• •  Dirección de Personas en las Organizaciones

    Bienvenido, sr. Impatriado ART-1789 

    Reiche, B. Sebastian

    IESE (España)

• La impatriación temporal de directivos de filiales a las sedes centrales es un fenómeno en auge. Es más barato que la expatriación y la manera más rápida
  de conocer los países donde se opera y ganarse el favor de sus trabajadores. Además, aumenta las perspectivas profesionales del personal. Sin embargo, los distintos estudios realizados por el autor revelan que este intercambio sólo funciona si el impatriado y la empresa entienden cuáles son los factores que aseguran su éxito. Si el impatriado es capaz de crear un buen capital social, cuenta con un mentor en la sede y puede hablar el idioma del país de destino, se beneficiarán ambas partes. Pero si la actitud del personal de la central es etnocéntrica, la distancia entre la cultura del impatriado y la del país de destino es demasiado grande o no se planifica qué será del impatriado cuando finalice el traslado, éste será un fracaso. El autor recomienda que las multinacionales gestionen bien todas y cada una de las etapas del proceso ¿desde la selección a la preparación, reubicación y reintegración¿ para minimizar las renuncias y capitalizar el valor que aportan estos jóvenes directivos. De hacerlo, contarán con líderes fuertes para salvar la brecha entre las distintas unidades de negocio y comprenderán mejor tanto las exigencias estratégicas mundiales como las locales, tan importantes hoy en día.
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,25 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección de Personas en las Organizaciones

    Welcoming the Value That Inpatriates Bring ART-1789-E 

    Reiche, B. Sebastian

    IESE (España)

• The temporary inpatriation of foreign subsidiary managers to HQ is on the rise: it´s cheaper than expatriating staff, it´s often the best way to gain
  local knowledge fast, it wins over local workforces and it expands the prospects for staff development and promotion. However, the author´s various studies of subsidiary staff relocated to the headquarters of multinationals reveal that for inpatriation to work, both the individual inpatriate and the multinational need to understand the key factors that make or break these special arrangements. If the inpatriate is able to build good social capital, is mentored by HQ staff and can speak the language of the HQ country, then both sides stand to reap mutual benefits from the exchange. If there is an ethnocentric attitude among HQ staff, a large distance between the inpatriate´s home culture and the HQ country culture, and no real thought given to what happens to the inpatriate when the assignment is done, then the transfer is bound to fall flat. The author recommends that multinationals carefully manage inpatriation at every stage of the process - from selection and preparation, to relocation and reintegration - in order to minimize turnover tendencies and capitalize on the real value that these younger managers bring. Managing this process well can help MNCs to develop strong leaders who can effectively bridge different units and understand both global strategic concerns as well as local market requirements, which is so vital today.
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,25 €

  2. Copias
  3. Añadir al carro
  4. 

• •  

    IESE Insight. Issue 5. Second quarter 2010 REV-5-E 

    IESE Insight

    IESE (España)

• Gives you the bigger mindset you need to adapt to the challenges of operating cross-culturally. Richard M. Steers and Carlos Sanchez-Runde explore the
  implications of culture for managing and motivating employees around the world. Marieke de Mooij urges managers to take a culturally segmented approach in their global marketing effort. Sophia Kusyk challenges three myths about doing business across cultures and provides some ethical decision-making tools. B. Sebastian Reiche identifies vital criteria to leverage the skills and knowledge that subsidiary staff brings to headquarters. Elsewhere in this magazine, Dominique Hanssens prescribes better marketing strategies to turn around a sick brand during periods of reduced consumption; and Raúl Ibáñez and Josep M. Rosanas examine management planning and control systems to help executives use them more wisely. Other articles touch on sustainability: Kevin Roberts, CEO Worldwide of Saatchi & Saatchi, considers it ¿the biggest idea of our time¿ and ¿the next big imperative¿; while Robert G. Eccles, of Harvard Business School, notes a clear trend in most industries and most countries toward integrating sustainability into the company¿s core operations and processes: Get ready, he says, or get left behind! There¿s also a business case on an Israeli/Palestinian start-up, with three executives pondering whether such an unlikely joint venture in this part of the world might actually generate peace as well as profit. We go jumping with parachuting enthusiast and entrepreneur Josep Lagares and learn about the importance of training, teamwork and backup. And Joan Enric Ricart pays tribute to the enduring management legacy of the late, great C.K. Prahalad.
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 18 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    An Overview of the "Employees First, Customers Second" Approach to Management-How Empowering Your Employees Sets the Stage for Transformative Growth HBS-5998BC-E 

    Nayar, Vineet

    HBSP (USA)

• If yours is a knowledge-based business, you know that your company's assets lie increasingly in the talent and creativity of your employees. Vineet Nayar,
  CEO of HCL Technologies, a global IT services company, draws on his own experience to show how a company can focus on its value creators-its frontline employees-to achieve remarkable growth and profitability through innovation. In this chapter, he describes how his company turned the conventional wisdom-that the customer always comes first-upside down. By putting employees first, writes Nayar, you can bring about a fundamental change in the way you deliver value to your customers and differentiate your company from its competitors. This is the story of one company's journey to transformation and accelerated growth, but it's one that can be adapted and applied in a thousand different ways-in any company, industry, or culture. This chapter was originally published as the Introduction of "Employees First, Customers Second: Turning Conventi
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    Mirror Mirror: Creating the Need for Change-Starting the Journey to Transformative Growth Through the Empowerment of Frontline Employees HBS-5999BC-E 

    Nayar, Vineet

    HBSP (USA)

• When it comes to transforming your business for profitable growth, where do you begin? For CEO Vineet Nayar, who took the reins of IT services giant HCL
  Technologies in 2005, it began with an honest look in the corporate mirror. Although HCLT had surpassed $700 million in annual revenue and had a good track record of growth, it had begun to lose market share and, worse, mindshare-some of the company's most talented employees were leaving to work for competitors. In this chapter, Nayar describes what he calls the "Mirror Mirror" approach that set HCLT on the road to change. By communicating openly with employees and challenging them to acknowledge the reality of their company's trailing position, Nayar was able to clarify that the "value zone" of the company lay not in its array of technologies, but in the work of his frontline employees who, in their daily interactions, created customer value. In a bold move, he turned the corporate hierarchical pyramid upside down, making management accou
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    Inverting the Organizational Pyramid: Building a Structure for Change-How to Create Sustainable Change by Empowering Frontline Employees HBS-6001BC-E 

    Nayar, Vineet

    HBSP (USA)

• Even when employees and management both acknowledge the need for organizational change and a culture of trust exists among them, structural flaws can
  stymie the most promising new strategic initiatives. Many companies around the world try to conduct new-age business with centuries-old structures-hierarchies and matrixes that actually squelch innovation and profitable change. In this chapter, Vineet Nayar, CEO of HCL Technologies, a leading global IT services company, describes how he turned his company's pyramid structure upside down, making those in management and "enabling functions" (human resources, finance, training, and quality assurance) more accountable to the "value zone"-frontline employees far lower on the pyramid who dealt with customers on a daily basis and directly created customer value. While this concept of "reverse accountability" didn't mean that senior executives would suddenly be getting their timesheets signed by frontline workers, it did mean that the company's value
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    Recasting the Role of the CEO: Transferring the Responsibility for Change-How Leaders Can Tap the Creative Energy of Employees HBS-6002BC-E 

    Nayar, Vineet

    HBSP (USA)

• Everyone agrees that leadership is fundamental to a company, yet its role is difficult to define in companies that compete in a knowledge economy. According
  to Vineet Nayar, CEO of HCL Technologies, a leading global IT services company, the greatest impact of the "employees first, customers second" approach to management is that it unleashes the power of those working in what he calls the value zone-where direct interaction with customers actually creates customer value-and lessens the inhibiting effect of those in top-level positions, thus increasing the speed and quality of innovation and decision making. In fact, according to Nayar, if you are a leader who wants to create sustainable change and prevent your company from periodically falling out of the race, you must stop thinking of yourself and your leadership team as the only source of new ideas. Instead, you must begin to transfer ownership of your company's growth to the next generation of leaders who are closer to the value zone. O
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    Leaders Cultivate Experience: Creating Strategic Speed by Harnessing the Experience of Your Workforce HBS-6019BC-E 

    Boswell, Edwin H.; Davis, Jocelyn R.; Frechette, Henry M.

    HBSP (USA)

• Just as a leader's ability to create a workplace climate in which employees feel competent, engaged, and appreciated can accelerate strategic results,
  so too can a leader's ability to "cultivate experience"-to bring individuals' and teams' experience into view, make it significant, share it, and harness it-increase strategic speed. In this chapter, the authors describe four competencies leaders need in order to capture the experience and wisdom latent in their organizations and put it to work: conscious practice, openness, reflection in action, and experimentation. Using examples such as mobile communications giant Vodafone Group, health insurer Regence, and Irving Oil, they show how an organization's collective wisdom and experience can become a powerful driver of results. The chapter concludes with a brief self-assessment to help you size up your personal effectiveness at cultivating the experience of your workforce. This chapter was originally published as Chapter 6 of "Strategic Speed
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    The China Rules (Harvard Business Review Article) HBS-R1006H-E 

    Paine, Lynn S.

    HBSP (USA)

• To achieve growth and profitability in the world's third-largest economy, multinationals need strong leadership-but China is tough on top executives.
  Pulsating with opportunity, China attracts foreigners, yet HR professionals continue to rank it as one of the most challenging destinations for expatriates. The problem, says the author, is that many executives sent to lead China operations are ill equipped to tackle the country's unique challenges. And it's hard to overcome that handicap, because leading in China calls for skills that go beyond and in some cases conflict with standard business teaching and practice. Foreign executives must be adept at reworking management orthodoxies in real time to do well there. The author's research-which includes interviews with the China business heads of around two dozen companies-confirms that success requires cultural understanding and adaptability, market knowledge, the ability to sense and respond to rapid change, and support from headquarters. Mos
  Expandir resumen
  Ocultar resumen

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

• •  Dirección Estratégica

    Global Knowledge Management at Danone - Teaching Note HBS-610076-E 

    Edmondson, Amy C.; Kindred, Natalie

    HBSP (USA)

• Teaching Note for 608107.

  1. Precio por copia 6,5 €

  2. Copias
  3. Añadir al carro
  4. 

REDEFINIR BÚSQUEDA

Redefinir búsqueda Hacer una nueva búsqueda