http://www.scribd.com/people/view/637814-johndbritton This a feed for documents on Scribd written by johndbritton 30 Wed, 25 Jun 2008 07:04:16 GMT Wed, 25 Jun 2008 07:04:16 GMT http://www.scribd.com/doc/3608094/Guanxi GUANXI: A COMPARATIVE ANALYSIS BETWEEN SOCIAL RELATIONSHIPS IN THE EAST ANDWEST *Guanxi  Guan Gate or Hurdle  Xi Tie, Relationship, Connection  Guanxi pass the gate and get connected *What will we talk about?  How it affects People in the US and China Business in the US and China ○ legality Government in the US and China ○ corruption *Origins of Guanxi  China’s long history of unification Solidified Social Structure  Influence Taoism of Philosophies Confucianism  Lack of Feudal System *Confucianism Li -“structure” “propriety” or “virtue”  Wu lin       So Wed, 25 Jun 2008 07:04:16 GMT http://www.scribd.com/doc/3608094/Guanxi http://www.scribd.com/doc/3607904/Pollution-Final Pollution International Reputation v. Real Situation Peter & Nicole With Support From: Kris, Eric, & Ned *Overview  Types of pollution  Why the problem is  Actions taken  Personal reflections  Conclusions so bad 2 *What is pollution?  Traditional definition  Fouling of air, water, or land, by human waste  More recently  Noise, thermal, and visual pollution 3 *Air Pollution   Most obvious form Caused by automobiles and burning of fossil fuels in generating stations and factories  Government encouraged heavy industrial development in urban areas 4 *Water Pollution  C Wed, 25 Jun 2008 06:51:23 GMT http://www.scribd.com/doc/3607904/Pollution-Final http://www.scribd.com/doc/3467232/Communication Communication Hao Zhao, Ph.D. Rensselaer Polytechnic Institute *Purposes of Communication      To direct action To achieve coordinated action To share information To develop friendships To build trust and acceptance *The Communication Process *Continuum of Communication Media *Intonations: It’s the Way You Say It! Why don’t I take you to dinner tonight? 7 different meanings depending on how you say it *Become an Active Listener Tips for active listening: Ask questions and put the speaker’s ideas into your own words. Avoid jumping to conclusions or evaluating the speaker’s remark Wed, 18 Jun 2008 03:23:19 GMT http://www.scribd.com/doc/3467232/Communication http://www.scribd.com/doc/3467228/Culture Organizational Culture, Creativity, and Innovation Chapter 14 *Organizational Culture      A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by organization members. Subcultures: Cultures existing within parts of Subcultures organizations rather than entirely throughout them. Dominant Culture: The distinctive, overarching Culture “personality” of an organization. Toxic Organizational Cultures: Organizational Cultures cultures in which people feel that they are not valued. Healthy Organizational Cultures: Organizational Cultures culture Wed, 18 Jun 2008 03:23:04 GMT http://www.scribd.com/doc/3467228/Culture http://www.scribd.com/doc/3467225/Power Influence, Power, and Politics in Organizations Chapter 12 *An example of power – Merrill Lynch in 2003 Stan O’Neal became the president in 2001 and eliminated top executives he saw as potential threats, and became CEO and chairman in Dec. 2002 Thomas Patrick, the second most senior executive in the firm and who helped O’Neal to get the position and to purge the company, secretly lobbied in 2003 to set his protégé Arshad Zakaria (41-year-old) as successor-designated. O’Neal (51-year-old) forced the 60-year-old Patrick to retire first and fired Zakaria a week later. *Dependency: The Key T Wed, 18 Jun 2008 03:22:46 GMT http://www.scribd.com/doc/3467225/Power http://www.scribd.com/doc/3467222/Negotiations Negotiation Working with and Against Others Chapter 11 *STEP 1: PREPARATION STEP 2: BUILDING THE RELATIONSHIP STEP 3: EXCHANGING INFORMATION/FIRST OFFER STEP 4: PERSUASION STEP 5: CONCESSIONS STEP 6: AGREEMENT *STEP 1: PREPARATION Is the negotiation possible?  Know what your company wants  Know the other side  Send the proper team  Agenda  Prepare for a long negotiation  Environment  Strategy  *STEP 2: BUILDING THE RELATIONSHIP     No focus on business Partners get to know each other Social and interpersonal exchange Duration and importance vary by culture *STEP 3: EXCHANGI Wed, 18 Jun 2008 03:22:35 GMT http://www.scribd.com/doc/3467222/Negotiations http://www.scribd.com/doc/3467212/Decisions Decision Making in Organizations Chapter 10 *Rational Decision-Making Model 2 *Assumptions Of Rationality All alternatives and consequences are known Single, welldefined goal is to be achieved Problem is clear and unambiguous Preferences are clear Preferences are constant and stable Rational Decision Making Final choice will maximize payoff No time or cost constraints exist 3 *Alternative Decision Model   Bounded Rationality: There are Rationality organizational, social, and human limitations that makes optimal decisions not possible Alternative Decision Model     Satisfici Wed, 18 Jun 2008 03:22:01 GMT http://www.scribd.com/doc/3467212/Decisions http://www.scribd.com/doc/3467210/Groups Group Processes and Work Teams Chapter 8 *Types of Groups 2 *How Groups are formed? 3 *Role Concepts     Role: The typical behavior that Role characterizes a person in a specific social context. Role Expectations: The behaviors Expectations expected of someone in a particular role. Role Ambiguity: Confusion arising from Ambiguity not knowing what one is expected to do as the holder of a role. Role Differentiation: The tendency for Differentiation various specialized roles to emerge as groups develop. 4 *Cards Used in Asch’s Study 5 *Status   The relative prestige, social Wed, 18 Jun 2008 03:21:51 GMT http://www.scribd.com/doc/3467210/Groups http://www.scribd.com/doc/3111650/Differences-Between-German-and-Chinese The differences between German and Chinese Blue stands for German Red stands for China *1 、自我 (oneself, selves) *2 、准时 (punctuality) *3 、周末街景 weekend) (the view on street at *4 、意见 (opinion) *5 、一日三餐 (three meals in a day) *6 、心情和天气 weather) (emotion and the *7 、胃痛时的饮品 stomachache) (the drink when having a *8 、时尚 (fashion) *9 、生活方式 (lifestyle) *10 、人际关系 (interrelationship) *11 、排队 (Lining up) *12 、美丽的标准 (standard of beauty) *13 、旅游 (traveling) *14 、领导 (leader) *15 、淋浴 (showering) *16 、理想中的对方 (ideal counterpart) *17 、老人的生活 (life of old people) *18 、聚会 (gathering) Tue, 27 May 2008 02:01:43 GMT http://www.scribd.com/doc/3111650/Differences-Between-German-and-Chinese http://www.scribd.com/doc/3111648/China-and-its-Organizations-a-Cultural-Perspective China and its organizations _____ A Cultural perspective *By Dr.Yunxia Feng The business school, Renmin University of China yunxia@ruc.edu.cn *The cultural-cognitive characteristics of China *Watch a humorous PPT *What is culture?    Collective mental programming The way of solving problems The values, heroes, symbols and practices Different cultures have differen histories, a great variety of concepts of good and evil.  *5 dimensions  Power distance Uncertainty avoidance Individualism and collectivism Masculinity/femininity Long-term/short-term     *Power distance *Unce Tue, 27 May 2008 02:01:32 GMT http://www.scribd.com/doc/3111648/China-and-its-Organizations-a-Cultural-Perspective http://www.scribd.com/doc/3104341/Motivation Motivation in Organizations Chapter 7 *Performance Dimensions 2 *Need Theories: A Comparison 3 *Goal-Setting Theory   A goal serves as a motivator because it causes people to compare their present capacity to perform with that required to succeed at the goal. Related Concepts:    Goal Setting: Determining specific levels of Setting performance for workers to attain. Moderate difficulty. Self-Efficacy: One’s belief about having the Self-Efficacy capacity to perform a task. Feedback: Letting workers know how well they Feedback are doing. 4 *Equity Theory 5 *Reactions to Inequ Mon, 26 May 2008 10:22:36 GMT http://www.scribd.com/doc/3104341/Motivation http://www.scribd.com/doc/3104337/Course-Syllabus SYLLABUS Organizational Behavior in Global Settings MGMT 4850 Summer 2008 (May 18 – June 28) ______ Instructor: Dr. Hao Zhao Email Address: zhaohao@gmail.com Office Hours: by appointment (as I am ‘office-less’) Cell Phone: 137 1776 8496 ______ Class Sessions: Lectures are on M & W 10-11:30 at Classroom 2319 (with a few exceptions; see the schedule on page 4) Activities are usually on Tuesdays and Thursdays. Renmin students are not required to attend. Author: Greenberg & Baron Title: Behaviors in Organizations (9th ed). Publisher: Prentice Hall ISBN 0131542842 Earlier versions or similar textb Mon, 26 May 2008 10:22:08 GMT http://www.scribd.com/doc/3104337/Course-Syllabus http://www.scribd.com/doc/2590860/GSoC2008 Implementing a Web Based Translation Interface for Gallery2 Google Summer of Code (GSoC) 2008: John Britton Abstract - The idea, in brief The goal of this project is to simplify the task of user interface translation in Gallery2 (G2). In itʼs current state the translation process is not simple enough for the general public, and maintaining translations is a tedious burden on the G2 team. I will lower the barrier of entry for translators by implementing a web based translation collection system and I will ease the burden on the G2 maintainers by integrating the system as closely as possible wit Mon, 21 Apr 2008 20:01:27 GMT http://www.scribd.com/doc/2590860/GSoC2008