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DC Field | Value | Language |
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dc.contributor.author | SONALI | - |
dc.date.accessioned | 2020-01-03T07:11:23Z | - |
dc.date.available | 2020-01-03T07:11:23Z | - |
dc.date.issued | 2014-05 | - |
dc.identifier.uri | http://dspace.dtu.ac.in:8080/jspui/handle/repository/17295 | - |
dc.description.abstract | Understanding the values, attitudes and behaviors of people in various countries is the key to knowing how to do business with them. So often, we take for granted that everyone's culture is similar to ours. To help companies gain a competitive advantage in the global marketplace by understanding and learning about other cultures, training organizations, such as Windham International, offer cross-cultural training. With this type of training, work can go more quickly and smoothly and companies avoid costly mistakes. 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. Trying to do international business without prior cross-cultural training is a recipe for disaster. When organizations become cross-border entities, cross-cultural factors start affecting every aspect of the business. Whether in multi-cultural teams or in business interactions, the variants of cultural nuances eventually end up affecting the business. | en_US |
dc.language.iso | en_US | en_US |
dc.relation.ispartofseries | TD-1393; | - |
dc.subject | CROSS CULTURAL TRAINING | en_US |
dc.subject | MANAGEMENT | en_US |
dc.title | CROSS CULTURAL TRAINING- A STUDY | en_US |
dc.type | Thesis | en_US |
Appears in Collections: | MBA |
Files in This Item:
File | Description | Size | Format | |
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Sonali2K12MBA63.pdf | 563.51 kB | Adobe PDF | View/Open |
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