« EU loses a landmark sugar case at the WTO », by SAPA-AP & Blomberg, business Report, 29 April 2005
«The trade of agricultural products is increasing a lot all over the world. In many countries (mainly the poorest ones), agriculture is the dominant sector of the economy and plays a very important role. To control the trade of agricultural products...» Document abstract
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management
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21/11/2006
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SummaryThe trade of agricultural products is increasing a lot all over the world. In many countries (mainly the poorest ones), agriculture is the dominant sector of the economy and plays a very important role. To control the trade of agricultural products and to limit unfair practices, international negotiations have been set up for years. After the creation of the World Trade Organisation, the Agreement on Agriculture had been firmed, setting many rules on that market. The main objective of that agreement is to limit domestic support, export subsidies and to give a better access to market. In 2002, European Union was accused by Brazil (followed by Australia and Thailand) of not following these rules on the sugar market. Indeed, European Union promotes its own products thanks to subsidies, which distorts the market. The WTO concludes that European Union is in violation with the Agreement on Agriculture and has to stop those practices before 2007. If not, sanctions will be taken against European Union.
Table of Contents- The agricultural industry.
- The trade of agricultural products.
- Commercial policies before the institution of the World Trade Organisation.
- Agricultural negotiations of the Uruguay round.
- The agreement on agriculture.
- Sugar case.
- The complaint.
- WTO reactions.
- Consequences.
«Most of companies employ people from different culture and want to manage them in order to use in the best way as possible this diversity. The management of this kind of workers must be adapted. To become a real international competitive advantage,...» Document abstract
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Language : english
management
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05/02/2006
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level : Advanced
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SummaryMost of companies employ people from different culture and want to manage them in order to use in the best way as possible this diversity. The management of this kind of workers must be adapted. To become a real international competitive advantage, cultural diversity in the company has to be seriously managed and thought. It can lead to a great success but also causes the failure of a company unable to manage it. The knowledge of the cultural diversity do that firms obtain a real international competitive advantage. Firms must develop a good understanding of the culture of others countries if they want to be efficient on the market. For instance Americans could lose Japanese clients if they fail to understand that Japanese use a period politeness to signal their intentions, the Europeans could be offended by the Americans with their informality such as standing with their hands in their pockets. To avoid such problems the necessary preparations is to become aware on cultural and language differences.
In this essay, we will show how the culture can be an international competitive advantage for the companies but also what can be the main problems of these phenomena. We will use the example of the company York which uses the cultural diversity in the best way.
In this essay, we will show how the culture can be an international competitive advantage for the companies but also what can be the main problems of these phenomena. We will use the example of the company York which uses the cultural diversity in the best way.
Table of Contents- Definitions
- Problems with cultural diversity
- Advantages of cultural diversity
- Case studies: YORK
Les internautes ont également acheté «We have decided to study the company Unilever for several reasons. Firstly, Unilever is a European company that is one of the biggest multinational in the world. Secondly, as we have chosen to study the corporate culture of multinationals, Unilever...» Document abstract
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theses
date published
30/12/2005
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SummaryWe have decided to study the company Unilever for several reasons. Firstly, Unilever is a European company that is one of the biggest multinational in the world. Secondly, as we have chosen to study the corporate culture of multinationals, Unilever presents a quite particular corporate culture. Indeed, as opposed to most of other multinationals, Unilever presents values based on human relationships and local autonomy. Finally, we had the opportunity to get an interview with a Unilever’s executive called Stéphane Verhaeren. He is Brand Manager for Knorr Culinary Aids.
Unilever is an Anglo-Dutch company which owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs more than 247,000 people and had a worldwide revenue of 48 760 million euro in 2004. Unilever has two parent companies: Unilever NV in Rotterdam, Netherlands, and Unilever PLC in London, United Kingdom. The current non-executive Chairman of Unilever N.V. and PLC is Antony Burgmans while Patrick Cescau is Group Chief Executive. Unilever's major competitors include Nestlé and Procter & Gamble.
Unilever is an Anglo-Dutch company which owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs more than 247,000 people and had a worldwide revenue of 48 760 million euro in 2004. Unilever has two parent companies: Unilever NV in Rotterdam, Netherlands, and Unilever PLC in London, United Kingdom. The current non-executive Chairman of Unilever N.V. and PLC is Antony Burgmans while Patrick Cescau is Group Chief Executive. Unilever's major competitors include Nestlé and Procter & Gamble.
Table of Contents- The history of Unilever
- Corporate culture theory
- Hofstede's cultural dimension
- Description of the management style
- Sociability and solidarity: Two Dimensions, Four Cultures
- Practical case: Unilever
- Description of Unilever's culture
- Harmonization of corporate culture in Unilever
Les internautes ont également acheté «Israel as a formal State is a new country, but its influence as an economically dynamic partner worldwide is undeniable despite the poorness of its natural resources and the war.
At the start, its population was 806 000 in 1948 but it has been...» Document abstract
$6.95
7 word format
Language : english
management
presentation
date published
17/01/2005
review : not yet assessed
level : Advanced
requested 34 times
Summary Israel as a formal State is a new country, but its influence as an economically dynamic partner worldwide is undeniable despite the poorness of its natural resources and the war.
At the start, its population was 806 000 in 1948 but it has been estimated in 2003 to be more than 6.5 million people, composed by 81% of Jews, 16.7% of Arabic Muslims, 1.1% Arabic Christians and 1.2% of Druses. Actually, since its creation, a lot of immigrants came to live in Israel and especially in the 90's with a large number of Russians Jews (more than 1 million). Its population is therefore very multicultural.
The economy of Israel has changed incredibly in the past 20 years: even though the Israeli-Palestinian conflict has been a major issue, Israel managed to become a rich, advanced and technological country, as it was before simply an emerging country in terms of economical development. This change has been possible because the State has a very high qualified population and has concentrated its attention on developing new technologies.
But Israel remains a mix between tradition and modernity and this specificity tends to reflect on the management. The issues are numerous and complex: how does Israel deal with internationalization and globalization? What is the traditional management and what kind of changes does it have to initiate to face this globalization, to promote exports and play a major role on the international scene?
We will first expose below how tradition does influence the Israeli business and then the changes that have been initiated at several degrees for the Israeli business to stay competitive and efficient.
...
At the start, its population was 806 000 in 1948 but it has been estimated in 2003 to be more than 6.5 million people, composed by 81% of Jews, 16.7% of Arabic Muslims, 1.1% Arabic Christians and 1.2% of Druses. Actually, since its creation, a lot of immigrants came to live in Israel and especially in the 90's with a large number of Russians Jews (more than 1 million). Its population is therefore very multicultural.
The economy of Israel has changed incredibly in the past 20 years: even though the Israeli-Palestinian conflict has been a major issue, Israel managed to become a rich, advanced and technological country, as it was before simply an emerging country in terms of economical development. This change has been possible because the State has a very high qualified population and has concentrated its attention on developing new technologies.
But Israel remains a mix between tradition and modernity and this specificity tends to reflect on the management. The issues are numerous and complex: how does Israel deal with internationalization and globalization? What is the traditional management and what kind of changes does it have to initiate to face this globalization, to promote exports and play a major role on the international scene?
We will first expose below how tradition does influence the Israeli business and then the changes that have been initiated at several degrees for the Israeli business to stay competitive and efficient.
...
Table of Contents- The influence of tradition on management.
- The competitive advantage of Israel.
- The kibbutz: an old form of economical organization and another vision of property.
- The Israeli managerial exception.
- Changes and influence of the United States.
- New programs to improve management.
- Loss of tradition due to globalization and implementation of ethic codes in business.
- Influence of Israeli military management on multinational groups : example of Nestlé and Unilever.
«Not surprisingly, according to its diversity, Indonesian culture has abundances of subtle values, and concepts. Therefore I will now outline some of these values, actually the ones that I believe to be the most significant and important, in order to...» Document abstract
$6.95
7 word format
Language : english
management
case study
date published
08/05/2002
review : not yet assessed
level : Advanced
requested 57 times
Summary Not surprisingly, according to its diversity, Indonesian culture has abundances of subtle values, and concepts. Therefore I will now outline some of these values, actually the ones that I believe to be the most significant and important, in order to understand Indonesia's atmosphere, and people's mentality...
Table of Contents- Selamatan
- Sense of Time
- From Face to Shame
- Business etiquette
- Relations
- Appearances
- The concepts of Asal Bapak Senang and individual responsibility
- Employee motivation
- Behaviour tips
- Communication tips
- General information
- Funny tips
knowledge network
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