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Business program graduates are expected to perform with cultural sensitivity in international and intercultural professional environments. In order to support student development of the necessary mindset, a variety of assignments and activities have been integrated into the undergraduate International Business (IB) course. This article describes several types of exercises that can be used by anyone teaching this course or one where cultural sensitivity is an important component. No quantitative data are presented, nor are any claims made to the efficacy of these assignments. But student comments point to increased cultural sensitivity and a better understanding of the issues of globalization. © 2017 Taylor & Francis Group, LLC.
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An attitude survey was conducted with 72 management majors attending a prestigious business university in Beijing, China. The results indicate that there is still a significant “glass ceiling” effect to accepting women as they climb up the management hierarchy. The group estimated that it would take at least 32 years before equality would be reached. Women were less likely to prefer to work for a woman than for male subjects. Women were described as more incompetent, slower, weaker, more a follower-than-a-leader, more lenient, more democratic, less active, and more friendly than male managers. Women were significantly more in agreement with the idea of being both a professional and a wife. The results reflect a similar attitudinal position to US women. The conclusion is that it will not be easier for Chinese women to succeed than it is for women in theUSA. © 2001, MCB UP Limited
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This study surveyed 202 undergraduate business majors regarding their perceptions of women in management. Research focused on male and female students' acceptance of women managers, the extent students perceived women managers as being accepted by others, and a comparison of descriptions of the typical male and female manager. Male students were found to be less accepting of women's dual role. Men perceived women managers as being less knowledgeable and possessing poorer managerial skills than male managers. Women managers were perceived as having greater interpersonal skills. Female students showed a greater preference for a male boss. Their descriptions of women managers were more positive regarding competency, but emphasized an interpersonal rather than a task orientation. The conclusion is made that perceptual stereotypes have not radically changed when compared to research reported in the 1970s. © 1988 Plenum Publishing Corporation.
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Management researchers are always in search for new controlled environments from which they can gather data. This article proposes the use of total enterprise simulations as a research setting for studying management decision making. Using INTOP, the authors present examples of analyses that were conducted from a data base generated from the responses of executive MBA participants. Using a multiple regression, policy-capture approach, differences in the decision making strategies between groups are examined. Also discussed is an approach to developing a performance criterion that may be used when testing hypotheses regarding managerial decision-making effectiveness. The authorsconclude that total enterprise simulations represent a research setting that warrants further exploration. © 1990, SAGE Publications. All rights reserved.
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