Search results for: 'Cultura'

This interactive multimedia case describes the story of the redundancy process carried out by the architectural studio, Rogers Stirk Harbour and Partners, at the beginning of 2009. The case focuses on how this important studio, which was well-known for having a closely knit, employee-orientated culture, managed this process. The case begins with an introduction to the studio before moving on to hear the reasons of the partners for having to make redundancies. The final section of the case includes an interactive exercise in which students must make recommendations about how the company should manage the process. A dedicated professor's page, which can be shown in class, analyzes the results of the student exercise and also includes a full reaction to the process through various video interviews with employees.

This case lies within the field of Human Resources Management and is fit to be used in such courses across all kinds of postgraduate programs. To date, it has been used successfully in MBA, Executive MBA, Executive Education courses and other management programs. 

This tutorial introduces six dimensions of leadership found across the world some which are highly regarded in all cultures and some which are associated as undesirable in certain countries.

The students will be asked to compare these dimensions across countries and cultures and estimate which are higher than others to gain a sense of understanding for how expectations and prototypes for leadership differ around the world.

This tutorial introduces six dimensions of leadership found across the world some which are highly regarded in all cultures and some which are associated as undesirable in certain countries.

The students will be asked to compare these dimensions across countries and cultures and estimate which are higher than others to gain a sense of understanding for how expectations and prototypes for leadership differ around the world.