The influence of national culture on stock option programmes as motivators. The case of managers in Germany
von Prof. Dr. Cornelia Eva Scott
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| [1.] Cs/Fragment 082 02 - Diskussion Zuletzt bearbeitet: 2021-06-25 19:38:27 Numer0nym | Cs, Fragment, Gesichtet, Global management 1995, SMWFragment, Schutzlevel sysop, Verschleierung |
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| Untersuchte Arbeit: Seite: 82, Zeilen: 2-9 |
Quelle: Global management 1995 Seite(n): 299-300, Zeilen: Punkt 5 |
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| Planning and decision-making is done at the top. Input is accepted from those in powerful positions, but is not expected from those at lower levels. Long-term plans are treated confidentially. Operational decisions are made on a daily basis by superiors, and work assigned to subordinates. All decisions are referred to the superior, and subordinates are discouraged from taking the initiative and making decisions. Subordinates accept assigned work and carry out tasks as instructed. Those in positions of power are respected; those in inferior positions expect that more powerful individuals will take the responsibility for decision-making. | [...], planning and decision making are done at the top. Input is accepted from those in power, but no input is expected from those at lower levels. Long-term plans are kept secret. Operational decisions are made on a daily basis by superiors, and work is assigned to subordinates. All decisions are referred to the superior, and subordinates are discouraged from taking the initiative and making decisions. Subordinates accept assigned work and carry out tasks as instructed. Those in positions of power are respected, and those in inferior positions expect that more powerful individuals will take responsibility for decision making. |
Almost literal copy, the source (a textbook) is not referenced. |
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| [2.] Cs/Fragment 082 15 - Diskussion Zuletzt bearbeitet: 2021-12-06 16:34:05 PlagProf:-) | Cs, Fragment, Gesichtet, Global management 1995, KomplettPlagiat, SMWFragment, Schutzlevel sysop |
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| Untersuchte Arbeit: Seite: 82, Zeilen: 14-21 |
Quelle: Global management 1995 Seite(n): 300, Zeilen: 4 |
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| Everyone is seen as being capable of contributing to the planning process, and input from a variety of organizational levels is sought in developing strategic plans. Decision- making in general is participative, and long-term plans are likely to be shared among organizational members. Operational decisions incorporate the views of those who must carry them out. The people involved in particular tasks are expected to make the routine decisions necessary to complete the task, and decisions are only referred to the superior when they involve unusual circumstances. Power differences exist, but are minimized, and friendly relationships between superiors and subordinates are normal. | [...], everyone is seen as capable of contributing to the planning process, and input from a variety of organizational levels is sought in developing strategic plans. Decision making in general is participative, and long-term plans are likely to be shared among organizational members. Operational decisions incorporate the views of those who must carry them out. The people involved in particular tasks are expected to make the routine decisions necessary to complete the task, and decisions are only referred to the superior when they involve unusual circumstances. Power differences exist but are minimized, and friendly relationships between superiors and subordinates are normal. |
The text has been copied literally, only the first half sentence is slightly adapted. There is no reference to the source (which is a student textbook). Some modifications: "everyone is seen as capable of" -> "Everyone is seen as being capable of"; "Decision making" -> "Decision- making" |
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Letzte Bearbeitung dieser Seite: durch Benutzer:WiseWoman, Zeitstempel: 20110807212451
Letzte Bearbeitung dieser Seite: durch Benutzer:WiseWoman, Zeitstempel: 20110807212451