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The language barrier and its implications for HQ-subsidiary. Drivers of misunderstandings Most multinational companies MNCs routinely experience the interaction between managers belonging to different language groups. Even if the managers in question are relatively competent in the language of the other party loss of rhetorical skills is always present as the use of humor, symbolism, sensitivity, negotiation,. These are skills that are more important in managerial positions than in operational positions.
Cyr and Schneider found that senior managers had more language-related problems than production employees. As a result of loss of rhetorical skills, misunderstandings are therefore easily caused, resulting in uncertainty and anxiety Gudykunst, ;.
SanAntonio, Whereas Vaara et al. If it is the subsidiary management working without rhetorical skills, they might fail to impress their senior colleagues and as a result their skills might be undervalued. Where the parent company managers are working without the ability to. Misunderstandings are aggravated by the need to avoid a loss of face. The concept of "face" is much used when discussing Japanese or Chinese culture, but in fact.
Nobody, least of all international managers of senior status, want to be considered stupid, ill informed or slow on the uptake. As a consequence such managers can find themselves signing up to agreements they.
Subsequently, they may distance themselves from the agreements, alleging there had been no such discussion, or renege on their commitments denying that the implications had been explained see e. Kingston, In a developing HQ-subsidiary relationship, such behaviour can be interpreted as inconsistent, mercurial, and even devious. This may undermine credibility and trust, and. The language barrier and its implications for HQ-subsidiary relationships. Cross Cultural Management, v.
CE - Central de Ensino — F. According to the text, language problems in MNCs. The text explains that in HQ-subsidiary relationships. To avoid loss of face, managers. According to the text, inconsistency results from managers. Where in the text do the authors justify the relevance of the kind of research they. A Lines 5 to 6. B Lines 9 to C Lines 14 to D Lines 17 to E Lines 19 to Not eager to interact. Not fast to communicate. Not quick to understand.
Not ready to interact. No willing to agree. Very easily. Very freely. Very little. Very precisely. Very quickly. TEXT 2 Cracks in a particularly thick glass ceiling; women in South Korea are slowly changing a corporate culture that lags behind the rest of the country.
South Koreans are a bit conflicted about career women. Gender wasn't much of an issue in the selection of a female astronaut to fly this month on the country's first space mission. But when women are seeking workaday corporate jobs, some South Korean men still resist change. Outer space is one thing, but a woman the next cubicle. For years, most educated women in South Korea who wanted to work could follow but one career path, which began and ended with teaching.
The situation started to change after the Asian financial crisis. Thousands of men lost their jobs or took salary cuts, and their wives had to pick up the slack by starting businesses in their.
A couple of years later, the government banned gender discrimination in the workplace and required businesses with more than employees to set up child-care facilities. It also created a Gender Equality Ministry. Startups and foreign companies also employ and promote increasing numbers of Korean women. One of the guys. In the V. South Koreans are grappling with traditional attitudes about women, a. A senior manager at SK Holdings, which controls the giant mobile phone carrier SK Telecom, says he avoids hiring women because he believes they lack tenacity.
When deadlines are tight, he says, "You need people prepared to put in long hours at the office". Park Myung Soon, a year-old woman who is in charge of. According to the text, South Korean women.
The financial crisis. All of the following facts explain why South Korean women are in a better position. A they compare to women in the US holding top managerial positions. B they have support from their workplace to raise their children. Park Myung Soon is mentioned in the text as an example of a South Korean who. B devotes time and effort to show she can manage. The problem with women according to the manager at SK Holdings is that they.
Space missions are mentioned in the text in order to. To do work to earn money. To fight the government. To comfort their families. To begin a new career. To quit their husbands. PUT IN line TEXT 3 Matriculate while-u-wait.
Tom Petty had it right: The waiting is the hardest part. They have come up with an express service for admissions that reduces the months-long wait for acceptance notification to a matter of hours by replacing the lengthy application essay with an. The title of the text refers to the fact that students. According to the text, the new admission process is more effective because.
THAT line 3. A Students thinking they are always right. B Some schools being c1assifiedas B-schools. C Essays being replaced by hour-long interviews. D Candidates waiting long for acceptance notifications. E Applications requiring a face-to-face interview. Learn more about Scribd Membership Home. Much more than documents. Discover everything Scribd has to offer, including books and audiobooks from major publishers. Start Free Trial Cancel anytime. Uploaded by ricardoalfenas. Date uploaded Jul 12, Did you find this document useful?
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PROVA DE INGLÊS ANPAD jun 2008
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The theoretical-methodological principles which guided this research were: English for specific purposes, reading and textual genre. This article presents the linguistic-discursive analysis of the introductions that comprise the corpus used in the studyof the original study. The results showed that the linguistic evidence not always corresponded to a specific rhetorical movement SWALES, in the introductions. The study had a pedagogical purpose because it highlighted the linguistic marks and the verbal structures that really occur in this genre.
The language barrier and its implications for HQ-subsidiary. Drivers of misunderstandings Most multinational companies MNCs routinely experience the interaction between managers belonging to different language groups. Even if the managers in question are relatively competent in the language of the other party loss of rhetorical skills is always present as the use of humor, symbolism, sensitivity, negotiation,. These are skills that are more important in managerial positions than in operational positions. Cyr and Schneider found that senior managers had more language-related problems than production employees. As a result of loss of rhetorical skills, misunderstandings are therefore easily caused, resulting in uncertainty and anxiety Gudykunst, ;.