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Intercultural differences and misunderstandings ; stereotypes ; French-bashing ; anti-americanism

Intercultural differences and misunderstandings ; stereotypes ; French-bashing ; anti-americanism

The business strategy behind Disney’s magical experiences Last week, 250 GTA business professionals participated in “Disney’s Approach to Business Excellence,” an all day workshop offered through the Disney Institute and organized by McMaster University’s DeGroote School of Business in partnership with the Certified General Accountants of Ontario (CGA). Workshop attendees watched case studies, answered questions, and participated in several group exercises led by Bryan Tabler and Amy Rossi, two facilitators from the Disney Institute and veteran employees of Disney. The goal of the day was to learn the strategies Disney believes are key to the successful maintenance of The Walt Disney Company. Leadership Excellence According to the Disney Institute, the foundation for successful leaders is communication. “The word ‘no’ shuts down hopes,” said Bryan Tabler, Disney Institute facililtator. Sylvia Scott is the donor relations representative for the Salvation Army. “I came here thinking it would be primarily about customer service,” said Ms. Ms.

USA – Comprendre et accueillir la clientèle américaine | Blog Expert - Formation Interculturelle L’interculturel est une véritable clef pour tous les professionnels du tourisme… Plus de 3 millions d’Américains ont visité la France l’année passée . Cette clientèle, aime surtout la Méditerranée et Paris pour son côté romantique, mais aussi pour son art de vivre. De nombreux Américains rêvent de visiter la France en couple pour vivre ce romantisme « à la française ». En comprenant un peu mieux cette culture et en améliorant notre accueil, ce chiffre pourrait plus que doubler en cinq ans ! Une perception très centriste justifiée L’Amérique est un continent à elle seule, ce qui rend les Américains inconscients des problèmes que suscite la cohabita- tion multiculturelle entre différents pays comme en Europe. Peu d’Américains connaissent donc notre histoire et encore moins notre technologie. Hamburgers et Coca-Cola, mais pas que ça… Si à nos yeux et de façon caricaturale, les Américains ne savent pas vivre et manger, ils savent en tout cas créer de la richesse ! Le vin en guise d’apéritif !

Presentations - The Presentation Most presentations are divided into 3 main parts (+ questions): As a general rule in communication, repetition is valuable. In presentations, there is a golden rule about repetition: Say what you are going to say,say it,then say what you have just said. In other words, use the three parts of your presentation to reinforce your message. We will now consider each of these parts in more detail. Introduction The introduction is a very important - perhaps the most important - part of your presentation. welcome your audienceintroduce your subjectoutline the structure of your presentationgive instructions about questions The following table shows examples of language for each of these functions. Body The body is the 'real' presentation. The body should be well structured, divided up logically, with plenty of carefully spaced visuals. Remember these key points while delivering the body of your presentation: Conclusion Use the conclusion to: Questions

Introduction to Principles of Management Figure 1.1 The restaurant industry poses many challenges to the successful management of individuals and groups. Chapter Learning Objectives Reading this chapter will help you do the following: Learn who managers are and about the nature of their work. Understand the importance of leadership, entrepreneurship, and strategy within organizations. Thomas Edison once quipped, “There is a way to do it better—find it.” Management is the art and science of managing others.

BBC Learning English | Talking business | Presentations: Opening Elton Mayo and Hawthorne Effect - Studies in Motivation The Hawthorne Studies (also knowns as the Hawthorne Experiments) were conducted from 1927 to 1932 at the Western Electric Hawthorne Works in Cicero, Illinois (a suburb of Chicago). This is where Harvard Business School professor Elton Mayo and Fritz Roethlisberger examined the impact of work conditions in employee productivity. Elton Mayo started these experiments by examining the physical and environmental influences of the workplace (e.g. brightness of lights, humidity) and later, moved into the psychological aspects (e.g. breaks, group pressure, working hours, managerial leadership) and their impact on employee motivation as it applies to productivity. In essence, the Hawthorne Effect, as it applies to the workplace, can be summarized as "Employees are more productive because the employees know they are being studied." Additionally, the act of measurement, itself, impacts the results of the measurement. The Hawthorne Experiments and Employee Motivation Relay Assembly References:

Sir Richard Branson allows his staff to take unlimited holiday Sir Richard Branson, the boss of Virgin Group which employs more than 50,000 people around the world and operates in more than 50 countries, is offering his personal staff of 170 unlimited holiday time. Sir Richard Branson explained the move on his website.“There is no need to ask for prior approval and neither the employees themselves nor their managers are asked or expected to keep track of their days away from the office. It is left to the employee alone to decide if and when he or she feels like taking a few hours, a day, a week or a month off, the assumption being that they are only going to do it when they feel a hundred per cent comfortable that they and their team are up to date on every project and that their absence will not in any way damage the business – or, for that matter, their careers!” “The best way to meet any challenges is to build a culture of trust within the organisation. So would you allow your staff unlimited holiday time?

10 Common Time Management Mistakes - from Mind Tools.com Avoiding Common Pitfalls Learn how to overcome several common time management mistakes. How well do you manage your time? If you're like many people, your answer may not be completely positive! Perhaps you feel overloaded, and you often have to work late to hit your deadlines. Or maybe your days seem to go from one crisis to another, and this is stressful and demoralizing. Many of us know that we could be managing our time more effectively; but it can be difficult to identify the mistakes that we're making, and to know how we could improve. In this article, we're looking at ten of the most common time management mistakes, as well as identifying strategies and tips that you can use to overcome them. Mistake #1. Do you ever have that nagging feeling that you've forgotten to do an important piece of work? The trick with using To-Do Lists effectively lies in prioritizing the tasks on your list. Mistake #2. Do you know where you'd like to be in six months? Mistake #3. Mistake #4. Mistake #5.

Starbucks needs to start over - Stealing Share I just happened to stumble across an article in the February 1, 2010 issue of Time entitled, “Starbucks Can Smell Growth”. It’s an interview with Starbucks founder and CEO, Howard Schultz, who retired in 2000 only to return in 2008 to a Starbucks in trouble. The article goes on to mention how consumer-spending habits have changed in these times of financial difficulty and that Starbucks hopes its entrance into the instant coffee market will once again transform the company into a financial darling. I don’t really feel that Starbucks’ trouble was or is the economy. I think the main reason they got into trouble is they truly lost sight of their brand. I know I’m not alone in seeing an evolution in Starbucks that has not been for the better. If by chance I do run into Starbucks — that’s all I do. Sales may be down because of the financial crisis, but sales were down before then. Starbucks needs to return to the blackboard and rethink things, like their own brand.

How to Make Good Decisions ... Faster Take a look at this paragraph: Cna yuo raed tihs? I cdn'uolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonemnel pweor of the hmuan mnid, aoccdrnig to a rsereeachr at Cmabrigde Uinervtisy, it dseno't mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit and lsat ltteers be in the rghit pclae. Isn't it astounding how easily you can decipher words with information that is ambiguous, garbled or less than complete? The 80/20 Rule is pervasive in our world: 80% of traffic jams occur on 20% of roads.80% of beer is consumed by 20% of drinkers.80% of classroom participation comes from 20% of students.80% of profits come from 20% of customers. Applying the 80/20 Rule to your thinking can help you make smarter, faster, more intuitive decisions. In most situations, you can gather 80 percent of the relevant information in the first 20 percent of the time available. So quit analyzing everything and, instead, follow your intuition.

Tools for Decision Analysis Tools for Decision Analysis:Analysis of Risky Decisions Para mis visitantes del mundo de habla hispana, este sitio se encuentra disponible en español en: Sitio Espejo para América Latina Sitio en los E.E.U.U.Making decisions is certainly the most important task of a manager and it is often a very difficult one. This site offers a decision making procedure for solving complex problems step by step.It presents the decision-analysis process for both public and private decision-making, using different decision criteria, different types of information, and information of varying quality. It describes the elements in the analysis of decision alternatives and choices, as well as the goals and objectives that guide decision-making. The key issues related to a decision-maker's preferences regarding alternatives, criteria for choice, and choice modes, together with the risk assessment tools are also presented.To search the site, try Edit | Find in page [Ctrl + f].

What Kind of Leader Do You Want to Be? It’s the question missing from so much of leadership development: “What kind of leader do you want to be?” We facilitate and encourage self-awareness among up-and-coming leaders (what kind of leader you are), get them to map their journeys so far (what has made you the leader you are), share knowledge and ideas (what kind of leader you should be), and help them acquire new skills and adopt new behaviors (this is how you can become that kind of leader). But we don’t focus strongly enough on arguably the most central components to successful leadership – leadership intent (the kind of leader you want to be) and impact (the legacy you want to leave). As a shorthand, I refer to these two components, combined, as your “leadership footprint.” In my experience, many have thought about their leadership footprint at some point, but few have defined it clearly enough to guide their behavior and evaluate their “success.” Here’s an example of how this looks in action.

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