Workplace cultural diversity of a developing country -Vietnam Cultural Differences between managers and Employees
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| Dokumentumtípus: | Diplomadolgozat |
| Kulcsszavak: | globalization human resource management management multikultúra strategic planning strategy |
| Online Access: | http://dolgozattar.uni-bge.hu/54535 |
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| 008 | 240628suuuu hu om 000 eng d | ||
| 040 | |a BGE Dolgozattár Repozitórium |b hun | ||
| 041 | |a en | ||
| 100 | 1 | |a Trinh Quang Vinh | |
| 245 | 1 | 0 | |a Workplace cultural diversity of a developing country -Vietnam |b Cultural Differences between managers and Employees |c Trinh Quang Vinh |h [elektronikus dokumentum] |
| 520 | 3 | |a The globalizing and internationalizing are the new trend for Vietnamese organizations and work culture. The leaderships of these companies are looking for ways to manage the multicultural teams efficiently and in harmony. This thesis's goal is to understand the trend of multicultural workplaces in Vietnam and to test if the management toward international working environment in Vietnam works effectively. Furthermore, I want to be able to if the management toward international working environment in Vietnam works effectively. I also want to be able to identify the possible risks and the advantages for adopting cultural diversity at Vietnamese workplaces and at Vietnamese workplaces and give out the strategy/ solution for human resource departments and managers level for managing and administrating multicultural working environment and for foreign experts/ employees while doing business in Vietnam. The questionnaires and interviews were conducted in two Vietnamese organizations with 114 participants coming from 12 nationalities: Vietnam, China, Cambodia, Singapore, Laos, Korea, Japan, India, United States, Netherlands, France, and Germany. There were many differences in their answers during the survey, based on Erin Meyer's culture map (Meyer, E. 2014), the "Evaluation", "Scheduling", "communication" and "leading" scale had the most differences between local and foreign employees in this thesis. The implications and analysis will be further discussed in the thesis. | |
| 695 | |a globalization | ||
| 695 | |a human resource management | ||
| 695 | |a management | ||
| 695 | |a multikultúra | ||
| 695 | |a strategic planning | ||
| 695 | |a strategy | ||
| 700 | 1 | |a Dósa Dr. Ildikó |e ths | |
| 700 | 1 | |a Pajor Viktória Nóra |e ths | |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/54535/1/Trinh%20Quang_%20Vinh_I4PR23.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/54535/2/BA_O_Trinh_Quang%20Vinh_I4PR23.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/54535/3/Trinh%20Quang%20Vinh%20b%C3%ADr%C3%A1lat.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/54535/4/Thesis_review_Trinh_Quang_Vinh.pdf |z Dokumentum-elérés |