. This is particularly important when proposing solutions to problems or recommended courses of action.
  在學術寫作中，最重要的是在正確理解本學科內部和外部存在的相關知識體系和學術爭論的基礎上提出自己的觀點。你需要用學術資料中的證據來支持你的觀點。這應該是以邏輯論證形式呈現的客觀立場。證據的品質將決定論證的力度。您所面臨的挑戰是如何透過一篇有據可查、連貫一致、邏輯結構嚴謹的文章，讓讀者相信您的觀點是正確的。這一點在提出問題解決方案或行動建議時尤其重要。

Ways to Construct a Compelling Argument
建構令人信服的論點的方法

Creating an Introduction
創建導言

• The argumentative essay begins with an engaging introduction that presents the general topic. The thesis typically appears somewhere in the introduction and states the writer's point of view.
  議論文以引人入勝的引言開頭，提出總的主題。論文通常出現在引言的某處，闡述作者的觀點。
• Avoid forming a thesis based on a negative claim. For example, "The hourly minimum wage is not high enough for the average worker to live on." This is probably a true statement, but arguments should make a positive case that affirms something. Instead of arguing something "is not...", an argument essay is stronger when it asserts something "is..." Returning to the example above, a stronger thesis could focus on how the hourly wage is low or insufficient.
  避免根據負面主張形成論點。例如，"最低小時工資不足以讓普通工人維持生活"。這可能是個真實的陳述，但論點應該提出一個正面的論點來肯定某些事情。與論證 "不是...... "的觀點不同，論證文章在斷言 "是...... "時會更有力。回到上面的例子，一個更有力的論點可以集中在時薪是如何偏低或不足的。

Acknowledging Opposing Ideas and Limits to Your Argument
承認對立觀點和論點的局限性

• Because an argument implies differing points of view on the subject, you must be sure to acknowledge those opposing ideas. Avoiding ideas that conflict with your own gives the reader the impression that you may be uncertain, fearful, or unaware of opposing ideas. Thus, it is essential that you not only address counterarguments but also do so respectfully.
  因為論證意味著對主題有不同的觀點，所以你必須確保承認這些相反的觀點。迴避與自己觀點相衝突的觀點會給讀者留下你可能不確定、害怕或不了解反對觀點的印象。因此，你不僅要正視反駁意見，還要尊重他們。
• Try to address opposing arguments earlier rather than later in your essay. Rhetorically speaking, ordering your positive arguments last allows you to better address ideas that conflict with your own, so you can spend the rest of the essay countering those arguments. This way, you leave your reader thinking about your argument rather than someone else's. You have the last word.
  盡量在文章的前面而不是後面論述反對論點。從修辭學上講，將正面論點排在最後，可以讓您更好地論述與自己觀點相衝突的觀點，這樣您就可以在文章的其餘部分反駁這些論點。這樣，你就能讓讀者思考你的論點，而不是別人的論點。你擁有最後的發言權。

Bias in Writing 寫作中的偏見

• The strength of a personal bias is that it can motivate you to construct a strong argument. If you are invested in the topic, you are more likely to care about the piece of writing. Similarly, the more you care, the more time and effort you are apt to put forth and the better the final product will be.
  個人偏見的優點在於它可以促使你建構一個強而有力的論點。如果你對主題有興趣，你就更有可能關心寫作。同樣，你越關心，就越願意付出更多的時間和精力，最終的成果就越好。
• The weakness of bias is when the bias begins to take over the essaywhen, for example, you neglect opposing ideas, exaggerate your points, or repeatedly insert yourself ahead of the subject by using Itoo often. Being aware of all three of these pitfalls will help you avoid them.
  偏見的弱點是當偏見開始控製文章時，例如，當你忽視反對意見、誇大你的觀點，或反覆使用 "Itoo "來將自己置於主題之前。意識到這三個陷阱將有助於你避免它們。

Fact and Opinion 事實與觀點

• Facts are statements that can be definitely proven using objective data. The statement that is a fact is absolutely valid. In other words, the statement can be pronounced as true or false. For example, . This expression identifies a true statement, or a fact, because it can be proved with objective data.
  事實是指可以透過客觀數據得到確切證明的陳述。作為事實的陳述是絕對有效的。換句話說，該陳述可被宣佈為真或假。例如， 。這個表述確定了一個真實的陳述或事實，因為它可以用客觀數據來證明。
• Opinions are personal views, or judgments. An opinion is what an individual believes about a particular subject. However, an opinion in argumentation must have legitimate backing; adequate evidence and credibility should support the opinion. Consider the credibility of expert opinions. Experts in a given field have the knowledge and credentials to make their opinion meaningful to a larger audience.
  觀點是個人看法或判斷。觀點是個人對特定主題的看法。但是，論證中的觀點必須有合法的依據；觀點應有充分的證據和可信度的支持。考慮專家意見的可信度。某一領域的專家擁有豐富的知識和資歷，可以讓更多的受眾了解他們的觀點。

Example of argument/conclusion based on academic journal sources
基於學術期刊資料的論點/結論範例

• Many researchers studied and assessed brand equity based on Aaker's (1991) four-dimensional theory and Keller's (1993) consumer-based brand equity model and their results supported Aaker's and Keller's findings (Cobb-Walgren et al., 1995; Pappu et al., 2005). Yoo et al., (2000) also opened up their study in evaluating brand equity. They combined the two attributes of brand awareness and brand association in Aaker's (1991) four-dimensional model into a threedimensional construct and employed the statistical method of confirmatory factor analysis for assessment. This three-dimensional construct was further finetuned through refining the dimensions. It was later confirmed and supported the three-dimensional brand equity theory for empirical studies (Yoo and Donthu, 2001; Washburn and Plank, 2002).
  許多研究人員根據Aaker（1991 年）的四維理論和Keller（1993 年）的基於消費者的品牌資產模型對品牌資產進行了研究和評估，其結果支持了Aaker 和Keller 的結論（Cobb-Walgren 等人，1995 年；Pappu 等人，2005 年）。 Yoo 等人（2000 年）也進行了品牌資產評估研究。他們將 Aaker（1991 年）的四維模型中的品牌意識和品牌聯想這兩個屬性合併成一個三維結構，並採用確認性因子分析的統計方法進行評估。透過細化維度，這個三維結構得到了進一步的改進。後來，三維品牌資產理論在實證研究中得到了證實和支持（Yoo 和 Donthu，2001 年；Washburn 和 Plank，2002 年）。
• By reviewing the previous literatures on brand equity evaluation, it is observed that different researchers proposed different approaches from different perspectives for estimating the brand value for different purposes.
  透過回顧以往有關品牌資產評估的文獻，可以發現不同的研究者從不同的角度提出了不同的方法，用於評估不同目的的品牌價值。
• The purposes of brand equity valuation are .....
  品牌資產評估的目的在於 .....

Example of argument relevant sources
相關論點範例

How to recognize peer-reviewed (refereed) journals
如何辨識同儕審查（審稿）期刊

• Universities often require that students utilize articles from "peerreviewed" journals.
  大學通常要求學生使用 "同儕審查 "期刊上的文章。
• But what are peer-reviewed journal articles, and why do faculty require their use?
  但是，什麼是同儕審查期刊論文，為什麼教師要求使用它們？

What is peer review?
什麼是同儕審查？

6. Joumal Editor includes in
   Joumal 編輯器包括
   

   

Three categories of information resources:
三類資訊資源：

• Newspapers and magazines containing news - Articles are written by reporters who may or may not be experts in the field of the article. Consequently, articles may contain incorrect information.
  包含新聞的報紙和雜誌 - 文章由記者撰寫，他們可能是也可能不是文章領域的專家。因此，文章可能包含不正確的資訊。
• Journals containing articles written by academics and/or professionals Although the articles are written by "experts," any particular "expert" may have some ideas that are really "out there!"
  包含由學者和/或專業人士撰寫的文章的期刊 雖然這些文章是由 "專家 "撰寫的，但任何特定的 "專家 "都可能有一些真正 "超前 "的想法！ "
• Peer-reviewed journals - Articles are written by experts and are reviewed by several other experts in the field before the article is published in the journal in order to ensure the article's quality. (The article is more likely to be scientifically valid, reach reasonable conclusions, etc.) In most cases the reviewers do not know who the author of the article is, so that the article succeeds or fails on its own merit, not the reputation of the expert.
  同行評審期刊--文章由專家撰寫，在期刊上發表前由該領域的其他幾位專家進行評議，以確保文章的品質。 (在大多數情況下，審查者並不知道文章的作者是誰，因此文章的成敗取決於其本身的價值，而不是專家的聲譽。

How do you determine whether an article qualifies as being a peer-reviewed journal article?
如何確定一篇文章是否符合同儕審查期刊文章的要求？

• Limiting a database search to peer-reviewed journals only. Some databases allow you to limit searches for articles to peer reviewed journals only.
  將資料庫搜尋僅限於同行評審期刊。有些資料庫允許您將文章搜尋僅限於同行評審期刊。
• In some databases you may have to go to an "advanced" or "expert" search screen to do this. Some databases do not allow you to limit your search in this way.
  在某些資料庫中，您可能需要進入 "進階 "或 "專家 "搜尋畫面才能這樣做。有些資料庫不允許以這種方式限制搜尋。
• Or alternatively: Find the official web site of the journal on the internet, and check to see if it states that the journal is peer-reviewed. Be careful to use the official site (often located at the journal publisher's web site), and, even then, information could potentially be "inaccurate."
  或者也可以這樣做：在網路上找到該期刊的官方網站，查看上面是否註明該期刊經過同行評審。小心使用官方網站（通常位於期刊出版商的網站），即便如此，資訊也有可能 "不準確"。
• And there are various lists in the internet,
  網路上有各種清單、

Trustable and relevant data sources
可信任的相關資料來源

• Data presented in academic journal research articles
  學術期刊研究文章中提供的數據

• Data from government / company / association websites
  來自政府/公司/協會網站的數據
• Data from Wiki (?)
  數據來自維基（？）
• Data from newspapers, magazines
  報紙、雜誌的數據
• Data from internal sources (not public)
  來自內部的數據（非公開）
• Data gathered by yourself (primary)
  自己收集的資料（主要資料）

Identify the literature which is relevant to the study.
確定與研究相關的文獻。

The literature review is a review and not a list of descriptions.
文獻綜述是綜述，不是描述清單。

Remember! LITERATURE REVIEW
記住文獻綜述

• What are the relevant theories?
  有哪些相關理論？
• How are these theories applied?
  如何應用這些理論？
• What do they find? (i.e. their outcome)
  他們發現了什麼？ (即他們的結果）
• What evidence / data do they use?
  他們使用了哪些證據/數據？
• What are the controversial issues? (What does one author write and other author/s disagree or add?)
  有爭議的問題是什麼？ (一位作者寫了什麼，其他作者不同意或補充了什麼？）
• How is your assignment going to be inspired by and link-up with the work you are reading?
  您的作業將如何從您正在閱讀的作品中得到啟發並與之聯繫起來？

How to phrase in-text references: CHECKLIST OF WORDS (1)
如何在文中引用參考文獻：詞語核對錶 (1)

• Peterson (2013) gave account for-give reasons for; explain why something happens
  Peterson (2013) gave account for - give reasons for; explain why something happens.
• Wiatt (2009) analysed - examine in very close detail; identify important points and chief features
  Wiatt (2009) 分析--非常詳細地研究；確定要點和主要特徵
• Horshel et al (1999) comment on - identify and write about the main issues, giving your reactions based upon what you have read or heard in lectures. Avoid purely personal opinion
  Horshel 等人（1999 年）評論--找出並寫出主要問題，根據你所讀到的或在講座中聽到的內容談談你的看法。避免純粹的個人觀點
• Trompenaars (1997) compared - show how two or more things are similar. Indicate the relevance or consequences of these similarities
  Trompenaars (1997) 比較--說明兩個或多個事物的相似之處。指出這些相似性的相關性或後果
• Michels and Blant (2010) contrast - set two or more items or arguments in opposition so as to draw out differences. Indicate whether the differences are significant. If appropriate, give reasons why one item or argument may be preferable
  Michels 和 Blant (2010) 比較--將兩個或兩個以上的項目或論點對立起來，以找出差異。指出差異是否顯著。在適當時，說明一個項目或論點可能更可取的原因
• Beer et al (1998) critically evaluated - weigh arguments for and against something, assessing the strength of the evidence on both sides. Use criteria to guide your assessment of which opinions, theories, models or items are preferable
  Beer 等人（1998 年）批判性評估--權衡支持和反對某事物的論點，評估雙方證據的 力度。使用標準來指導您評估哪些觀點、理論、模式或項目更可取
• Schein (1960) defined - give the exact meaning of. Where relevant, show that you understand why the definition may be problematic
  Schein (1960)定義--給出確切意義。在相關情況下，說明你瞭解為什麼定義可能有問題
• Yin (1996) describe - give the main characteristics or features of something, or outline the main events
  Yin (1996) 描述--給出事物的主要特徵或特點，或概述主要事件
• Porter (2000) discussed - write about he most important aspects of (probably including criticism); give arguments for and against; consider the implications of
  Porter (2000) 討論了--寫出其最重要的方面（可能包括批評）；提出贊成和反對的論點；考慮其影響。
• Hofstede (1980) distinguished - bring out the differences between two (possible confusable) items
  霍夫斯泰德（1980 年）將兩個（可能混淆的）項目區分開來--指出兩個項目之間的差異

CHECKLIST OF WORDS (2)
詞表 (2)

• Miller (1978) evaluated - assess the worth, importance or usefulness of something, using evidence. There will probably be cases to me made both for and against
  米勒（1978 年） 評估--利用證據評估某事物的價值、重要性或實用性。可能會有支持和反對的理由
• Stein et al (2010) examined - put the subject 'under the microscope', looking at it in detail. If appropriate, 'critically evaluate' its as well
  Stein 等人（2010 年）的研究--將主題 "置於顯微鏡下"，進行詳細研究。如果合適，還可以對其進行 "批判性評價
• Wilkinson (2005) explains - make clear why something happens, or why something is the way it is
  威爾金森（2005 年）解釋說--明確事情發生的原因，或事情為何如此
• French (2012) illustrates - make something clear and explicit, giving examples or evidence
  French (2012) illustrates（說明）--舉例或舉證，使事物清晰明確
• Block et al (2013) interpret - give the meaning and relevance of data or other material presented
  布洛克等人（2013）解釋--說明所提供的資料或其他資料的意義和相關性
• Julianek (2000) justifies - give evidence which supports an argument or idea; show why a decision or conclusions were made, considering objections that others might make
  Julianek (2000) 證明--提供支持論點或觀點的證據；說明為何做出決定或結論，並考慮他人可能提出的反對意見
• Holtz (1999) narrates - concentrate on saying what happened, telling it as a story
  Holtz (1999) 敘述--專注於講述發生的事情，將其作為一個故事來講述
• Vanders (2001) outlines - give only the main points, showing the main structure
  范德斯（2001 年）概述--只給出要點，顯示主要結構
• Marshal (2000) relates - show similarities and connections between two or more things
  Marshal (2000) 關聯--顯示兩個或多個事物之間的相似性和聯繫
• Watson (1999) states - give the main features, in very clear English (almost like a simple list but written in full sentences)
  沃森（1999 年）指出--用非常清晰的英語（幾乎就像一個簡單的列表，但要用完整的句子寫出來）介紹主要特點
• Raven (1985) summarises - draw out the main points only (see 'outline'), omitting details or examples
  Raven (1985) 總結--只列出要點（見 "提綱"），省略細節或例子
• Phatek (2000) points out to what extent - consider how far something is true, or contributes to a final outcome. Consider also ways in which the proposition is not true (the answer is usually somewhere between 'completely' and 'not at all')
  Phatek (2000) 指出了 "在多大程度上"--即考慮某事在多大程度上是真實的，或對最終結果有多大幫助。也要考慮命題不真實的方式（答案通常介於 "完全 "和 "完全不 "之間）
• Harzing (2001) traced - follow the order of different stages in an event or process
  Harzing (2001) 追蹤--遵循事件或過程中不同階段的順序

and
Wrap-Up WEEK 1 (Session 1 -3)
第 1 週（第 1-3 課時）

What you should do in the next days before we continue with session 4:
在我們繼續第 4 課之前，接下來幾天你應該做些什麼？

MAN6038
The Global Manager
MAN6038 全球經理

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

The following sections are all full of valuable in-sights and concepts that you can use for your assignment and when choosing a relevant case.
以下各節都包含大量有價值的觀點和概念，您可以在作業和選擇相關案例時加以利用。

WORKING IN AND WITH GLOBAL TEAMS: Consider
在全球團隊中工作並與之合作：考慮

• In what ways can global team synergy be developed and sustained over the long run?
  全球團隊的協同作用可以透過哪些方式發展和長期維持？
• If your boss asked you to develop a two-day team-building workshop for members of several new dispersed global teams, how would you structure the program? What would you include, and why?
  如果你的老闆要求你為幾個新成立的分散在全球各地的團隊成員制定一個為期兩天的團隊建立研討會，你將如何安排這個計畫？你會包括哪些內容，為什麼？
• In your view, what are the principal qualities for a global team leader? Are these leadership qualities the same or different for co-located and dispersed teams? Why?
  您認為全球團隊領導者應具備哪些主要特質？這些領導特質對於同地團隊和分散團隊是相同還是不同？為什麼？
• Are some people better suited to participate in dispersed global teams than others? How might a company train employees to participate in such teams?
  是否有些人比其他人更適合參與分散的全球團隊？公司如何培訓員工參與此類團隊？

Global teams 全球團隊

Why a global team?
為什麼要組建全球團隊？

• Companies use global teams when they need specific crosscultural expertise on some aspect of the business or when they partner with a foreign firm.
  當公司在業務的某些方面需要特定的跨文化專業知識或與外國公司合作時，就會使用全球團隊。
• Many firms prefer using such teams because they can often do a better job than homogeneous teams consisting exclusively of either home- or host-country nationals.
  許多公司喜歡使用這種團隊，因為他們往往比完全由本國或東道國國民組成的同質團隊做得更好。
• Global teams can provide an opportunity to incorporate widely differing social, cultural, and business perspectives into key decisions affecting the success of international operations.
  全球團隊可以提供一個機會，將大相逕庭的社會、文化和商業視角納入影響國際營運成敗的關鍵決策中。

Tuckman's stages of team development
塔克曼的團隊發展階段

• confusion 混亂
• uncertainty 不確定

• tension 緊張

• successful 成功的

• flexible, task roles 靈活的任務角色
• openness 公開性

• delusion, 妄想

Adjourning 休會

• disengagement 脫離
• anxiety about separation and ending
  對分離和結束的焦慮

• sadness 悲傷

Cultural diversity & team performance
文化多元與團隊績效

I-P-O model of team effectiveness (McGrath)
團隊效率的 I-P-O 模型（麥格拉斯）

Types of team behaviours
團隊行為類型

• Task/action behaviors - Occur after planning processes as team members work on the task
  任務/行動行為 - 在規劃過程之後，團隊成員執行任務時出現
• Checking/monitoring: check progress toward goals; update members' progress; take corrective action
  檢查/監督：檢查實現目標的進展；更新成員的進度；採取糾正措施
• Cooperation: help each other; back each other up
  合作：互相幫助；互相支持
• Coordination: share information effectively; coordinate actions
  協調：有效分享資訊；協調行動
• Interpersonal behaviors - Relate to the manner in which team members manage their relationships throughout the lifecycle of the team
  人際溝通行為 - 團隊成員在整個團隊生命週期中處理人際關係的方式
• Conflict management: prevent dysfunctional conflict; resolve conflict constructively
  衝突管理：預防功能失調的衝突；建設性地解決衝突
• Affect management: maintain a positive emotional climate
  情緒管理：保持正向的情緒氛圍
• Confidence building and motivation
  建立信心和激勵

Team synergy 團隊協同作用

Process gain 製程增益

Process loss 工藝損失

Synergy: when the interactive efforts of two or more people have a greater impact than the sum of their independent efforts
協同作用：當兩個或兩個以上的人的互動努力比其獨立努力的總和產生更大的影響時

BELBIN'S 9 TEAM ROLES
貝爾賓的 9 種團隊角色

Allowable Weakness 允許的薄弱環節

The influence of culture on the nature of trust and trust development
文化對信任性質與信任發展的影響

Building mutual trust: Can people be trusted?
建立互信：人們可以信任嗎？

Trust from the head v. trust from the heart
發自頭腦的信任與發自內心的信任

• Cognitive/ Instrumental 認知/工具
• Trust in the behaviors of others: consistency, competency, reliability
  對他人行為的信任：一致性、能力、可靠性
• E.g. "He's predictable" 例如："他很有預見性"
• We can trust both friends and enemies under this definition
  根據這個定義，我們既可以相信朋友，也可以相信敵人
• Critical to executing in teams
  團隊執行的關鍵
• When you say you're going to do something we can rely on it
  當你說要做某件事情時，我們可以信賴它
• Affective 情感
• Rooted in shared values, emotions, and destinies
  植根於共同的價值、情感和命運
• E.g. "She's got my back."
  例如："她支持我"。
• Allows for productive task conflict without relationship conflict
  允許在沒有關係衝突的情況下發生有成效的任務衝突

Conflict tipping point 衝突臨界點

The effects of affective trust
情感信任的影響

Negotiations within teams and with partners
團隊內部和與合作夥伴的談判

Preparing for cross-cultural negotiations
準備跨文化談判

Selecting the right partner
選擇合適的合作夥伴

Negotiating strategies and processes
談判戰略和程序

Competitive v problem-solving approach
競爭與解決問題的方法

FIGURE 1.1. COMMUNICATING
圖 1.1.通信

Strategies for working with people from highercontext cultures
與來自高語境文化的人合作的策略

• Speak less, listen more
  少說多聽
• Read between the lines (listen to what is meant instead of what is said)
  讀懂字裡行間（聽其言而觀其意）
• Clarify when unsure 不確定時加以澄清
• Do not assume the other party purposely omits information or is unable to communicate explicitly
  不要認為對方故意遺漏訊息或無法明確溝通

Strategies for working with people from lowercontext cultures
與低語境文化背景的人合作的策略

• Be as transparent, clear, and specific as possible.
  盡可能透明、清晰和具體。
• Tell them what you plan to say, say it, tell them what you've said.
  告訴他們你打算說什麼，說出來，再告訴他們你說了什麼。

FIGURE 8.1. SCHEDULING 圖 8.1.調度

Sequential and holistic bargaining strategies
順序和整體談判策略

Getting to "Yes" across cultures
跨越文化達成 "是 "的共識

1. Which team formation is better, homogenous or diverse?
   同質化和多元化的團隊組成哪種更好？
2. Explain the role of diverse teams on performance
   解釋多元化團隊對績效的作用
3. Mapping of international cultures (identify differences which are positively and which are negatively contributing to team success)
   繪製國際文化地圖（確定哪些差異對團隊成功有正面作用，哪些差異對團隊成功有負面作用）
4. Define the characteristics of an Asian and an US manager
   定義亞洲經理人和美國經理人的特點
5. How is culture related to personality of group members?
   文化與團體成員的個性有何關係？
6. What is the best way to manage the (cultural) difference?
   管理（文化）差異的最佳方式是什麼？
7. Conflict resolution in international business
   解決國際商務的衝突

The Promise of Teams
團隊的承諾

• On average teams outperform individuals on certain tasks and in certain contexts
  在某些任務和特定情況下，團隊的平均表現優於個人
• Global virtual teams 全球虛擬團隊

Leading virtual global teams: how do social, cognitive, and behavioral capabilities matter?
領導虛擬全球團隊：社交、認知和行為能力如何發揮作用？

• The framework seeks to identify and explain the role of social, cognitive, and behavioral capabilities as important determinants of effective VT leadership and success
  該框架旨在確定和解釋社會、認知和行為能力作為有效的虛擬技術領導力和成功的重要決定因素所發揮的作用。
• To remain competitive and ensure growth
  保持競爭力，確保成長
• Team-members use technology
  團隊成員使用技術
• No physical movement across borders
  無實際跨境移動
• Frequent interaction 頻繁互動
• Agile and flexible and are scattered across the globe/different time zones
  靈活機動，分佈在全球各地/不同時區
• Phased approach 分階段方法
• Preparation 準備工作
• Launch 啟動
• Performance observation and management
  績效觀察與管理
• Training and team development
  培訓和團隊發展
• Disbanding 解散
• Virtual team perspective
  虛擬團隊視角

The old normal, the new normal, the forever normal: Virtual Teams are the Norm, not the Exception...
舊常態、新常態、永遠的常態：虛擬團隊是常態，不是例外...

Adding diversity and distance in teams
增加團隊的多樣性和距離

• Diverse teams provide 多元化團隊提供
• A wide range of perspectives
  廣泛的視角
• A large variety of potential solutions for problems or opportunities
  針對問題或機會的各種潛在解決方案
• The potential for synergy
  協同增效的潛力
• But ... there is the potential for conflict as individuals may interpret events and information differently
  但是......由於個人對事件和資訊的解釋可能不同，因此有可能發生衝突
• Distance in teams provides
  團隊距離提供
• Access to more resources, embedded in more contexts
  取得更多資源，融入更多環境
• Getting the right people on the task, no matter where they are located
  讓合適的人執行任務，無論他們身在何處
• But... invisible communication and high coordination costs
  但是......無形的溝通和高昂的協調成本

Manage diversity for opportunity.
管理多樣性，創造機會。

• Cultural diversity 文化多樣性
• Time zones 時區
• Local markets 當地市場
• Ecosystem connections and networks
  生態系連結與網絡
• Etc. 等等。

Overcome Barriers and Gain Opportunities
克服障礙，贏得機遇

• Overcoming barriers of virtuality is difficult for us, especially given our experiences with face-toface
  克服虛擬性障礙對我們來說很困難，特別是考慮到我們面對面的經驗
• Leading well in global teams requires tremendous effort and focus
  領導好全球團隊需要付出巨大的努力和精力
• Get the basics right.
  做好基礎工作。
• Sequence communications "technology" to match task interdependence.
  通訊 "技術 "的順序要與任務的相互依存性相符。
• Lead the network, not just the team.
  領導網絡，而不僅僅是團隊。
• Manage diversity for opportunity.
  管理多樣性，創造機會。
• Payoff is more focused travel, more connections, potential knowledge sharing and other synergies in multinational companies
  在跨國公司中，更集中的旅行、更多的聯繫、潛在的知識共享和其他協同效應都是回報

MAN6038 The Global Manager Session 4a SUMMARY
MAN6038 全球經理人 第 4a 講 摘要

Benefits and challenges of international teams
國際團隊的優勢與挑戰

What factors affect international team performance
哪些因素會影響國際團隊的績效

MAN6038
The Global Manager
MAN6038 全球經理

What do global managers need in order to succeed?
全球經理人需要什麼才能成功？

Global Managers need a
Global Mindset
全球經理人需要全球思維

• A global mindset is the capacity to analyse situations and develop criteria for personal and business performance that are independent from the assumptions of a single country, culture or context; and to implement those criteria appropriately in different countries, cultures and contexts.
  全球思維是一種能力，它能夠分析各種情況，為個人和企業績效制定獨立於單一國家、文化或環境假設的標準；並在不同國家、文化和環境中適當地實施這些標準。

Traits that global managers need
全球經理人需要具備的特質

• Research shows up to 250 competences are needed!
  研究表明，需要多達 250 種能力！
• Only a superhero can be a global manager then?
  只有超級英雄才能成為全球經理人？

• Researchers created some frameworks to capture most important criteria in selecting these skills and competences
  研究人員創建了一些框架，以掌握選擇這些技能和能力的最重要標準

GLOBAL MINDSET 全球心態

Social Capital (SC) 社會資本 (SC)

Developing a Global Mindset
培養全球化思維

• A global mindset is not something innate, it can be learned
  全球思維並非與生俱來，而是可以學習的
• However, it cannot be developed by simply reading a book on an airplane or by being lectured about in a classroom
  然而，僅靠在飛機上看書或在課堂上聽講是無法培養這種能力的
• It has to be shaped or developed, which implies changes have to take place
  它必須被塑造或發展，這意味著必須發生變化

What kind of changes?
什麼樣的變化？

Developing your own Global Mindset
培養自己的全球心態

• Requires active learning - engage problems where you must assess the situation, see options, make decisions, implement actions, and experience feedback
  需要主動學習--遇到問題時必須評估情況、查看選項、做出決定、實施行動並體驗回饋
• Requires mindfulness - pay close attention to your own reactions and to what is happening in the environment
  需要用心--密切注意自己的反應和環境中發生的事情
• Requires self-awareness - become aware of how your assumptions and frameworks shape perceptions, values and behaviour only as you confront different sets of assumptions guiding the views and practices of others
  需要自我意識--只有當你面對指導他人觀點和做法的不同假設時，才能意識到你的假設和框架是如何影響觀念、價值觀和行為的

Developing your own Global Mindset
培養自己的全球心態

and
Wrap-Up Session 4a and 4b
和總結會議 4a 和 4b

BIRMINGHAM CITY
University
MAN6038
The Global Manager
Session 5
Implementing Strategy, Structure and Systems and related Value Based Considerations
BIRMINGHAM CITY University MAN6038 The Global Manager 第 5 講 實施戰略、結構和系統以及相關的基於價值的考慮因素

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

Global Managers must be able to make valuebased considerations
全球經理人必須能夠基於價值進行考量

Executing Strategy: Value-Creation in the Global Environment
執行策略：全球環境中的價值創造

• Managers must understand how culture influences a firm's strategy, structure, systems
  管理者必須了解文化如何影響公司的策略、結構和系統。
• Managers must use this understanding to
  管理人員必須利用這一認識
• Scan for information from the MNC's multiple environments
  從跨國公司的多種環境中掃描訊息
• Use their experientially acquired tacit knowledge of these environments to understand this information
  利用他們在這些環境中獲得的經驗性隱性知識來理解這些訊息
• Combine this understanding of the firm's complex environment with a clear understanding of its internal competences
  將對公司複雜環境的了解與對公司內部能力的清晰認知結合起來
• Translate implications of such understanding to set the firm's strategy, structure and systems
  將這種理解的影響轉化為公司的策略、結構和系統
• Managers must 管理人員必須
• Recognize the firm's organizational heritage
  認識公司的組織傳統
• Realize its roots in a home country culture
  認識其植根於母國文化
• Create the firm's global culture
  創造公司的全球文化

Tensions from Operating Globally:
全球營運帶來的緊張局勢：

• Global Integration results from the need to achieve global efficiency
  全球一體化源自於實現全球效率的需要
• goods/ideas/systems moved around the world with little change across borders
  貨物/理念/系統在全球流動，跨國界變化不大
• economic efficiencies: causes
  經濟效率：原因
• elimination of trade barriers
  消除貿易壁壘
• tariff barriers 關稅壁壘
• non-tariff barriers 非關稅壁壘
• global media/communications: convergence of tastes, standards
  全球媒體/傳播：品味與標準的趨同
• information technology: facilitation of MNC's subsidiary coordination
  資訊科技：促進跨國公司子公司之間的協調

• Local responsiveness results from the need to satisfy local needs
  滿足當地需求是順應當地需求的結果
• cultural preferences for:
  文化偏好：
• goods and services 貨物和服務
• structural relations 結構關係
• systems preferences 系統偏好
• tensions leading to local responsiveness
  導致地方響應的緊張關係
• non-tariff and tariff barriers
  非關稅和關稅壁壘
• trading blocks 交易區塊
• foreign exchange shortages
  外匯短缺
• production technology 生產技術
• reduces economies of scale
  降低規模經濟效益
• allows customization 允許定制

Strategic Choice: Appropriate Integration-Responsiveness Balance
策略選擇：適當的整合-反應平衡

• Dependence on MNC's industry / competitive arena
  依賴跨國公司的產業/競爭領域
• Four strategies for organizing globally
  全球組織工作的四項策略
• Global 全球
• Multidomestic 多國
• International 國際
• Transnational 跨國
• Global Customer influence on strategy implementation
  全球客戶對策略實施的影響

Four Global Business Strategies
四項全球商業策略

Bartlett & Ghoshal - Diagram axis explained
Bartlett & Ghoshal - 圖軸解釋

• Local responsiveness - Business considerations
  響應當地需求 - 業務考慮因素
• The company might have to consider the requirements of the local population.
  公司可能必須考慮當地居民的要求。
• The company will have to consider domestic competition.
  公司必須考慮國內競爭。
• Cost pressure - Business considerations
  成本壓力 - 業務考慮
• Business must consider the implications/costs on the business of differentiating its product or service in a variety of global markets.
  企業必須考慮在各種全球市場中使其產品或服務與眾不同對企業的影響/成本。
• Business must consider if it will be able to use the same branding and marketing techniques and materials to be successful internationally.
  企業必須考慮是否能夠使用相同的品牌和行銷技術及材料在國際上取得成功。

Bartlett & Ghoshal - Diagram axis explained
Bartlett & Ghoshal - 圖軸解釋

• Multi domestic: Low Integration and High Responsiveness
  多國產化：低整合度和高反應度
• Aims to meet the needs of the local market.
  旨在滿足當地市場的需求。
• Tailor products and services to suit the local market.
  量身訂做適合當地市場的產品和服務。
• Low pressure for global integration.
  全球一體化壓力小。
• Decentralised structure.
  分散式結構。
• Unique marketing and sales approach to each individual market.
  針對每個市場採取獨特的行銷和銷售方法。
• E.g. Nestle 例如雀巢公司

Bartlett & Ghoshal - Diagram axis explained
Bartlett & Ghoshal - 圖軸解釋

• Global: High Integration and Low Responsiveness e.g. Pfizer
  全球：高度一體化和低響應性，如輝瑞公司
• Global companies are the opposite of multi-domestic companies.
  全球公司與多國公司正好相反。
• They offer the same product worldwide.
  他們在全球提供相同的產品。
• Their goal is to maximize efficiencies in order to reduce costs as much as possible.
  他們的目標是最大限度地提高效率，並盡可能降低成本。
• Global companies are highly centralised.
  全球企業高度集中。
• All worldwide branches are very dependent on the headquarters.
  世界各地的分支機構都非常依賴總部。
• A company example would be Pfizer.
  輝瑞公司就是一個例子。

Bartlett & Ghoshal - Diagram axis explained
Bartlett & Ghoshal - 圖軸解釋

• Transnational: High Integration and High Responsiveness e.g. Unilever
  跨國：高度一體化和高反應性，如聯合利華
• This is a mix between both transnational and multidimensional.
  這是跨國和多層面的混合體。
• It will aim to respond both locally and gain benefits of integration.
  其目的是在當地做出反應，並從一體化中獲益。
• They will be independent but also integrated with their headquarters and strive to achieve the company's global mission, aim and objective.
  他們既要獨立，也要與總部融為一體，努力實現公司的全球使命、宗旨和目標。
• A great example of a transnational company is Unilever.
  聯合利華就是跨國公司的典範。

Bartlett & Ghoshal - Diagram axis explained
Bartlett & Ghoshal - 圖軸解釋

• International: Low Integration and Low Responsiveness
  國際：低整合度和低響應度
• This strategy was not originally in Bartlett & Ghoshal's theory. This part of the theory was created by others.
  巴特利特和高沙爾的理論中原本都沒有這個策略。這部分理論是由其他人創造的。
• This part of the theory believes there is little need for local adaptation and global integration.
  這部分理論認為，幾乎不需要因地制宜性和全球一體化。
• The majority of the main activities will be maintained at the headquarter.
  大部分主要活動將保留在總部。
• This strategy is also often related to an exporting strategy.
  這一策略通常也與出口策略有關。
• A good example would be large wine brands around the world.
  世界各地的大型葡萄酒品牌就是一個很好的例子。

But What is Strategy?
但什麼是戰略？

• Henry Mintzberg defined strategy as a pattern in a stream of decisions to contrast with a view of strategy as planning
  亨利-明茨伯格將策略定義為決策流中的一種模式，與將策略視為規劃的觀點形成對比
• Henrik von Scheel defines the essence of strategy as the activities to deliver a unique mix of value - choosing to perform activities differently or to perform different activities than rivals
  亨利克-馮-舍爾將策略的本質定義為提供獨特價值組合的活動--選擇以不同的方式進行活動，或進行與競爭對手不同的活動
• Max McKeown argues that strategy is about shaping the future and is the human attempt to get to desirable ends with available means
  麥克斯-麥基翁認為，策略是關於塑造未來的，是人類以現有手段達到理想目的的嘗試

Executing Global Strategy
執行全球策略

• The formulation and implementation of a strategy requires understanding market demands, competitors, and external constraints, such as government policies.
  策略的發展和實施需要了解市場需求、競爭對手和外部限制（如政府政策）。
• However, in addition to choosing, for example, markets and manufacturing sites, important organizational actions include choosing structures, work systems, and administrative mechanisms to motivate employees toward the desired goals.
  然而，除了選擇市場和生產基地等之外，重要的組織行動還包括選擇結構、工作制度和行政機制，以激勵員工朝著預期目標前進。
• The success of any business is determined by the effectiveness of the strategy it follows.
  任何企業的成功都取決於其策略的有效性。
• A strategy explains how a company plans to compete in a market and how it intends to grow at a profit.
  策略說明公司計劃如何參與市場競爭，以及如何實現獲利成長。

Executing Global Strategy
執行全球策略

• Today's global organisations need skilled global managers
  當今的全球性組織需要技能嫻熟的全球經理人
• Cultural understanding and good intercultural skills are important managerial competencies
  文化理解和良好的跨文化技能是重要的管理能力
• However, as a manager in the global economy you will need more than intercultural competency
  然而，身為全球經濟中的管理者，你需要的不僅僅是跨文化能力
• You also have to understand how the intercultural context may influence your company's strategy, structure, administrative systems, and operations
  您還必須了解跨文化背景會如何影響公司的策略、結構、行政系統和營運

Strategy Execution Is Embedded In Context: Know Your Assumptions
策略執行與背景息息相關：了解你的假設

• As a company spreads beyond its home country and creates a global network, top managers need to recalibrate their cultural "filters" through education and the acquisition of personal experience.
  隨著公司走出國門，建立全球網絡，高層管理者需要透過教育和個人經驗的積累，重新調整自己的文化 "過濾器"。
• Specifically, this should include knowledge about their different market environments, company activities in these countries, and the linkages among this network of activities.
  具體來說，這應包括了解這些國家不同的市場環境、公司在這些國家的活動以及活動網絡之間的聯繫。
• With properly interpreted information, global executives can make informed strategic decisions and influence the design and implementation of culturally-sensitive organization structures and systems to achieve strategic goals.
  有了正確理解的訊息，全球管理者就能做出明智的策略決策，並影響對文化敏感的組織結構和系統的設計和實施，以實現策略目標。
• Executives can put into use the global mindset they have developed in executing a global strategy.
  高階主管可以在執行全球策略時運用他們所培養的全球思維。

But Which Strategy to Adopt?
但該採取哪種戰略呢？

• Which part of strategy to globalize? Which to localize?
  戰略的哪一部分要全球化？哪些要在地化？
• globalize activities which achieve economies of scale
  實現規模經濟的全球化活動
• localize activities which depend on local people for effective implementation, except those which need to keep the eye on the global picture
  除了那些需要放眼全球的活動外，將那些依靠當地人有效實施的活動在地化
• What legal constraints? 有哪些法律限制？
• What do we know how to do well? What do we still need to learn and how?
  我們知道如何做好哪些工作？我們還需要學習什麼？
• How can we make sure that our strategy is interpreted correctly in each local culture? What are the "gaps" which will still offer resistance?
  如何確保我們的策略在每個地方文化中都能正確理解？哪些 "差距 "仍然會帶來阻力？
• Can we take the time to implement our global strategy?
  我們能花時間實施全球戰略嗎？
• Do we know enough about a country to assess risk?
  我們對一個國家的了解是否足以評估風險？

Culture and Strategy 文化與策略

Impact of Culture Differences on Strategy
文化差異對策略的影響

• Managers often make decisions on the basis of cultural/ governance system in their home country
  管理人員往往會根據本國的文化/管理制度做出決策
• use rational analyses with domestic assumptions
  根據國內假設進行合理分析
• economic environment 經濟環境
• cost-benefit analysis 成本效益分析
• competitive assessment 競爭評估
• employee selection/training/motivation
  員工選拔/訓練/激勵
• develop structures, systems, practices with domestic assumptions
  根據國內假設建立結構、制度和做法
• can these systems apply to other countries which operate with different assumptions?
  這些系統是否適用於以不同假設運作的其他國家？
• if not, how can managers know what to do abroad?
  否則，管理者如何知道在國外該做什麼？
• In international business, organizations are more than sociotechnical systems, they are socio-cultural-technical systems
  在國際商務中，組織不僅是社會技術系統，更是社會文化技術系統

Impact of Culture Differences on Strategy
文化差異對策略的影響

• Managers use "judgment" to assess organization's environment and internal strengths/ weaknesses
  管理人員利用 "判斷力 "評估組織的環境和內部優勢/劣勢
• "Judgment" requires use of explicit and tacit knowledge of differences among countries and cultures
  "判斷 "要求運用關於國家和文化差異的顯性和隱性知識
• As well as differences of international business from domestic business
  國際業務與國內業務的區別
• government system 政府系統
• economic system 經濟體系
• legal system 法制

Developing a Global Presence Overseas Entry Decisions
發展全球業務 海外入境決策

• Geographic entry decisions
  地域進入決定
• Where to go: culture distance vs geographic distance
  去哪裡：文化距離與地理距離
• How to go: mode of operation in overseas market
  如何走：海外市場的運作模式
• How to organize 如何組織
• Culture distance vs geographic distance
  文化距離與地理距離
• Mode 模式
• wholly owned subsidiaries (FDI)
  全資子公司（FDI）
• international joint ventures (FDI, joint ownership)
  國際合資企業（外國直接投資、共同所有權）
• Franchising/Licensing 特許經營/許可
• Exports/Imports 出口/進口
• How to organize: global vs multidomestic strategy
  如何組織：全球戰略與多國戰略

• Exporting direct to international customers
  直接向國際客戶出口
• Selling via international agents and distributc
  透過國際代理商和經銷商銷售
• Opening overseas operations
  開設海外業務

• Mergers and Acquisitions (M&As)
  合併與收購 (M&As)

• International Joint Ventures
  國際合資企業

• Strategic Alliances 策略聯盟

Opening Overseas Operations
開設海外業務

• Establishing a legal form in a new foreign market.
  在新的外國市場建立法律形式。

Opening Overseas Operations
開設海外業務

• Tesco (UK) entered in the US in 2007 but pulled out in 2015
  樂購（英國）於 2007 年進入美國，但於 2015 年退出
• Starbucks (US) entered Australia in 2000 but had a massive downturn in 2008
  星巴克（美國）於 2000 年進入澳大利亞，但在 2008 年大幅下滑

Mergers & Acquisitions (M&As)
合併與收購 (M&As)

• A Merger is the combination of two firms which subsequently forms a new legal entity under the banner of one corporate name.
  合併是指兩家公司合併，然後在一個公司名稱的旗幟下形成一個新的法律實體。
• In an Acquisition one company purchases another outright.
  在收購中，一家公司直接收購另一家公司。

Mergers & Acquisitions (M&As)
合併與收購 (M&As)

• Anheuser-Busch InBev - merger between Interbrew (Belgium) and AmBev (Brazil) in 2004, and Anheuser-Busch (US) in 2008
  Anheuser-Busch InBev - Interbrew（比利時）和 AmBev（巴西）於 2004 年合併，Anheuser-Busch（美國）於 2008 年合併
• Disney acquired Pixar in 2006 and Marvel in 2009
  迪士尼分別於 2006 年和 2009 年收購了皮克斯和漫威。
• Facebook (now Meta) acquired Instagram in 2012 and WhatsApp in 2014
  2012 年，Facebook（現為 Meta）收購了 Instagram，2014 年收購了 WhatsApp

International Joint Ventures
國際合資企業

• Creating a new entity owned jointly by two or more "parent" organisations to enter a market where at least one of the parent organisations is non-resident.
  創建一個由兩個或兩個以上 "母 "組織共同擁有的新實體，以進入至少一個母組織為非居民的市場。

International Joint Ventures
國際合資企業

• Sony (Japan) + Ericsson (Sweden) => Sony Ericsson (between 2001-2012)
  索尼（日本）+愛立信（瑞典） => 索尼愛立信（2001-2012 年間）
• Jaguar Land Rover (UK) + Chery Automobile (China) => Chery Jaguar Land Rover (since 2012)
  捷豹路虎（英國）+奇瑞汽車（中國） => 奇瑞捷豹路虎（自 2012 年起）

Strategic Alliances 策略聯盟

• An agreement between two or more companies to engage in cooperative activities without equity involvement.
  兩家或多家公司之間達成的在無股權參與的情況下開展合作活動的協議。

Drawbacks 缺點

An organization needs to achieve alignment or "fit"
組織需要實現協調或 "匹配"

• Internally 內部
• strategy, structure, work tasks, people
  策略、結構、工作任務、人員
• Externally 外部
• organization's strategy and environment
  組織的策略和環境
• GLOBAL value considerations: how to create value WHERE
  全球價值考量：如何在以下地點創造價值

Impact of National Culture Differences
民族文化差異的影響

• Managers use "judgment" to assess organization's environment and internal strengths/weaknesses
  管理者透過 "判斷 "來評估組織的環境和內部優勢/劣勢
• "Judgment" requires use of explicit and tacit knowledge of differences among countries
  "判斷 "要求運用關於各國差異的顯性和隱性知識
• Difference of international business from domestic business
  國際業務與國內業務的區別
• national culture 民族文化
• governance system 管理體制
• government system 政府系統
• economic system 經濟體系
• legal system 法制

Impact of National Culture Differences
民族文化差異的影響

• Managers often make decisions on the basis of cultural/governance system in their home country
  管理人員往往會根據本國的文化/管理制度做出決策
• use rational analyses with domestic assumptions
  根據國內假設進行合理分析
• economic environment 經濟環境
• cost-benefit analysis (VALUE CREATION!)
  成本效益分析（價值創造）
• competitive assessment 競爭評估
• employee selection/training/motivation (VALUE CREATION)
  員工甄選/訓練/激勵（價值創造）
• develop structures, systems, practices with domestic assumptions (VALUE CREATION)
  以國內假設為基礎，發展結構、系統和實踐（價值創造）
• can these systems apply to other countries which operate with different assumptions?
  這些系統是否適用於以不同假設運作的其他國家？
• if not, how can managers know what to do abroad?
  如果不是這樣，管理者怎麼知道在國外該做什麼？
• In international business, organizations are more than socio-technical systems, they are socio-cultural-technical systems: impact of cultural differences on process effectiveness and efficiencies!
  在國際商務中，組織不僅是社會技術系統，更是社會-文化-技術系統：文化差異對流程有效性與效率的影響！

Strategy-Structure-People-Performance
策略-結構-人員-績效

Global Strategy Success Factor: Global Learning (value creation)
全球策略成功要素：全球學習（創造價值）

• Transfer and sharing of new ideas and knowledge across the MNC's "network" globally!
  在跨國公司的全球 "網絡 "中傳播和分享新想法和新知識！
• technology 科技
• marketing strategy and research
  行銷策略與研究
• consumer understanding through identification of differences
  透過識別差異了解消費者
• product design 產品設計
• Transfer through global alignments of the "best of"
  透過 "最佳做法 "的全球協調進行轉讓
• organization systems (formal and informal processes)
  組織系統（正式和非正式流程）
• individuals 個人

Overseas Entry Decisions: WHERE is value created
海外進入決策：何處創造價值

• Geographic entry decisions Considerations:
  地域進入決定 考慮因素：
• Where to go: culture distance vs geographic distance
  去哪裡：文化距離與地理距離
• How to go: mode of operation in overseas market
  如何走：海外市場的運作模式
• How to organize 如何組織
• Culture distance vs geographic distance (Considerations)
  文化距離與地理距離（考慮因素）
• Mode (Considerations) 模式（考慮因素）
• wholly owned subsidiaries (FDI)
  全資子公司（FDI）
• international joint ventures (FDI, joint ownership)
  國際合資企業（外國直接投資、共同所有權）
• Franchising/Licensing 特許經營/許可
• Exports/Imports 出口/進口
• How to organize: global vs multidomestic strategy
  如何組織：全球戰略與多國戰略

Overseas Entry Decisions: What was the value-based consideration?
海外入境決定：基於價值的考量是什麼？

Examples: 例如

• Disneyland Tokyo, Paris, Hong Kong, Shanghai
  東京、巴黎、香港、上海迪士尼樂園
• Topshop in Hong Kong
  香港的 Topshop
• Starbucks in Hong Kong
  香港星巴克
• Walmart in Germany 德國沃爾瑪
• Carrefour in Russia 家樂福在俄羅斯

Culture and Strategy: Considerations about...
文化與策略：文化與策略：關於...

• About Strategy Formulation
  關於戰略制定
• About Start-up challenges
  關於創業挑戰
• About Operational pitfalls
  關於操作陷阱
• About Headquarters-subsidiary relations and communication
  關於總部與子公司的關係與交流
• Joint-venture management
  合資管理
• About Relationships 關於人際關係

Value-based Considerations lead to Strategy Formulation and Decisions
基於價值的考量促成策略制定與決策

• Which part of strategy to globalize? Which to localize?
  戰略的哪一部分要全球化？哪些要在地化？
• globalize activities which achieve economies of scale
  實現規模經濟的全球化活動
• localize activities which depend on local people for effective implementation, except...
  將依靠當地人有效實施的活動本地化，但...
• those which need to keep the eye on the global picture
  需要放眼全球的國家
• What legal constraints? 有什麼法律限制？
• What do we know how to do well? What do we still need to learn and how?
  我們知道如何做好哪些工作？我們還需要學習什麼？
• How can we make sure that our strategy is interpreted correctly in each local culture? What are the "gaps" which will still offer resistance?
  如何確保我們的策略在每個地方文化中都能正確理解？哪些 "差距 "仍會帶來阻力？
• Can we take the time to implement our global strategy?
  我們能花時間實施全球戰略嗎？
• Do we know enough about a country to assess risk?
  我們對一個國家的了解是否足以評估風險？

Organization Structures: value-based considerations
組織結構：基於價值的考慮

• Different structures make sense for different situations
  不同的結構適用於不同的情況
• International division 國際部
• Product division 產品部門
• Geographic/Regional structure
  地理/區域結構
• Matrix organization 矩陣組織
• Transnational or networked organization
  跨國或網路化組織

Managerial Philosophies: Affecting Design/ Structures
管理理念：影響設計/結構

Global Product Design 全球產品設計

Advantages 優勢

• Managerial expertise 管理專長
• Production efficiencies 生產效率
• Production flexibilities
  生產彈性
• Flexible response to change
  靈活應對變化
• Marketing flexibility 行銷靈活性

Disadvantages 缺點

• Unnecessary duplication 不必要的重複
• Coordination and cooperation difficult
  協調與合作困難重重

Global Area Design 全球區域設計

The Global Area Design organizes
全球區域設計組織

Figure 14.2 Cadbury Schweppes PLC Global Area Design
圖 14.2 吉百利施維普股份公司全球區域設計

Disadvantages of Global Area Design
全局區域設計的缺點

• Firm may sacrifice cost efficiencies
  公司可能會犧牲成本效益
• Diffusion of technology is slowed
  技術傳播速度減慢
• Design unsuitable for rapid technological change
  不適合快速技術變革的設計
• Duplication of resources
  資源重複
• Coordination across areas is expensive
  跨領域協調成本高昂

Global Functional Design
全球功能設計

Functional Design 功能設計

Global Functional Design
全球功能設計

• Transference of expertise
  專業知識的傳授
• Highly centralized control
  高度集中的控制
• Focused attention of key functions
  重點關注關鍵功能

Disadvantages 缺點

• Practical only when firm has few products or customers
  只有當企業的產品或客戶很少時才實用
• Coordination difficult 協調困難
• Duplication of resources
  資源重複

Global Customer Design  全球客戶設計

Figure 14.4 Eastman Kodak's Global Customer Design
圖 14.4 伊士曼柯達公司的全球客戶設計

Global Matrix Design 全球矩陣設計

Global Matrix Design (continued)
全球矩陣設計（續）

Advantages 優勢

• Brings together the functional area and product expertise
  匯集職能領域與產品專業知識
• Promotes organizational flexibility
  促進組織的彈性
• Provides access to all advantages of other designs
  可利用其他設計的所有優點

Disadvantages 缺點

• Appropriate for firms with many products and unstable environments
  適用於產品眾多、環境不穩定的企業
• Employees accountable to multiple supervisors
  員工對多個主管負責
• Decisions may take longer
  決策可能需要更長的時間

Internationalization of the Firm's Value Chain What is done best where
企業價值鏈的國際化 什麼地方做得最好？

Exhibit 16.1 證據 16.1

See Appendix 見附錄

• Find examples for global companies that are
  尋找以下全球性公司的範例
• Product-centric (value created by focus on where to design and do manufacturing)
  以產品為中心（透過專注於設計和製造地點創造價值）
• Or
• Customer-centric (value created by focus on where to sell product / services)
  以客戶為中心（透過專注於產品/服務的銷售地點來創造價值）

BIRMINGHAM CITY
University
MAN6038
The Global Manager
Session 5 TUTORIAL
Plagiarism
BIRMINGHAM CITY University MAN6038 The Global Manager Session 5 TUTORIAL Plagiarism（抄襲

Plagiarism 剽竊

Four common forms 四種常見形式

• Stealing material from another source
  從其他來源竊取材料
• Submitting material written by another
  提交他人撰寫的資料
• Copying material without quotation marks
  複製材料不加引號
• Paraphrasing material without documentation
  轉述材料而不提供文件

Plagiarism 剽竊

- Turnitin

• Turnitin is a tool that identifies levels of similarity between your writing and other student assignments and published work.
  Turnitin 是一種工具，可識別您的寫作與其他學生作業和已發表作品之間的相似程度。
• All written assignments have to be submitted to Turnitin. You are encouraged to submit your work ahead of the deadline to generate your own "Orginality report". This enables you to check how similar your work is to other sources. You can then withdraw the assignment to make any necessary changes and resubmit it in revised form.
  所有書面作業都必須提交給 Turnitin。我們鼓勵您在截止日期前提交作業，以便產生自己的 "原創性報告"。這樣，您就可以檢查自己的作業與其他來源的相似程度。然後，您可以撤回作業，進行必要的修改，並以修改後的形式重新提交。

Turnitin: What to change
Turnitin：需要更改的內容

Passages of highlighted text
突出顯示的文字段落

• The highlighted content in an Originality report shows you where your phrasing matches another source too closely.
  原創性報告中的高亮內容會顯示您的措詞與其他來源過於相似的地方。
• In the example here, the writer has directly lifted the highlighted text from a film review. In addition, the original source has not been acknowledged via in-text referencing. Directly lifting content from other sources and presenting it verbatim in your assignments is considered plagiarism, unless you have both quoted and referenced this text (and even then you should quote sparingly).
  在本例中，作者直接從一篇影評中摘錄了突出顯示的文字。此外，原文出處也未在文中註明。在作業中直接摘錄其他來源的內容並逐字逐句地進行表述被視為抄襲，除非您同時引用了該文本並提供了參考文獻（即便如此，您也應慎重引用）。
• This would be considered plagiarism by your markers. You therefore need to paraphrase or summarise this content into your own words to demonstrate you have understood it, as well as provide a reference to the source.
  這將被閱卷老師視為抄襲。因此，您需要用自己的語言轉述或概括這些內容，以證明您已經理解了這些內容，並提供資料來源的參考文獻。

Turnitin: What to change
Turnitin：需要更改的內容

Poor paraphrasing 轉述不當

• The writer has directly lifted the highlighted text from a webpage, only changing a few words here and there (as shown by the gaps between the highlights). You can see that these changes are only superficial: the writer has not demonstrated that they have understood the material as they have not attempted to thoroughly translate it into their own words. So Turnitin still identifies this text as being similar to another source and, more importantly, your marker will too. The original source has not been referenced either, so this would be considered plagiarism.
  作者直接從網頁上摘錄了突出顯示的文字，只是在這裡或那裡改動了幾個詞（如突出顯示之間的空隙所示）。您可以看到，這些改變只是表面現象：作者並沒有證明他們理解了材料，因為他們沒有嘗試將材料徹底翻譯成自己的文字。因此，Turnitin 仍然認為這篇課文與其他資料相似，更重要的是，您的閱卷老師也會這樣認為。原始資料也沒有被引用，因此這將被視為抄襲。

Turnitin: What to change
Turnitin：需要更改的內容

Copied the highlighted text from a journal article but provided an in-text reference
複製了期刊文章中突出顯示的文字，但提供了內文參考文獻

• Although the reference acknowledges the source of this information, this would still be considered plagiarism because the writer has not paraphrased the content or indicated with quotation marks where content has been copied directly.
  雖然參考文獻中註明了資訊來源，但這仍被視為抄襲，因為作者沒有對內容進行轉述，也沒有用引號標明直接抄襲的內容。

Self Plagiarism 自我剽竊

• Formulations used in previously in other courses assessed assignments must be paraphrased as well.
  以前在其他課程評估作業中使用過的表述也必須加以轉述。
• Students might think that they do not have to paraphase as these were their own words. However, also here the same paraphrasing rules apply.
  學生可能會認為，這些都是他們自己的話，因此不必進行仿寫。不過，這裡也適用同樣的轉述規則。

Using a full line of arguments and evidences and references used by another author
使用另一位作者的完整論點、證據和參考文獻

• For example, when writing a literature review, it is not allowed to "borrow" a large portion of a literature review made by somebody else.
  例如，在撰寫文獻綜述時，不允許 "借用 "他人文獻綜述的大部分內容。
• For example, in one journal article is a long paragraph with many references that the original writer compiled to support the topic review. Even if students would paraphrase the words of the original author but still use all of his/her references (without actually having read the original material of these references), it is stealing of another person's work.
  例如，在一篇期刊文章中，有一個很長的段落，其中有許多參考文獻，這些參考文獻是原作者為支持主題評論而彙編的。即使學生轉述了原作者的話，但仍然使用了他/她的所有參考文獻（實際上並沒有閱讀這些參考文獻的原始材料），這也是對他人作品的竊取。
• In best case, if there would be any justification to use the set of references used by another author, then the reference must indicate "as cited in...".
  在最好的情況下，如果有任何理由使用另一位作者使用的參考文獻集，那麼參考文獻必須註明 "as cited in..."。

Original source (disseration by another student):
原始資料來源（另一位學生的論文）：

"Stolen version": "被竊版本"：

REFERENCING 參考資料

Harvard Referencing Guide
哈佛參考文獻指南

Referencing Roadmap (Harvard) Identify your source
參考文獻使用路線圖（哈佛） 確定來源

• To work out how to reference a source you must first identify what it is
  要確定如何引用資料來源，首先必須確定它是什麼。
• Choose whether your source is Print, Electronic, Sound/Visual or Other
  選擇資料來源是印刷、電子、聲音/影片或其他
• Select the appropriate link below to enter the Roadmap
  選擇以下對應連結進入路線圖
• Read the description each time you choose a source type to ensure that your source matches
  每次選擇來源類型時，請閱讀說明，以確保您的來源匹配
• Read the notes as well as the format and layout to find out how to reference using the Harvard style
  閱讀註釋以及格式和佈局，了解如何使用哈佛式參考文獻

References: An article published in an academic journal
參考文獻：學術期刊上發表的文章

In-text citation 在文中引用

Format and layout: 格式和佈局：

One author 一位作者

Two authors 兩位作者

Three authors 三位作者

Four or more authors
四位或更多作者

Reference List / Bibliography
參考書目

Format and layout: 格式和佈局：

One author 一位作者

Two authors 兩位作者

Three authors 三位作者

Four or more authors
四位或更多作者

References: A whole book, edited book, book chapter or translated book
參考文獻：整本書、編輯過的書籍、書籍章節或翻譯過的書籍

In-text citation
Format and layout:
文中引用格式和版面：

Authoring body/organisation
編寫機構/組織

Two or three authors
兩三位作者

Four or more authors
四位或更多作者

Authoring body/organisation
編寫機構/組織

Two or three authors
兩三位作者

Four or more authors
四位或更多作者

References: An article in a newspaper containing news or editorial
Notes
參考文獻：報紙上的一篇文章，包含新聞或社論 註釋

In-text citation 在文中引用

Examples 實例

Examples 實例

References: A collection of pages or individual HTML documents on the World Wide Web. translated book
參考資料：萬維網上的網頁或單一 HTML 文件的集合。 翻譯書籍

Webpage 網頁

In-text citation 在文中引用

Format and layout: 格式和佈局：

Examples 實例

Reference List / Bibliography
參考書目

Format and layout: 格式和佈局：

Examples 實例

References: many other sources are possible
參考文獻：還可能有許多其他來源

MAN6038 The Global Manager Session 5 SUMMARY
MAN6038 全球經理人 第 5 講 摘要

MAN6038 The Global Manager
MAN6038 全球經理

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

Managing the Global Organization
管理全球組織

• Culture influences human resource systems
  文化影響人力資源系統
• what they are 它們是什麼
• must fit global strategy
  必須符合全球策略
• to what extent and how they can be designed
  在多大程度上以及如何設計
• HR systems dependency on external influences varies
  人力資源系統對外部影響的依賴程度各不相同
• government and of unions less important in US than Europe
  在美國，政府和工會的重要性低於歐洲
• external constraints must be integrated in HR system
  外部限制因素必須納入人力資源系統
• Standardization vs adaptation
  標準化與適應性
• outcome should be the "driving" force
  結果應是 "驅動 "力量
• systems are tools not ends in themselves
  系統本身是工具而不是目的

MNCs challenges in internationalising
跨國公司在國際化過程中面臨的挑戰

• Since the 1990s there has been:
  自 20 世紀 90 年代以來
• An increase in companies operating in multiple states (MNCs)
  在多個州開展業務的公司（跨國公司）增多
• Increase in labour mobility (migration).
  勞動力流動性（移民）增加。
• Problems of expatriate managers' performance abroad.
  外派管理人員在國外的績效問題。
• Failures of cross-border business ventures (Harris et al, 2007) which are (in part) linked to HR.
  跨國企業的失敗（Harris et al, 2007 年）（部分）與人力資源有關。
• Organisational culture(s) within single businesses (Scullion and Starkey, 2000).
  單一企業內部的組織文化（Scullion 和 Starkey，2000 年）。
• Cross-border teamworking (and virtual teamworking).
  跨境團隊工作（和虛擬團隊工作）。
• Culture can play a role in organisational learning.
  文化可以在組織學習中發揮作用。

Strategic Mode, Organizational Variables, and Staffing Orientation
策略模式、組織變數與人員配置導向

Managing Expatriates: Selection
管理外派人員：甄選

IHRM Process to Maximize Effectiveness of Expatriate Assignments
最大限度提高外派人員效率的國際人力資源管理流程

What aspects of HR are most affected by local practices?
當地做法對人力資源的哪些方面影響最大？

• Leave entitlement 休假權利
• • 35 days' paid holiday in France (mandated), O days in USA (mandated), 28 days UK.
    法國的有薪假期為 35 天（規定），美國為 O 天（規定），英國為 28 天。
• Benefits - 益處
• Gender composition - 性別構成 -
• Training - 訓練
• Executive bonus 行政獎金
• • Capped of pay (EU, with exceptions)
    薪資上限（歐盟，但有例外）
• Participation - TU, Work Councils.
  參與--工會、工作委員會。

Cross-Cultural Training 跨文化培訓

Culture Shock 文化衝擊

• A state of disorientation and anxiety about not knowing how to behave in an unfamiliar culture
  在陌生文化中不知如何表現的迷惘與焦慮狀態
• The goal of training is to ease the adjustment to the new environment
  訓練的目的是幫助學員更好地適應新環境

Subculture Shock 次文化衝擊

• When a manager is transferred to another part of the country, where there are cultural differences
  當管理人員被調往存在文化差異的另一個國家時
• The "shock" comes from feeling like an "immigrant" in one's own country
  這種 "震驚 "來自於在自己的國家裡感覺自己是個 "移民"。

Integrating Training with Global Orientation
將培訓與全球定位結合

Export Stage 出口階段

• Training need: low to moderate
  培訓需求：中低
• Content: interpersonal skills, culture, customer values, business behavior
  內容：人際溝通技巧、文化、顧客價值、商業行為
• HCNs: train to understand parentcountry products and policies
  人道協調員：接受訓練以了解母國的產品和政策

Multidomestic Stage 多國內舞台

• Content: interpersonal skills, culture, technology transfer, business practices and laws
  內容：人際溝通技能、文化、技術轉移、商業慣例和法律
• HCNs: familiarize with production and service procedures
  HCNs: 熟悉生產與服務程序

Integrating Training with Global Orientation
將培訓與全球定位結合

• Training need: high moderate to high
  培訓需求：中高到高
• Content: interpersonal skills, two-way technology transfer, corporate value transfer, strategy, stress management, culture, business practices
  內容：人際溝通技能、雙向技術轉移、企業價值轉移、策略、壓力管理、文化、商業慣例
• HCNs: training in technical areas, products and services, corporate culture
  HCN：技術領域、產品與服務、企業文化的培訓

Global Stage 全球舞台

• Training need: high 培訓需求：高
• Content: global corporate operations, corporate culture transfer, customers, global competitors, strategy
  內容：全球企業營運、企業文化轉移、客戶、全球競爭對手、策略
• HCNs: training in proficiency in production and efficiency systems, corporate culture, business systems, global conduct policies
  HCNs: 生產與效率系統、企業文化、業務系統、全球行為政策的能力培訓

Training HNCs 培訓 HNCs

• Facilitates indigenization
  促進本土化
• Links successful corporate culture and local culture
  將成功的企業文化與當地文化連結起來
• Facilitates e-business adoption
  促進電子商務的採用

To consider about selection of managers
考慮管理人員的遴選

Some Key Issues 一些關鍵問題

• Expatriates: cross-country transfer employees
  外派人員：跨國調動員工
• local country issues 當地國家議題
• legal: hiring/firing 法律：僱用/解僱
• quotas: explicit/implicit, politically sensitive
  配額：顯性/隱性、政治敏感性
• ethnic or racial backgrounds
  民族或種族背景
• interpersonal differences
  人際差異
• ethnic, tribal, linguistic, religious
  種族、部落、語言、宗教
• gender issues 性別議題
• styles: management, decision making, negotiating
  風格：管理、決策、談判

Expatriates/Inpatriates 外籍人士/國內人士

• Expatriates: managers serving in market away from their "home"
  外派人員：在遠離 "家鄉 "的市場任職的管理人員
• Inpatriates: 國內人員：
• managers serving away from their "home" viewed from the "host" point of view
  從 "東道主 "的角度看遠離 "家 "任職的管理人員
• HQ focus and short-term rather than long-term assignments
  以總部為重點，短期任務而非長期任務
• High failure rate; high cost
  故障率高；成本高
• High value to MNC; high value to manager's career
  對跨國公司價值高；對管理階層的職涯價值高
• Expatriation develops understanding of different cultural and strategic perspectives
  外派工作有助於了解不同的文化和策略視角
• global vs local strategy view
  全球策略與本地策略觀點
• cross-cultural understanding
  跨文化理解
• global corporate culture
  全球企業文化

Globally Minded Managers...
放眼全球的管理者...

• Conditions for success 成功的條件
• high-potential individuals
  高潛性人才
• careful selection 精挑細選
• training 訓練
• career management, repatriation issues
  職業管理、遣返問題
• family fit 合家歡
• Selection 選擇
• proven high potential/performance
  已證明的高潛力/高績效
• at "home"? at internationally focused job?
  在 "家裡"？ 在以國際為重點的工作中？
• ability to work with foreign employees (often ignored...)
  與外籍員工合作的能力（往往被忽視...）
• technical expertise/knowledge (most often considered...)
  技術專長/知識（最常被視為...）
• adaptability 適應能力
• personal and family 個人和家庭
• gender 性別

Acculturative Stress (culture shock)
文化適應壓力（文化衝擊）

Symptoms 症狀

• homesickness 鄉愁
• boredom 無聊
• withdrawal (reading is an obsession, focus on home nationals, avoid host nationals)
  退出（沉迷於閱讀，關注本國國民，迴避東道國國民）
• excessive sleep need, compulsive eating and drinking
  過度睡眠需求、強迫性飲食
• irritability 暴躁
• exaggerated cleanliness 潔癖
• marital stress, family tension, conflict
  婚姻壓力、家庭緊張、衝突
• stereotyping host nationals
  對東道國國民的成見
• hostility towards host nationals
  敵視東道國國民
• loss of ability to work effectively
  喪失有效工作的能力
• fits of weeping 哭哭啼啼
• psychosomatic illnesses 心理疾病

What to do??? 怎麼辦？

• stay home... or 待在家裡......或者
• prepare!! 準備
• study the culture 研究文化
• become familiar with patterns of communication
  熟悉交流模式
• cultural self-awareness 文化自覺

Culture Shock! 篮 文化衝擊！籃

• Disorientation upon entering new cultural environment
  進入新的文化環境後迷失方向
• Normal use of own cultural filter fails
  無法正常使用自己的文化濾鏡
• interpretation of perceptions
  感知的解釋
• communication of intentions
  意向傳達
• All experience culture shock... experience and training can shorten its length
  所有人都會遇到文化衝擊......經驗和訓練可以縮短文化衝擊的持續時間
• Responses 答覆
• Gone native (assimilation): accepts the new... rejects own
  變成本地人（同化）：接受新事物......拒絕自己的事物
• Participator (integration): adapts to the new ... but retains own
  參與者（融合）：適應新的......但保留自己的
• Tourist (separation): avoids the new...
  遊客（離職）：避免新的...
• Outcast (marginalization): won't/can't adapt... rejects own...
  棄兒（邊緣化）：不會/不能適應...拒絕自己的...

Phases 階段

• honeymoon 蜜月
• euphoria, unrealistically positive attitudes towards host country, stay in hotel shields from mundane difficulties, house hunting/school hunting exciting, sightseeing!!
  欣喜若狂、對東道國不切實際的積極態度、住在旅館裡可以擺脫世俗困難、找房子/找學校令人興奮、觀光！ ....！
• irritation and hostility (the crisis stage)
  惱怒和敵意（危機階段）
• problems adjusting at work, local clocks don't fit yours, difficulties getting the routine daily tasks done (always taking "tests" to meet the daily needs), everything stinks, some never recover
  在工作中遇到適應問題，當地的時鐘與你的不一致，難以完成日常工作（總是在 "測試 "以滿足日常需要），一切都很糟糕，有些人永遠無法康復
• gradual adjustment 漸進調整
• can manage, cope with situation now
  能應付，現在能應付
• adjustment 調整
• ability to function in both cultures, acceptance of local customs and values for what they are (not going native), possible to get by, positive and growth gaining experience
  在兩種文化中都能發揮作用，接受當地的風俗習慣和價值觀念（而不是入鄉隨俗），能夠適應，獲得積極的成長經驗

Four Orientations to Adjustment
調整的四個方向

What to do? 怎麼辦？

• tolerate ambiguity; react to new and unexpected situations without irritation
  容忍模稜兩可的情況；對新的和意想不到的情況作出反應而不惱怒
• display empathy; be able to put yourself in others' shoes
  表現出同理心；能夠設身處地為他人著想
• personalize observations; recognize that your truth is not everybody's truth...
  個人化觀察；認識你的真理不是每個人的真理...
• show respect; this does not mean "go native" but it does mean knowing why the locals do what they do
  表現出尊重；這並不意味著 "入鄉隨俗"，但確實意味著了解當地人為什麼這樣做
• be non judgmental; what is "appropriate" or not is different across cultures, your wish to "get things done quickly" may be resisted for example
  不要妄加評論；"合適 "與否在不同的文化中是不同的，例如，你希望 "快速完成工作 "的願望可能會遭到抵制
• be resourceful; do your best with limited resources to cope with new situations
  足智多謀；用有限的資源盡力應對新情況
• keep you sense of humor; don't take yourself too seriously.
  保持幽默感；不要把自己看得太重。

What else to do?
還能做什麼？

• Avoid home country ghettos
  避免家鄉貧民窟
• Be adventurous 勇於冒險
• Involve the whole family
  全家參與
• Manage stress 管理壓力
• Stay healthy 保持健康
• Be realistic 實事求是
• Let go of home
  放飛家園
• Realize there are no absolutes
  認識到世事無絕對
• Have self-confidence and confidence in locals. Mistakes you will make.
  對自己有信心，對當地人有信心。你會犯的錯誤

How People Change during an assignment abroad
派駐國外期間人們的變化

• Positive changes in themselves
  自身的正向變化
• Changed attitudes 改變態度
• Improved work skills 提升工作技能
• Increased knowledge 增加知識
• Closer family relationships
  更密切的家庭關係

Re-Entry (returning home from a foreign assignment
再入境（從國外任務返回國內

• problem finding new niche in corporate structure: responsibility span diminished, old colleagues/allies gone, career options unclear
  難以在公司結構中找到新的定位：責任範圍縮小，老同事/盟友離開，職業選擇不明確
• while coping with culture shock abroad expatriate may over-idealize the attributes of home culture; on return great disappointment
  外派人員在國外應對文化衝擊時，可能會過度理想化本國文化的特質；回國後會大失所望
• changed executive may never fit the old culture again
  改變後的行政人員可能再也無法適應舊有的文化
• standard of living may actually go down on return
  回國後生活水準可能會下降
• anger at how unaware of world friends, colleagues and neighbors are... and how uninterested they are in trying to learn
  憤怒於朋友、同事和鄰居對世界的不了解......以及他們對學習的不感興趣
• total lack of psychological support for the returnee; he/she is expected to fit back home!!
  完全缺乏對回返者的心理支持；人們期望他/她能適應家鄉的生活！
• no interest on part of home colleagues and friends to learn from returnee's experiences
  家鄉的同事和朋友沒有興趣學習回返者的經驗

Return to the home country
返回本國

Making meaning of the experience
使體驗具有意義

The Return: The Challenge of Readjustment
回歸：重新適應的挑戰

• High degree of uncertainty
  高度不確定性
• Lack of interest in one's experience
  對自己的經驗缺乏興趣
• Idealization of home and false expectations
  對家的理想化與錯誤期望
• Test: really changed abroad?
  測試：國外真的發生了變化？
• Missing life abroad 懷念國外的生活
• Loss of prestige, autonomy, being special
  失去威望、自主權與特殊性

The Return - The Reward of Readjustment
回歸--重新調整的回報

Master of two worlds
兩個世界的主人

• Freedom to pass back and forth across the world's divisions
  自由往返世界各處
• Biculturalism and use of skills/ attitudes learned abroad
  雙文化和利用在國外學到的技能/態度
• More well-rounded 更加全面
• Ability to adapt to change
  適應變化的能力
• International network of contacts
  國際聯繫網絡
• Ability to perceive paradox
  感知矛盾的能力
• Broader world perspective
  更廣闊的世界視野

If so problematic, why using expatriates?
如果有問題，為什麼要使用外籍人士？

• Control (historically) 控制（歷史上）
• Learning/knowledge transfer
  學習/知識轉讓
• Global integration 全球一體化
• Management development; careers
  管理發展；職業
• Fill skills gap (technical > managerial)
  填補技能缺口（技術 > 管理）

Relocation problems: 搬遷問題：

• Results 成果
• "Failure" rate: estimates of
  "失敗 "率：估計
• But Brookfield data shows of respondents
  但 Brookfield 的數據顯示 。
• Reasons for failure* 失敗原因*

1. Partner dissatisfaction 合作夥伴不滿
2. Family concerns 家庭問題
3. Inability to adapt back
   無法重新適應
4. Job not meeting expectations
   工作未達預期

• Source: Global Relocation Trends, 2005 and 2008 Survey Reports, GMAC and 2012 Survey
  資料來源全球搬遷趨勢》，2005 年和 2008 年調查報告，GMAC 和 2012 年調查

To minimize attrition 盡量減少自然減員

1. Use existing international experience
   利用現有的國際經驗
2. Greater choice of position
   更多的位置選擇
3. Greater recognition 更高的認可度
4. Repatriation career support
   遣返職業支持

Trends in global management assignments
全球管理任務的趨勢

Characteristics for expat selection
選擇外籍人士的特質

• Professional skills? 專業技能？
• Technical expertise, past performance, company knowledge
  技術專長、以往業績、公司知識
• Personal characteristics?
  個人特質？
• Trustworthy, reputation, demonstrated interest, gender, flexibility
  值得信賴、聲譽、興趣、性別、靈活性
• Family situation? 家庭狀況？
• Spouse's support, dual career issues, children, elderly parents
  配偶的支持、雙薪問題、子女、年長的父母

Research on expatriate selection
外派人員甄選研究

• Historically decisions not made in an organized and coherent manner
  決策歷來不是以有組織和連貫的方式作出的
• Confidence 信心
• Similarity to decision-maker
  與決策者相似
• Available and interested
  可用且感興趣
• However, it seems to be improving somewhat
  不過，情況似乎有所改善

Expat Selection based on Crosscultural Adaptation and Effectiveness
根據跨文化適應性和有效性選擇外派人員

• Effectiveness is the ability to live and work effectively in the cross-cultural setting of an assignment
  效率是指在跨文化環境中有效生活和工作的能力。
• satisfaction effectiveness
  滿意度 有效性
• previous experience effectiveness
  以往經驗 有效性
• previous experience increased satisfaction, ease of adjustment, less stress
  先前的經驗 滿意度提高，適應更容易，壓力更小
• Effectiveness (PAIS)
  成效 (PAIS)
• PAIS Professional expertise + Adaptation + Intercultural interaction + Situational readiness
  PAIS 專業知識 + 適應能力 + 跨文化互動 + 情境準備

Trend: Women expatriates
趨勢：女性外籍人士

Women in International Business:
國際商務中的女性

• Employer's View 雇主的觀點
• Woman 女性
• potential customer problems
  潛在客戶問題
• potential office problems
  潛在的辦公室問題
• potential spouse problems
  潛在的配偶問題

• Customer's View 客戶觀點
• Professional 專業人員
• experienced 經驗豐富
• qualified 取得資格的
• corporate sponsored 企業贊助
• decision-maker 決策者
• gender not relevant 性別無關

Lessons Learned 經驗教訓

• The problem is more with men in the home country than men in the foreign country.
  與其說問題出在外國男性身上，不如說問題出在本國男性。
• Possible tendency to protect women from imaginary difficulties and foreign men.
  可能傾向於保護婦女免受想像中的困難和外國男人的傷害。
• Being foreign is more noticeable than being female.
  身為外國人比身為女性更引人注目。
• A foreign woman is not expected to act like a local woman.
  外國婦女不應該像本地婦女那樣行事。
• Relationships are critical and women tend to be relationship oriented. They:
  人際關係至關重要，而女性往往以人際關係為導向。她們
• tend to approach negotiations with a win-win orientation
  傾向於以雙贏為導向進行談判
• tend to be good listeners and are empathetic
  善於傾聽，富有同情心
• tend to be participative
  傾向於參與

Suggestions for male colleagues to work with female managers
男同事與女經理合作的建議

• Senior executives 高階主管
• Don't make decisions based on stereotypes
  不要根據定型觀念做出決定
• Peers 同行
• Clarify relationships 明確關係
• Include women in conversations and diversify topics of conversations
  讓婦女參與談話，並使談話主題多樣化
• Diversify social activities
  社會活動多樣化
• Subordinates 下屬
• Introductions and relationships
  介紹和關係
• Re-direct questions as appropriate
  適當調整問題的方向

Recommendations 建議

• Send the best person for the job
  派出最適合的人選
• If a woman is sent on an international assignment she should
  如果女性被派去執行國際任務，她應該
• be at a senior level
  居高臨下
• have significant decision-making responsibility
  承擔重大決策責任
• Prepare women well for the difficult assignments
  為婦女完成艱鉅的任務做好充分準備

Case/ Example discussions
案例/實例討論

Case 1: 案例 1：

Case 2: 案例 2：

MAN6038 The Global Manager Session 6 SUMMARY
MAN6038 全球經理人 第 6 講 摘要

and
Wrap-Up WEEK 2 (Session 4 -6)
第二週（第 4-6 課時）

What you should do in the next days before we continue with session 7:
在我們繼續第 7 課之前，接下來幾天你該做些什麼？

MAN6038
The Global Manager
Session 7
Leading innovation and change through value-based considerations
MAN6038 全球管理者 第 7 講 透過以價值為基礎的考量引領創新與變革

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及在當今瞬息萬變的全球環境中全球思維的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

Leading Innovation & Change and value considerations
引領創新與變革以及價值考量

• Value considerations 價值考慮
• is defined as the degree to which an innovation is perceived as better than the idea or product that it supersedes (Wang et al, 2018)
  被定義為創新在多大程度上被認為優於其所取代的理念或產品（Wang 等人，2018）。
• Strategic change 策略變革
• strategically-aligned alterations in systems and patterns of employee behavior
  從策略角度調整制度與員工行為模式

Strategic Alignment 戰略調整

Strategic Change and Renewal
策略變革與更新

Three Faces of Change*
變革的三張臉*

trans . for . ma . tion, n.
trans . for . ma . tion，n.

Why Change Behaviors? 為什麼要改變行為？

• Who is our target market?
  誰是我們的目標市場？
• What is our product/service?
  我們的產品/服務是什麼？
• How do we develop/deliver our product or service? Changes in how may be driven by changes in who and/or what or may be independent
  我們如何開發/提供產品或服務？如何變化可能是由誰和/或什麼的變化所驅動的，也可能是獨立變化的

• New roles 新角色
• New skills (technical & interpersonal)
  新技能（科技與人際關係）
• New responsibilities & relationships
  新的責任和關係

Ultimately, all change is behavioral
歸根究底，所有變革都是行為的變革

Understanding Change 了解變化

• Change means behavioral change.
  改變意味著行為的改變。
• Behavior = f(beliefs/assumptions, perceptions, roles and responsibilities).
  行為 = f（信念/假設、認知、角色和責任）。
• Change often brings discomfort and resistance.
  改變往往會帶來不適和阻力。
• People need to understand
  人們需要了解
• Cost of the status quo vs. payoffs of the new way
  維持現狀的成本與新方法的效益對比
• You need to work with
  您需要與
• People (individuals and groups)
  人員（個人和團體）
• Structures, systems and practices
  結構、系統和實踐

Appraising the Readiness for Change
評估變革的準備程度

Adopting the New Behavior
採用新行為

• Building Support 建築支持

• Gaining commitment 獲得承諾

Reinforcing the Change 強化變革

Change Management: Global Implications
變革管理：全球影響

Understanding Change 了解變化

Understanding Change 了解變化

• Change means behavioral change.
  改變意味著行為的改變。
• Behavior (beliefs/assumptions, perceptions, roles).
  行為 （信念/假設、認知、角色）。
• Change usually brings discomfort and, often, resistance.
  改變通常會帶來不適，而且常常是阻力。
• Effective communication is essential.
  有效溝通至關重要。
• "Telling" is not communication or execution.
  "講述 "不是交流，也不是執行。
• People "see" and understand the same situation differently.
  人們對相同情況的 "看法 "和理解是不同的。
• Understand what other people "see".
  了解他人的 "所見"。
• They need to understand what you "see".
  他們需要了解你的 "所見"。
• Create a shared frame of reference.
  建立共同的參考系。
• Your way? Their way? Or a New way?
  你的方式？他們的方式？還是新的方式？

Understanding Change 了解變化

• They need to understand
  他們需要了解
• Cost of the status quo vs. payoffs of the new way
  維持現狀的成本與新方法的效益對比
• You need to work with
  您需要與
• People (individuals and groups)
  人員（個人和團體）
• Structures, systems and practices
  結構、系統和實踐
• You need a way of thinking about the process - a framework
  你需要一種思考過程的方法--一個框架

Implement change carefully don't leave success to chance!
慎重實施變革，不給成功留機會！

• Change does not just "happen"; it must be managed
  變化不是 "發生 "的，必須加以管理
• The content of change (the "what") often receives a lot more attention than the planning and management of the change process (the "how")
  變革的內容（"做什麼"）往往比變革過程的規劃與管理（"怎麼做"）更受關注

• The "how" can have an enormous impact on the outcome - as shown in the simulation
  如模擬所示，"如何 "會對結果產生巨大影響
• Successful change requires good content as well as a good change process
  成功的變革需要好的內容和好的變革過程

How motivated are people to change?
人們改變的動力有多大？

MC , where
MC ，其中

• without is the bottom of the inbox
  是收件匣的底部
• without is a fast start that fizzles
  如果沒有 ，快速啟動就會泡湯
• D without is anxiety and frustration
  沒有 的 D 是焦慮和沮喪

What is the context of the change?
改變的背景是什麼？

Reactive Change 反應式變革

How do we approach different stakeholders?
我們如何接觸不同的利害關係人？

Don't forget the S-curve dynamics!
別忘了 S 曲線的動態效果！

Sources of Organizational Resistance to Change
組織抵制改變的根源

Lewin's Three-Step Change Model
盧因的三步驟變革模式

Lewin's Three-Step Change Model
盧因的三步驟變革模式

Kotter's 8-Step Model 科特的 8 步驟模型

• Kotter's eight-step model is one of the best known:
  科特的八步模式是最著名的模式之一：

1. Establish the need for urgency
   確定緊迫性的必要性
2. Ensure there is a powerful change group to guide the change
   確保有一個強大的變革小組來引導變革
3. Develop a vision 制定願景
4. Communicate the vision 傳達願景
5. Empower the staff 賦予員工權力
6. Ensure there are short-term wins
   確保短期成果
7. Consolidate gains 合併收益
8. Embed the change in the culture
   將改變融入企業文化

Table 18.4 Dimensions of the creative organization climate
表 18.4 創新組織氛圍的各個面向

Achieving change: Lessons from the models
實現變革：從模式中汲取的經驗教訓

1. Don't forget the how.
   別忘了怎麼做。

• Vision and dissatisfaction without a plan for a process will lead to anxiety and frustration.
  沒有過程計劃的願景和不滿會導致焦慮和沮喪。

2. Don't ignore the context.
   不要忽視上下文。

• Is this anticipatory? Urgent? Crisis? How can you communicate that and use it?
  這是預期的嗎？緊急？危機？如何傳達和使用？

3. Don't wait until everyone's on board.
   不要等到所有人都加入進來。

• Start with a core of high motivation - high capability people and organizations.
  從高動力--高能力人員和組織--的核心開始。

4. Don't get discouraged. 不要氣餒。

• Change takes time and discipline.
  改變需要時間和紀律。

And now think: What are the issues for global managers and MNCs?
現在想想：全球經理人和跨國公司的問題是什麼？

• Examples: 例如
• Japanese family business considers consent of all key stakeholders, often family interest, private interests, sensitive to how it affects friends and long-term partners
  日本家族企業考慮所有主要利害關係人的同意，通常是家族利益、私人利益，對如何影響朋友和長期伴侶很敏感
• Daimler with focus on long-term success rather than quick profits with low quality
  戴姆勒注重長期成功而非低品質的急功近利
• Google, Apple, other? Google、蘋果，還是其他？
• Remember: cultural differences, ie. trust, hierarchies, time orientation, face, ... - but it all depends (sub-cultures, personalities,...)
  記住：文化差異，即信任、等級、時間導向、面子......- 但這一切都取決於（次文化、個性......）

MAN6038 The Global Manager
Session 7b ADD ON
Leading innovation and change through value-based considerations
MAN6038 全球經理人 第 7b 講 增值 透過以價值為基礎的考量引領創新與變革

Examples for Value Considerations in GLOBAL CORPORATIONS
全球公司價值考量實例

• Cost Savings 節約成本
• Sales Revenue Increase 銷售收入增加
• Product Attributes (to deliver better Value for Users)
  產品屬性（為使用者提供更高的價值）
• Social Gains: Improving Situation for People/ Planet
  社會效益：改善人類/地球的狀況
• Context: 背景：

• Other? 其他？

Issues about Global Value Creation
有關全球價值創造的問題

• Cost Savings through outsourcing to i.e. low cost manufacturers in less developed countries ethical considerations, cultural considerations, leadership considerations
  透過外包給欠發達國家的低成本製造商節省成本 道德因素、文化因素、領導因素
• M&A, Joint Ventures with local firms cultural considerations, how to facilitate that the combination of both cultures results in better organizational learning or product improvement etc?
  與當地企業的併購、合資 文化方面的考慮，如何促進兩種文化的結合，從而更好地組織學習或改進產品等？
• Entering Foreign Markets how to understand the customers and the legal etc environment there?
  進入國外市場 如何了解當地的客戶和法律等環境？
• Sustainability by being "a good global citizen" how to contribute to CSR (Corporate Social Responsibility) activities that go beyond economic values (profit, revenue) and help Planet and People?
  透過成為 "全球好公民 "實現永續性 如何為企業社會責任（CSR）活動做出貢獻，超越經濟價值（利潤、收入），幫助地球和人類？

Aperian Global Consulting states:
Aperian Global Consulting 指出：

Some websites that give some inspirations about these topics:
一些網站提供了有關這些主題的靈感：

• https://www.ebgconsulting.com/AnOverviewOfValueConsiderations(EBG Consulting).pdf
• https://www.aperianglobal.com/five-principles-for-global-changeinitiatives/

Example 範例

• Remember the DAIMLERCHRYSLER case:
  請記住 DAIMLERCHRYSLER 案：
• They wanted to create the largest automotive company in the world by combining the USA and EUROPE market strength of both partners into ONE global successful corporation.
  他們希望將雙方在美國和歐洲市場的優勢整合為一家全球成功的公司，從而創建 全球最大的汽車公司。
• To achieve benefits from cross-cultural teams to improve product and market development it needs good cross-cultural team management
  要從跨文化團隊中獲益，改善產品和市場開發，就需要良好的跨文化團隊管理
• However, cultural differences were not considered well and led to poor cooperation and finally to a separation of the partners.
  然而，文化差異並沒有得到很好的考慮，導致合作不暢，最終導致合作夥伴分開。

MAN6038 The Global Manager
MAN6038 全球經理

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

Global Mindset Framework Applied to Ethics
應用於道德規範的全球思維框架

Behavior Classification Framework
行為分類框架

Competing with Integrity
誠信競爭

• Ethics: 倫理：

• Concerned with: 關注：

- Requires: - 要求

Philosophy and the study of ethics
哲學與倫理學研究

• The complicated and controversial nature of moral theory
  道德理論的複雜性和爭議性
• The role of rationality
  理性的作用
• Knowledge, experience and intuition
  知識、經驗和直覺
• Philosophical analysis enables us to reflect critically on the hidden commitments in the things people say, so as to test out assumption, biases and preconceptions
  哲學分析使我們能夠批判性地反思人們話語中隱藏的承諾，從而檢驗出假設、偏見和先入為主

What are ethics? 什麼是道德？

• Metaethics vs applied ethics
  元倫理學與應用倫理學
• ethical vs moral decisions
  倫理決定與道德決定
• Ethics is 'the study of individual and collective moral awareness, judgement, character and conduct' [Petrick and Quin, 2000]
  倫理學是 "對個人和集體道德意識、判斷、性格和行為的研究"[Petrick 和 Quin，2000 年]。
• the dominant ethical perspectives:
  主流倫理觀：

• other approaches: 其他方法：

Approaches to ethics: Deontology
倫理學方法：道義論

• Emphasises duties, rights and principles
  強調義務、權利和原則
• Good or bad is evident in the act itself, irrespective of consequences
  好壞體現在行為本身，與後果無關
• Often take the form of lists of types of actions that be encouraged or refrained from
  通常採取的形式是列出應鼓勵或避免的行動類型

Approaches to ethics: Libertarianism
倫理學方法：自由主義

• Centrality of individuals' rights to choose
  個人選擇權的中心地位
• Role of government would be minimal
  政府的角色將微乎其微

Approaches to ethics: Consequentialism
倫理學方法：結果論

• Utilitarianism 功利主義
• Happiness of the greatest number
  最大多數人的幸福
• The end justifies the means
  目的就是手段
• Economic utility 經濟效用

Business Ethics 商業道德

• Why the surge of interest?
  為什麼興趣如此高漲？

• Nolan committee and the set of guiding principles
  諾蘭委員會與一套指導原則
• Ethical issues and the management of people
  倫理問題與人員管理

Ethics and HRM 倫理與人力資源管理

• Deontological: notion of duty to fellow members of the community; respecting the moral agency of humans; treating employees not solely as a means to and end but an end in themselves.
  道義論：對社區成員負有責任的概念；尊重人的道德能動性；對待員工不僅將其作為達到目的的手段，而且將其本身作為目的。
• Consequentialist: net benefits accruing from employment practices; regular and continuing employment.
  後果論者：就業做法帶來的淨利益；正常且持續的就業。
• Libertarian: employment as an important means by which an employer and a worker can freely exchange labour for reward.
  自由主義者：就業是雇主和勞工自由交換勞動報酬的重要手段。

Ethics and its legitimacy in employment practice
職業道德及其在就業實務中的合法性

• Greater ethical awareness is to be applauded if it results in more balanced consideration of the ethical dynamics involved in employment relationships
  如果道德意識的提高能使人們更平衡地考慮僱傭關係中涉及的道德動態，那就值得稱讚。
• Parker (1999:295) argues that a study of ethics can 'encourage us to challenge our deeply held beliefs, taken for granted assumptions and not merely wrap us in certainties that prevent us from thinking the absurd'
  Parker (1999:295) 認為，倫理學研究可以 "鼓勵我們挑戰我們根深蒂固的信念、理所當然的假設，而不僅僅是將我們包裹在阻止我們進行荒謬思考的確定性中"。

Professional codes of conduct
專業行為守則

• The promotion of ethical behaviour
  促進道德行為
• Standard setting 標準設定
• Guidelines in difficult circumstances
  困難情況下的指導方針
• Establish rights and responsibilities
  確立權利和責任
• Professional statement of principles
  專業原則聲明
• Contractual 合約
• Developmental 發展
• Status enhancing 提高地位
• Client expectations 客戶期望

Codes of conduct 行為守則

• Who draws them up?
  誰起草的？
• What function do they perform?
  它們有什麼功能？
• What do they consist of?
  它們包括哪些內容？
• Who do they apply to?
  它們適用於哪些人？
• Are they necessary and do they make a difference?
  它們有必要嗎？

Private sector use of codes of conduct
私部門使用行為守則

• Employee conduct and the acceptance of gifts (100%)
  員工行為與接受禮品（100）
• community and environmental interests (65%)
  社區和環境利益（65）
• Customer service and product quality (58%)
  客戶服務和產品品質（58）
• shareholder return (39%)
  股東回報（39）
• suppliers and contractors (23%)
  供應商和承包商（23）
• political interests (13%)
  政治利益（13）
• innovation and technology (6%)
  創新與技術 (6%)

Why ethical codes? 為什麼要製定道德準則？

• Provide employees with guidelines
  為員工提供指導
• socially responsible 社會責任
• improve the public image
  改善公眾形象
• improve management 改善管理
• better corporate culture
  更好的企業文化
• comply with government guidelines
  符合政府指導方針
• reduce white collar crime
  減少白領犯罪

Critiques of ethical codes of conduct
對道德行為守則的批評

• A false sense of security
  虛假的安全感
• Can't cover all eventualities
  無法涵蓋所有可能發生的情況
• Vague and generalised 模糊和籠統
• Minimises responsibility
  責任最小化
• Protect from public criticism
  免受公眾批評
• Interests of the weakest stakeholders may be marginalised
  最弱勢利害關係人的利益可能被邊緣化
• ineffective in dealing with systemic corruption
  未能有效處理系統性腐敗問題
• self-regulation may not be in the interests of clients, customers and citizens
  自我監管可能不符合客戶、顧客和公民的利益
• assumed homogeneity of the organisation
  假定組織的一致性

ETHICAL MANAGEMENT IS FIRMLY ON THE AGENDA
道德管理已被提上日程

• The impact on managers of managing in an increasingly complex and ambiguous environment
  在日益複雜和模糊的環境中進行管理對管理人員的影響
• The increasing demands for managers to take more responsibility
  要求管理人員承擔更多責任的呼聲日益高漲
• Reconciling individual values with organisational values
  協調個人價值觀與組織價值觀
• The nature of CSR
  企業社會責任的本質
• The changing organisational context and the resulting pressure on staff
  不斷變化的組織環境和由此對工作人員造成的壓力
• The motivation of those working in organisations
  組織內工作人員的積極性
• The ascription of responsibility to managers
  賦予管理人員責任
• The pressures that are brought to bear on managers
  管理人員面臨的壓力

SISSION'S MODEL OF RHETORIC AND REALITY IN HRM
人力資源管理中的修辭與現實模型

SISSION'S MODEL OF RHETORIC AND REALITY IN HRM (Cont'd)
SISSION 的人力資源管理理論與現實模式（續）

Business Ethics Objectives
商業道德目標

• Create an awareness of the ethical components of the decision
  建立決策中的道德意識
• Legitimize the consideration of ethical issues in the decision process
  使決策過程中對倫理問題的考量合法化
• Analyze the ethical components with some framework
  利用某些框架分析倫理內容
• Apply technique of ethical analysis to decision situations
  將倫理分析技術應用於決策情境

Competing with Integrity
誠信競爭

• Integrity and ethical behavior
  誠信與道德行為
• the imperative to act with integrity does not insist on moral perfection, but demands taking ethics seriously
  必須誠信行事並不堅持道德完美，而是要求認真看待道德問題
• "Integrity is consistency among what you believe in your heart; think in your head; what you say with your mouth; and what you do your behavior and actions."
  "正直是你心中所信、腦海中所想、口中所言以及行為和行動的一致性"。
• Professor Glen Rowe from the Ivey Business School
  Ivey 商學院的 Glen Rowe 教授

Competing with Integrity
誠信競爭

- Ethical frameworks - 道德框架

- Process of intellectual and ethical development
- 智力和道德發展過程

• dualism 二元論
• relativism 相對主義
• commitment in relativism
  相對主義的承諾

A Manager's Context 管理者的背景

Guidelines 指引

1. Who are stakeholders with interest in the decision?
   誰是與決策有關的利害關係人？

2. What are the responsibilities to stakeholders? (organizational? personal?)
   對利害關係人的責任是什麼？ (組織？）
3. What are ethical implications of a decision in addition to economic and legal?
   除經濟和法律影響外，一項決策還有哪些道德影響？
4. Do you have facts? best info? take time...
   你有事實根據嗎？

Further Guidelines! 更多指南！

5. What are your assumptions? what is your ethical framework?
   你的假設是什麼？ 你的道德框架是什麼？
6. Any options you have not considered?
   有什麼方案是你沒有考慮過的嗎？
7. How should you act as an individual? (night sleep issue...)
   作為個人，您應該如何行動？ (夜間睡眠問題......）
8. Don't accept responsibility for actions which are not your responsibility
   不為不屬於自己的行為負責

More Guidelines! 更多指南！

9. Do make decisions on issues which are your responsibility
   就屬於你職責範圍內的問題做出決定
10. Be aware of and careful of dependency relationships you are entering...
    注意並小心您正在進入的依賴關係...
11. Don't hide behind the "culture" excuse...
    不要以 "文化 "為藉口.....
12. Do best for all stakeholders; meet obligations / contracts; act legally; don't harm; don't deceive
    為所有利害關係人盡最大努力；履行義務/合約；合法行事；不傷害；不欺騙

Even More Guidelines! 更多指南！

13. Look after your own interests as well as the company's
    照顧自己和公司的利益
14. Use the "billboard" or "light-of-day" tests
    使用 "廣告看板 "或 "日光 "測試
15. Remember: when in Rome do as the BETTER Romans do
    記住：入境隨俗
16. Be honest with yourself: are you a leader in the area of global social responsibility? are you doing the minimum to get along? Are you resisting?
    誠實面對自己：你是全球社會責任領域的領導者嗎？你是否在抵制？

Competing with Integrity
誠信競爭

World Corruption Index 世界貪腐指數

MAN6038 The Global Manager
MAN6038 全球經理

Revision 修訂

• How does the content of the previous session relate to the assignment and global mindset development?
  上一環節的內容與任務和全球思維發展有何關聯？
• Any relevant examples to share?
  有沒有相關的例子可以分享？
• Any clarifying questions?
  有任何澄清問題嗎？

Once again: The Assignment Brief
再來一次：任務簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words)
  引言。明確概述作品的結構（約 100 字）
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words)
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words)
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words)
  第 3 部分。關於自選企業的案例研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words)
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後提交一份詳細的個人發展計劃，說明自己打算如何以及何時發展這些特質（約 700 字）
• Conclusion. Clearly summarise your work (approx. 100 words)
  結論。明確總結您的工作（約 100 字）
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 學術參考文獻。

Your assignment and how the session content is related
您的任務以及會議內容的相關性

Global Sustainability 全球永續發展

Corporate Social Responsibilities for
Multinational Enterprises (MNEs)
Recommended by International Organizations
國際組織推薦的跨國企業（MNE）的企業社會責任

MNEs and Host Governments
多國企業和東道國政府

• Should not interfere in the internal political affairs of the host country (OECD, UN)
  不應干涉東道國的內部政治事務（經合組織、聯合國）
• Should consult governmental authorities and national employers' and workers' organizations to ensure that their investments conform to the economic and social development policies of the host country (ICC, ILO OECD, UN
  應與政府當局、國家雇主組織和工人組織協商，確保其投資符合東道國的經濟和 社會發展政策（國際商會、國際勞工組織、經合組織、聯合國）。
• Should reinvest some profits in the host country (ICC)
  部分利潤應再投資於東道國（國際商會）

MNEs and Laws, Regulations, and Politics
跨國企業與法律、法規與政治

• Should respect the right of every country to exercise control over its natural resources (UN)
  應尊重每個國家控制其自然資源的權利（聯合國）
• Should refrain from improper or illegal involvement in loca politics (OECD
  應避免不當或非法參與地方政治（經合組織
• Should not pay bribes or render improper benefits to public servants (OECD, UN)
  不得向公務員行賄或提供不當利益（經合組織、聯合國）

MNEs and Technology Transfer
多國企業與技術轉移

• Should develop and adapt technologies to the needs of host countries (ICC, ILO, OECD)
  應發展和調整技術，以適應東道國的需要（國際商會、國際勞工組織、經合發組 織）
• Should provide reasonable terms and conditions when granting licenses for industrial property rights (ICC, OECD)
  在頒發工業產權許可證時，應提供合理的條款和條件（國際商會、經合組織）

MNEs and Environmental Protection
多國企業與環境保護

• Should respect the host country laws and regulations concerning environmental protection (OECD, UN)
  應尊重東道國有關環境保護的法律法規（經合組織、聯合國）
• Should supply to host governments information concerning the environmental impact of MNE activities (ICC, UN)
  應向東道國政府提供有關跨國企業活動對環境影響的資訊（國際商會、聯合國）

MNEs and Consumer Protection
跨國企業與消費者保護

• Should preserve the safety and health of consumers by disclosing appropriate information, labeling correctly, and advertising accurately (UN)
  應透過揭露適當資訊、正確貼標籤和準確做廣告來維護消費者的安全和健康（聯合國）。

MNEs and Employment Practice
多國企業與就業實踐

• Should cooperate with host governments to create jobs in certain locations (ICC)
  應與東道國政府合作，在某些地方創造就業機會（國際商會）
• Should give advance notice of plant closures and mitigate the adverse effects (ICC, OECD
  應提前通知工廠關閉並減輕不利影響（國際商會、經合組織
• Should respect the rights for employees to engage i collective bargaining (ILO, OECD)
  應尊重僱員參與集體談判的權利（國際勞工組織、經合組織）

MNEs and Human Rights
跨國企業與人權

• Should respect human rights and fundamental freedoms in host countries (UN)
  應尊重東道國的人權和基本自由（聯合國）

Stakeholder Groups 利害關係人

A Stakeholder View of the Firm
利害關係人眼中的企業

Fundamental Debate 基本辯論

• Free market advocates argue that if firms attempt to attain social goals, such as providing employment and social welfare, managers will lose their focus on profit maximization.
  自由市場的倡導者認為，如果企業試圖實現社會目標，例如提供就業和社會福利，管理者就會失去對利潤最大化的關注。
• CSR advocates argue that a free market system that takes the pursuit of self-interest and profit as its guiding light may breed greed, excesses, and abuses.
  企業社會責任的倡導者認為，以追求自身利益和利潤為導向的自由市場體係可能會滋生貪婪、過度和濫用。

Institutions, Resources, and Corporate Social Responsibility
機構、資源與企業社會責任

Institution-Based View 基於機構的觀點

Corporate Social
Responsibility
企業社會責任

Generic Strategies of Social Responsiveness
社會響應的通用策略

• Reaction - the firm denies responsibility for social issues, e.g. by blaming others or by pointing to the responsibility of government.
  反應 - 企業否認對社會議題的責任，如指責他人或指出政府的責任。
• Defence - the firm admits responsibility but tries to do the very least; e.g., the firm uses CSR superficially to improve PR without pursuing CSR seriously.
  辯護--企業承認責任，但只做最起碼的工作；例如，企業只是表面上利用企業社會責任來提高公關效果，而沒有認真履行企業社會責任。
• Accommodation - the firm accepts responsibility and does whatever is demanded by the key stakeholders.
  通融--公司承擔責任，並依主要利害關係人的要求行事。
• Proaction - the firms seeks to exceed industry norms and anticipates future expectations by doing more than is expected.
  積極行動 - 企業力求超越行業標準，並透過超越預期的行動來預測未來。

The US Chemical Industry Responds to Environmental Pressures
美國化學工業應對環境壓力

Business Benefits of CSR
企業社會責任的商業利益

• Key business benefits of CSR:
  企業社會責任的主要商業利益：
• Brand value and reputation
  品牌價值和聲譽
• Risk management 風險管理
• Human capital 人力資本
• Revenue 收入
• However, it is often difficult to assign a monetary value to CSR strategies and many business benefits from CSR are intangible.
  然而，企業社會責任策略往往很難賦予金錢價值，而且企業社會責任帶來的許多商業利益都是無形的。
• Indeed, it is wrong to see CSR as a return on investment because there are always better alternative investment opportunities.
  事實上，將企業社會責任視為投資回報是錯誤的，因為總是有更好的替代投資機會。

Key Areas: 關鍵領域：

• Ethics 倫理學
• Motivations for corporate social responsibility (CSR)
  企業社會責任（CSR）的動機
• Dimensions of CSR 企業社會責任的各個層面
• Approaches to CSR 企業社會責任的方法

Ethics in international business
國際商業道德

• Ethics is an individual's personal beliefs about whether a decision, behaviour, or action is right and wrong.
  道德是個人對某項決定、行為或行動是對或錯的個人信念。
• Determined mainly by: 主要由以下因素決定
• Person's belief system shaped by parenting, education and religion.
  由父母、教育和宗教所形成的個人信仰體系。
• Society - social norms, national cultures and customs.
  社會--社會規範、民族文化和習俗。
• Business Ethics refers to how the company integrates values such as honest, integrity, respect and fairness into its policies, practices and decision-making.
  商業道德是指公司如何將誠實、正直、尊重和公平等價值觀融入其政策、實踐和決策中。

Ethics in cross-cultural and international contexts
跨文化和國際背景下的道德規範

Defining corporate social responsibility
界定企業社會責任

• An obligation, beyond that required by the law and economics, for a firm to pursue long term goals that are good for society.
  在法律和經濟要求之外，企業有義務追求對社會有益的長期目標。
• The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as that of the local community and society at large.
  企業持續承諾遵守道德規範，為經濟發展做出貢獻，同時提高勞動力及其家庭以及當地社區和整個社會的生活品質。
• About how a company manages its business process to produce an overall positive impact on society.
  公司如何管理其業務流程，從而對社會產生全面的正面影響。

Possible motivations for engaging in CSR (see Graafland and Van de Ven, 2006)
參與企業社會責任的可能動機（見 Graafland 和 Van de Ven，2006 年）

• Economic motives 經濟動機
• Economic CSR implies that it is a strategic tool to enhance economic objective., increase profit and wealth creation.
  經濟型企業社會責任意味著它是提高經濟目標、增加利潤和創造財富的策略工具。

- Moral (Ethical) motives
- 道德（倫理）動機

• Ethical CSR implies that a firm has a moral duty towards society to behave responsibly.
  有道德的企業社會責任意味著企業對社會負有道德義務，必須採取負責任的行為。
• The role of business is create value and improve societal and environmental health.
  企業的角色是創造價值，改善社會和環境健康。

Prominent Areas of CSR
企業社會責任的突出領域

- Legal Compliance - 法律合規性

• Companies are obligated to comply with local, national and international law with regards areas such as employment, environmental protection, corruption, human rights and product safety.
  公司有義務在就業、環境保護、腐敗、人權和產品安全等方面遵守地方、國家和國際法律。
• Philanthropy 慈善事業
• Refers to the idea of giving back to society. Through philanthropic donations.
  指回饋社會的理念。透過慈善捐款。

Corporate Philanthropy in Practice: Example
企業慈善實踐：實例

• Johnson & Johnson, which made cash gifts and project contributions of to world causes in 2004 , regards India as one of the biggest emerging markets in the next 20 years.
  強生公司（Johnson & Johnson）在 2004 年向世界公益事業捐贈了現金和專案捐款 ，並將印度視為未來 20 年最大的新興市場之一。
• One of its worthy projects is facilitating the administration of vitamin A and anti-parasitic tablets to 250,000 children in the country, in partnership with the Vitamin Angel Alliance.
  其中一個有價值的項目是與 "維生素天使聯盟 "合作，為該國 25 萬名兒童提供維生素 A 和抗寄生蟲藥片。

Prominent Areas of CSR
企業社會責任的突出領域

• Worker rights and welfare
  工人權利和福利
• Concerned with the prevention of worker exploitation such as forced labour, child labour and discrimination.
  關注防止對工人的剝削，如強迫勞動、童工和歧視。

- Environmental Management
- 環境管理

• Avoiding damage to the natural environment - pollution, contamination and resource depletion.
  避免對自然環境造成破壞--污染、沾染和資源枯竭。

Summary: The Triple Bottom Line - People, Planet, Profits
摘要：三重底線--人類、地球、利潤

Violations of CSR Principles - Nike:- From Sinner to Saint
違反企業社會責任原則 - 耐吉：從罪人到聖人

• The sportswear manufacturer's business model depends heavily on outsourcing and critics were quick to complain about standards within the factories of its Third World suppliers.
  這家運動服裝製造商的商業模式在很大程度上依賴外包，批評者很快就對其第三世界供應商工廠的標準提出了抱怨。
• Activists regard prominent organizations as fair game and not surprisingly set out to damage Nike's standing. Like any wounded animal, the company soon went on the defensive.
  激進分子將知名組織視為公平的遊戲，並毫不奇怪地開始損害耐吉的地位。就像其他受傷的動物一樣，耐吉公司很快就採取了防禦措施。
• Nike's next goal was to create policies commonly agreed with suppliers and competitors.
  耐吉的下一個目標是製定與供應商和競爭對手共同商定的政策。

Violation of CSR principles- Case of Coca Cola in India:
違反企業社會責任原則--印度可口可樂公司案例：

• The high degree of public protests against the Coca Cola plant in Plachimada, Kerala, India got international attention and also led to government intervention for closure of the plant.
  公眾對印度喀拉拉邦普拉奇馬達可口可樂工廠的強烈抗議引起了國際關注，也導致了政府對關閉該工廠的干預。
• The plant at Plachimada was alleged to have exploited the ground water resources leading to drying up of wells and other natural water resources in the area.
  據稱，普拉奇馬達的工廠開採了地下水資源，導致該地區的水井和其他天然水資源乾涸。
• However the protests from the local community have led to world wide reaction and has even led to open campaigns for boycott of products of Coca Cola. The government of Kerala also ordered the stopping of operations of the plant at Plachimada to safeguard the interests of the local community.
  然而，當地社區的抗議引起了世界性的反響，甚至引發了抵制可口可樂產品的公開運動。喀拉拉邦政府也下令停止 Plachimada 工廠的運營，以確保當地社區的利益。
• Coca Cola's behavior in its expanding Indian market has led to world wide apprehension with the international media and agencies showing support to the protests against the multinational.
  可口可樂公司在印度市場的擴張行為引起了全世界的擔憂，國際媒體和機構紛紛表示支持對這家跨國公司的抗議。

Approaches to social responsibility
履行社會責任的方法

Approaches to social responsibility
履行社會責任的方法

- Obstructionist stance - 阻撓立場

• Do as little as possible
  盡量少做
• Deny or avoid accepting responsibility for actions.
  否認或避免承擔行為責任。

- Defence stance - 辯護立場

• Adhere to legal obligations only and nothing more.
  僅遵守法律義務，僅此而已。
• Will generally admit to mistakes when they are identified and then take appropriate action.
  在發現錯誤時一般會承認錯誤，然後採取適當行動。
• E.g Nike 例如：耐吉

Approaches to social responsibility
履行社會責任的方法

• Accommodative stance 適應性姿態
• Meets its legal and ethical requirements but will go beyond these requirements in selected cases.
  符合其法律和道德要求，但在某些情況下會超出這些要求。
• Pro-active stance 積極主動的立場
• Exceed the accommodative stance and indicates a sincere and potent commitment to the general social welfare of a country.
  超越了寬鬆的立場，顯示了對一個國家普遍社會福利的真誠而有力的承諾。
• E.g. Body Shop, Ben and Jerry and Timberland
  例如，美體小舖、Ben and Jerry 和 Timberland

CSR: some criticisms? CSR: 一些批評意見？

• CSR is anti-business 企業社會責任是反商業的
• A threat to the effective functioning of capitalism and free markets, and hence to global prosperity.
  威脅資本主義和自由市場的有效運作，進而威脅全球繁榮。
• Distraction to management - managing multiple stakeholders.
  分散管理精力--管理多個利害關係人。
• The scope of CSR is too narrow
  企業社會責任的範圍過於狹窄
• Criticised for not addressing what are seen as important areas of corporate behaviour.
  因未涉及企業行為的重要領域而受到批評。
• CSR fails to achieve its goals
  企業社會責任未能達成目標
• Bennett and Burley (2005) point out that only 3% of MNEs report on social and environmental performance.
  Bennett 和 Burley (2005) 指出，只有 3% 的跨國企業報告社會和環境績效。

Ethic Conflicts 道德衝突

• Can an organization be unethical or is it the people that would make it unethical?
  是組織不道德，還是人不道德？
• Tobacco: Smoking can cause cancer!
  煙草：吸煙可致癌！
• Coffee: Buying for extremely low price.
  咖啡超低價購買。
• Slave labor: Below minimum wage, 16h/d
  奴工：低於最低工資，16 小時/天
• Child labor: Two sides of the coin.
  童工：硬幣的兩面
• Tuna, shark fin, etc.: Animal protection
  鮪魚、魚翅等：動物保護

Discuss: 討論：

and
Wrap-Up WEEK 2 (Session 7 - 9)
與總結 第二週（第 7 - 9 節）

MAN6038
The Global Manager
MAN6038 全球經理

MAN6038 The Global Manager
MAN6038 全球經理

marking band  標記帶

Self-awareness 自我意識

• Self-awareness - "arguably the most fundamental issue in psychology, from both a developmental and an evolutionary perspective“ (Rochat, 2003)
  自我意識--"從發展和進化的角度來看，可以說是心理學中最基本的問題"（Rochat，2003 年）
• Self-awareness theory (Duval & Wicklund, 1972) - when we focus our attention on ourselves, we evaluate and compare our current behaviour to our internal standards and values objective self-awareness
  自我意識理論（Duval 和Wicklund，1972 年）--當我們將注意力集中在自己身上時，我們會將當前的行為與我們的內在標準和價值觀進行評估和比較 客觀自我意識

self-a・ware.ness 自我意識

Self-assessment 自我評估

• In psychology - the process of looking at oneself in order to assess aspects that are important to one's identity
  在心理學中--審視自我以評估對個人身分至關重要的面向的過程
• In business - a performance management tool where employees share which skills they believe they have developed and how much progress they believe they have made during a certain amount of time on the job, used to keep employees on track to meet goals, but also to grow, develop, and
  在企業中 - 績效管理工具，讓員工分享他們認為自己在一定工作時間內發展了哪些技能，並取得了多大進步。

Self-assessment tools 自我評估工具

• BCU Career+ Online Tools-support you with understanding your own skills, strengths, experience, personality, preferences and potential career matches - click HERE to check online tools available.
  BCU Career+ 線上工具--幫助您了解自己的技能、優勢、經驗、個性、偏好和潛在的職業匹配--點擊此處查看可用的線上工具。
• Psychometric Tests - questionnaires used by employers as part of the recruitment process to identify your skills, knowledge, aptitudes and personality, usually during the preliminary screening stage or as part of an assessment centre. They are very common in graduate jobs, work placements and internships - click HERE for skills assessment and HERE for psychometric tests on UK Government National Careers Service website.
  心理測驗 - 雇主在招募過程中使用的問卷，用於識別您的技能、知識、性向和個性，通常在初步篩選階段或作為評估中心的一部分使用。它們在畢業生工作、工作實習和實習中非常常見 - 點擊此處了解技能評估，點擊此處了解英國政府國家職業服務網站上的心理測驗。

Know yourself 了解自己

Required Task: 規定任務：

Self-assessment for The Global Manager assignment
全球經理人》作業的自我評估

• Choose 3 skills from the Global Mindset Model (Javidan & Bowen, 2013)
  從全球思考模式中選擇 3 項技能（Javidan 和 Bowen，2013 年）

Alternatively 或者

• You may want to focus on one specific area and analyse it in depth
  您可能想專注於一個特定領域並對其進行深入分析
• Carry out your self assessment - select the global mindset skills/ competencies/ traits that you feel are most relevant to you and your future career path. Specific test results (if you take any) can go into appendices.
  進行自我評估--選擇你認為與你和你未來職業道路最相關的全球思維技能/能力/特質。具體的測試結果（如果您參加了任何測試）可列入附錄。
• We recommend to be displayed in a table as this will not add to the word count
  我們建議用表格顯示，因為這樣不會增加字數
• We are more interested in the process of you being aware of your own global mindset skills. It is important that you are realistic and forward focussed. You need to demonstrate your self-awareness of how you can develop as an effective future global business professional/ Global Manager.
  我們更感興趣的是，你們能夠意識到自己的全球思維技能。重要的是，你們要腳踏實地，著眼於未來。您需要展現自己的自我意識，即如何發展成為一名高效的未來全球商務專業人士/全球經理人。

GLOBAL MINDSET 全球心態

The Global Mindset Model (Javidan & Bowen, 2013)
全球心態模型（賈維丹和鮑文，2013 年）

Social Capital (SC) 社會資本 (SC)

Developing your own Global Mindset
培養自己的全球心態

• Requires active learning - engage problems where you must assess the situation, see options, make decisions, implement actions, and experience feedback
  需要主動學習--遇到問題時必須評估情況、查看選項、做出決定、實施行動並體驗回饋
• Requires mindfulness - pay close attention to your own reactions and to what is happening in the environment
  需要用心--密切注意自己的反應和環境中發生的事情
• Requires self-awareness - become aware of how your assumptions and frameworks shape perceptions, values and behaviour only as you confront different sets of assumptions guiding the views and
  需要自我意識--只有當你面對指導你的觀點和行為的不同假設時，你才能意識到你的假設和框架是如何影響你的觀念、價值觀和行為的。

PDP to develop your own Global Mindset for The Global Manager assignment
為《全球經理人》任務發展自己的 "全球心態 "PDP

• the process of creating a written documented action plan based on awareness, values, reflection, goal-setting and planning for personal development.
  根據對個人發展的認知、價值觀、反思、目標設定和規劃，制定書面記錄的行動計畫的過程。
• This should be a natural consequence of your self-assessment and can be as detailed as you like.
  這應該是自我評估的自然結果，可以盡可能詳細。
• We recommend to be displayed in a table as this will not add to the word count.
  我們建議以表格顯示，這樣不會增加字數。
• Targets need to be SMART and the plan is expected to be used as a template for your future development.
  目標必須是 SMART 的，該計劃有望成為您未來發展的模板。

PDP to develop your own Global Mindset for The Global Manager assignment
為《全球經理人》任務發展自己的 "全球心態 "PDP

• In your skills self-audit section you will identify the traits/ competencies you need to develop (table given)
  在技​​能自查部分，您將確定需要培養的特質/能力（已給出表格）
• In your PDP section you will show how you intend to do this (table given), for example:
  例如，在你的個人發展規劃部分，你將說明你打算如何做到這一點（給出表格）：
• To (actively) listen to what others have to say
  積極傾聽他人的意見
• To be more willing to collaborate (rather than trying to do everything yourself)
  更願意合作（而不是事必躬親）
• To learn to be comfortable in uncomfortable situations (taking opportunities to push yourself out of you comfort zone)
  學會在不舒服的環境中保持自如（抓住機會，將自己推出舒適圈）

PDP to develop your own Global Mindset for The Global Manager assignment
為《全球經理人》任務發展自己的 "全球心態 "PDP

• Create SMART objectives - these may be short/ medium/ long term
  制定 SMART 目標--可以是短期/中期/長期目標
• Identify resources which may help your achieve this: can the learning centre help?
  確定可以幫助您實現這一目標的資源：學習中心可以提供協助嗎？
• Workshops available? Internet? Student services? Careers+ service? Self-help reading/ self-discovery/ exposing yourself to new situations and people? Developing an interest in those who aren't similar to you/ making time to talk to people and get to know them?
  有講習班嗎？網際網路?學生服務？職業+服務？自助閱讀/自我探索/接觸新的環境和人群？對那些與你不相似的人產生興趣/擠出時間與人交談並了解他們？
• Establish a realistic timeframe
  制定切實可行的時間框架

Summary 摘要

• Self-awareness, self-assessment and Global Mindset skills self-audit
  自我認識、自我評估和全球思維模式技能自我審核
• Personal Development Plan (PDP) to develop your own Global Mindset
  個人發展計畫 (PDP)，培養自己的全球思維模式

• Part 4 - skills self-audit and PDP (what are the global mindset skills needed in your future career, and how do you plan to develop them to succeed as a future global manager/ business professional?)
  第 4 部分--技能自查與個人發展規劃（你未來職涯需要哪些全球思考技能，你規劃如何發展這些技能，以成功成為未來的全球管理者/商業專業人士？）

Assignment Brief 作業簡介

• Assignment method: 分配方法：

- Deadline: - 截止日期

- Required task: - 必要的任務

Assignment Brief 作業簡介

Assignment indicative structure:
作業指示性結構：

• Introduction. Clearly outline the structure of the work (approx. 100 words).
  引言。明確概述作品的結構（約 100 字）。
• Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments (approx. 700 words).
  第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性（約 700 字）。
• Part 2. A literature review about cultural, ethical and value-based considerations (approx. 700 words).
  第 2 部分。關於文化、倫理和價值考量的文獻綜述（約 700 字）。
• Part 3. A case study about a business of your choice highlighting how the business has or has not benefited from elements related to cultural, ethical, and value-based considerations (approx. 700 words).
  第 3 部分。自選一家企業進行個案研究，重點說明該企業如何從與文化、道德和價值相關的因素中獲益或未獲益（約 700 字）。
• Part 4. A self-audit, in which you score yourself on a scale of 1-10 about global mindset skills and competences, followed by a detailed personal development plan about how and by when you intend to develop these traits (approx. 700 words).
  第四部分。自我評估，按照 1-10 分的標準對自己的全球思維技能和能力進行打分，然後就如何以及何時發展這些特質制定詳細的個人發展計劃（約 700 字）。
• Conclusion. Clearly summarise your work (approx. 100 words).
  結論。明確總結您的工作（約 100 字）。
• List of references (not included in the word count). In-text citations and the list of references should follow BCU Harvard Referencing style. A minimum of 10-15 academic references are required.
  參考文獻列表（不計入字數）。文中引用和參考文獻清單應遵循 BCU 哈佛參考文獻風格。至少需要 10-15 篇學術參考文獻。

Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments ( words)
第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及全球思維模式在當今瞬息萬變的全球環境中的重要性 ( words)

• Evaluate key traits, skills and competences of global managers from a theoretical perspective using frameworks and models studied throughout the module, as well as elements related to the importance of a global mindset in today's rapidly changing global environments. These have been covered in:
  利用本單元所學的架構和模型，從理論角度評估全球經理人的關鍵特質、技能和能力，以及在當今瞬息萬變的全球環境中與全球思維重要性相關的要素。這些內容已在
• Lecture - Introduction to The Global Manager Module: Global companies; Globalisation and de-globalisation/ localisation; Global Mindset.
  講座 - 全球經理人模組介紹：全球公司；全球化和去全球化/在地化；全球思維模式。
• Lecture - Cultural Considerations in a Global Business Context: Cultural Intelligence (CQ).
  講座 - 全球商務背景下的文化考量：文化智商 (CQ)。
• Lecture - Traits of a Global Manager and The Global Mindset Model (Javidan & Bowen, 2013).
  講座 - 全球經理人的特質和全球心態模型（Javidan & Bowen，2013 年）。
• Lecture - Critical thinking and writing a critical literature review.
  講座--批判性思考與撰寫批判性文獻綜述。

Part 1. A literature review about key traits of a global manager and the importance of a global mindset in today's rapidly changing global environments ( words)
第 1 部分。關於全球經理人關鍵特質的文獻綜述，以及在當今瞬息萬變的全球環境中全球思維的重要性 ( words)

• You can use any theoretical model delivered in the lecture slides or from your wider reading. Use relevant references based on the materials given on the Moodle page or from your wider reading. Check also the additional resources section available on the Moodle page.
  您可以使用講座幻燈片中提供的任何理論模型，也可以從更廣泛的閱讀中獲得。根據 Moodle 網頁上提供的資料或更廣泛的閱讀，使用相關參考資料。也可查看 Moodle 網頁上的附加資源部分。
• Try to be more critical then descriptive and explain the relevance of the theories analysed - how to do this has been covered in the Lecture.
  嘗試更多的批判性而不是描述性，並解釋所分析理論的相關性--如何做到這一點已在講座中介紹。
• Remember: Part 1 & 2 should reflect only theoretical concepts, whereas Part 3 should explain how your chosen business applies concepts into practice!
  請記住第 1 和第 2 部分應僅反映理論概念，而第 3 部分則應解釋您所選擇的企業如何將概念應用於實務！

Part 2. A literature review about cultural, ethical and value-based considerations ( 700 words)
第 2 部分。關於文化、倫理和價值考量的文獻綜述（700 字）

• Evaluate cultural, ethical AND/ OR value-based considerations from a theoretical perspective using frameworks and models studied throughout the module. You can choose one, two or all the three areas, if you choose one single area then you will analyse it in depth. These have been covered in:
  利用本單元所學的架構和模型，從理論角度評估文化、道德和/或價值的考量。您可以選擇一個、兩個或所有三個方面，如果您選擇了一個方面，您將對其進行深入分析。這些內容已在
• Lecture - Cultural Considerations in a Global Business Context: Cultural differences and various theoretical frameworks in assessing cultural differences (GLOBE, Hofstede, Kluckholn...)
  講座 - 全球商務背景下的文化因素：文化差異和評估文化差異的各種理論架構（GLOBE、Hofstede、Kluckholn...）
• Lecture - Ethical Considerations in A Global Context: Personal ethics - global managers behaviour and ethical integrity; Corporate ethics - corporate accountability, corporate responsibility, corporate sustainability.
  講座--全球脈絡下的道德考量：個人道德--全球管理人員的行為與道德操守；企業道德--企業問責、企業責任、企業永續性。
• Lecture - Value-Based Considerations in A Global Context: Value-Based Management Model (McKensey, 1990) - manage the organisation to create value; Values-Based Leadership Model (Kraemer, 2010) - manage the organisation aligned with the managers' and the company's core values.
  講座--全球背景下的價值考量：以價值為基礎的管理模式（McKensey，1990 年）--管理組織以創造價值；以價值為基礎的領導模式（Kraemer，2010 年）--管理組織與管理人員和公司的核心價值保持一致。
• Lecture - Critical thinking and writing a critical literature review.
  講座--批判性思考與撰寫批判性文獻綜述。

Part 2. A literature review about cultural, ethical and value-based considerations ( 700 words)
第 2 部分。關於文化、倫理和價值考量的文獻綜述（700 字）

• You can use any theoretical model delivered in the lecture slides or from your wider reading. Use relevant references based on the materials given on the Moodle page or from your wider reading. Check also the additional resources section available on the Moodle page.
  您可以使用講座幻燈片中提供的任何理論模型，也可以從更廣泛的閱讀中獲得。根據 Moodle 網頁上提供的資料或更廣泛的閱讀，使用相關參考資料。也可查看 Moodle 網頁上的附加資源部分。
• Try to be more critical then descriptive and explain the relevance of the theories analysed - how to do this has been covered in the Lecture.
  嘗試更多的批判性而不是描述性，並解釋所分析理論的相關性--如何做到這一點已在講座中介紹。
• Remember: Part 1 & 2 should reflect only theoretical concepts, whereas Part 3 should explain how your chosen business applies concepts into practice!
  切記：第 1 和第 2 部分應僅反映理論概念，而第 3 部分則應解釋您所選擇的企業如何將概念應用於實務！

• Chose a real global company, start by making a short introduction to the company, and then identify some specific issues related to cultural, ethical AND value-based considerations, in which the business has been successful or has failed:
  選擇一家真正的全球性公司，首先對該公司做一個簡短的介紹，然後找出該公司在文化、道德和價值方面成功或失敗的一些具體問題：
• For cultural-based considerations: you can analyse the company's issues related to cultural differences (Lectures), strategies and methods of expanding into global markets and developing a global presence (Lectures), managing global teams and networks (Lectures), and any other relevant topic discussed in this module.
  對於基於文化的考量：你可以分析公司與文化差異相關的問題（講座）、拓展全球市場和發展全球業務的策略和方法（講座）、管理全球團隊和網路（講座），以及本模組討論的任何其他相關主題。
• For ethical-based considerations: you can analyse the company's issues related to their global managers behaviour and ethical integrity (personal ethics), or corporate accountability, corporate responsibility and corporate sustainability (corporate ethics) (Lecture).
  對於基於道德的考量：您可以分析公司與全球經理人行為和道德誠信（個人道德）相關的問題，或公司問責制、公司責任和公司永續發展（公司道德）（講座）。
• For value-based considerations: you can analyse the company's issues related to value creation, as well as the managers' and the company's core values (Lecture).
  基於價值的考量：可以分析公司與價值創造相關的問題，以及管理者和公司的核心價值（講座）。

• Explain how the company managed those issues, whether and to which extent it is considered a success or a failure, and what you can learn from this from a global perspective.
  解釋該公司是如何處理這些問題的，是否以及在多大程度上被認為是成功或失敗的，以及從全球視角來看，你能從中學到什麼。
• You can use the model we followed during the seminars when analysed different examples of company case studies.
  您可以使用我們在研討會上分析不同公司案例時所遵循的模式。
• Remember: Part 1 & 2 should reflect only theoretical concepts, whereas Part 3 should explain how your chosen business applies concepts into practice!
  請記住第 1 和第 2 部分應僅反映理論概念，而第 3 部分則應解釋您所選擇的企業如何將概念應用於實務！

• Using the Global Mindset Model discussed this semester, identify 3 global mindset skills/ traits/ competences of a global manager that you consider relevant having in mind your future career plans. Alternatively, you can focus on one specific area and analyse it in depth.
  利用本學期討論過的全球思維模式，結合你未來的職業規劃，找出你認為與之相關的 3 項全球經理人的全球思維技能/特質/能力。或者，您也可以專注於一個特定領域，並對其進行深入分析。
• Score yourself on a scale of to about these three traits, based on the table provided in the final Week Seminar (tables are not word counted).
  根據最後一週研討會提供的表格（表格不計算字數），在 至 之間為自己的這三個特徵評分。
• Then draw a detailed personal development plan (PDP) about how and by when you intend to develop these same traits, based on the table provided (tables are not word counted).
  然後，根據所提供的表格（表格不計算字數），制定一份詳細的個人發展計劃 (PDP)，說明你打算如何以及在什麼時候發展這些相同的特質。

• The Global Manager module it is about your FUTURE, about what you want to achieve from this point on, about how you plan to succeed in your career as a potential global manager or global business professional working in today's rapidly changing global context.
  全球經理人模組關乎你的未來，關乎你從現在開始想要實現的目標，關乎你計劃如何在當今瞬息萬變的全球環境中，作為一名潛在的全球經理人或全球商務專業人士，在職業生涯中取得成功。
• No evidence from the past is needed, no reflective models either, and your selfscore can be at the minimum, but you need to explain why and how you consider the respective global mindset traits relevant in your future career.
  不需要過去的證據，也不需要反思模型，你的自我評分可以是最低的，但你需要解釋為什麼以及你如何認為相應的全球思維特質與你未來的職業相關。
• Remember: Part 4 of your assignment should reflect how you intend to develop as a future successful global manager with a cultivated global mindset, by showing self-awareness of the main skills needed in your future career, as well as an action plan to enhance these skills further!
  記得：作業的第4 部分應反映您打算如何培養自己的全球化思維，成為未來成功的全球經理人，為此，您應展示自己對未來職業所需的主要技能的自我認識，以及進一步提高這些技能的行動計畫！

File Submission 文件提交

• Make sure you fully respect the structure given in the assignment brief and in the previous slides, covering all 4 parts corresponding to the 4 learning outcomes of this module.
  請確保完全遵守作業簡介和前面幻燈片中給出的結構，涵蓋與本模組 4 項學習成果相對應的所有 4 個部分。
• Throughout the text embed your references using BCU Harvard Referencing format available on the Moodle page, and don't forget to add a detailed List of References at the end of your assignment, again using BCU Harvard Referencing guidelines.
  使用 Moodle 頁面上提供的 BCU 哈佛參考文獻格式在全文中嵌入參考文獻，同時不要忘記在作業末尾添加詳細的參考文獻列表，同樣使用 BCU 哈佛參考文獻指南。
• Remember this is a level 6 final year final semester undergraduate piece of work and the quality of the content is everything.
  請記住，這是本科六年級最後一學期的作業，內容的品質就是一切。
• Before submitting, please proof read and check for spelling errors - this is important and first impressions count!
  在提交之前，請校對並檢查拼字錯誤--這一點很重要，第一印像很重要！
• Please submit your file together with your BCU feedback and coversheet in Word, a copy of this is on Moodle next to the submission link.
  請將您的文件連同 BCU 的回饋意見和封面以 Word 格式提交，Moodle 上的提交連結旁有該文件的副本。

• Q&A

Good luck! 祝你好運

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1. Egalitarian The ideal distance between a boss and a subordinate is low. The best boss is a facilitator among equals. Organizational structures are flat. Communication often skips hierarchical lines.
   平等主義 老闆與部屬之間的理想距離很低。最好的老闆是平等中的促進者。組織結構扁平。溝通往往跳過等級界線。
   Hierarchical The ideal distance between a boss and a subordinate is high. The best boss is a strong director who leads from the front. Status is important. Organizational structures are multi-layered and fixed. Communication follows set hierarchical lines.
   等級制 上司與下屬之間的理想距離是很高的。最好的上司是一位從前線領導的強勢主管。地位很重要。組織結構多層固定。溝通遵循固定的等級制度。
2. Good bridging leads automatically to good integrating; poor bridging prevents integrating.
   好的銜接會自動帶來好的整合；差的銜接會阻礙整合。