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DC Field | Value | Language |
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dc.contributor.author | PAL, DIYA | - |
dc.date.accessioned | 2019-10-29T06:40:09Z | - |
dc.date.available | 2019-10-29T06:40:09Z | - |
dc.date.issued | 2018-05 | - |
dc.identifier.uri | http://dspace.dtu.ac.in:8080/jspui/handle/repository/16780 | - |
dc.description.abstract | Understanding the values, attitudes and behaviors of people in various countries is the key to Global business. Every country has its own culture. Therefore to help companies gain a competitive advantage in the global marketplace, training organizations is build which offer cross-cultural training Cross-cultural and intercultural training, a marginal idea 30 years ago, has boomed into mainstream acceptance in the past 10 years with international businesses tapping into a large and sometimes expensive array of cross and intercultural training programs for their employees. When organizations become cross-border entities, cross-cultural factors start affecting every aspect of the business. The report deals with the following: Culture and its elements. Cross-Cultural Training and Objectives. Hofstede’s Cultural Dimensions Cultural analysis of: • China • India • Malaysia • Germany • Japan | en_US |
dc.language.iso | en_US | en_US |
dc.relation.ispartofseries | TD4435; | - |
dc.subject | INTERCULTURAL | en_US |
dc.subject | CROSS - CULTURAL | en_US |
dc.title | CROSS - CULTURAL TRAINING | en_US |
dc.type | Thesis | en_US |
Appears in Collections: | MBA |
Files in This Item:
File | Description | Size | Format | |
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Cross-cultural training.pdf | 394.54 kB | Adobe PDF | View/Open |
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