Blöchlinger A (8 results)

12,0 x 3,4 cm. Auf grauem Trägerpapier montiert. Die Portokosten betragen fürs Inland und in der EU 1,00 Euro.

Condition: Fair. This is an ex-library book and may have the usual library/used-book markings inside.This book has hardback covers. Book contains pencil markings. In fair condition, suitable as a study copy. Dust jacket in fair condition. Please note the Image in this listing is a stock photo and may not match the covers of the actual item,550grams, ISBN.…

Condition: New.

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Seminar paper from the year 2007 in the subject Tourism - Miscellaneous, grade: 1,0, Stralsund University of Applied Sciences (FH Stralsund in Zusammenarbeit mit Université de Haute Alsace Mulhouse), language: English, abstract: 'Diversity among employees in terms of cultural background leads to a richer, more sophisticated and more effective corporate environment.' World has changed completely and is still on a way of continuous transformation. Globalisation and international business are keywords nowadays. Introduction of Intercultural Management and International Human Resource Management has become inevitable the last few years. Companies have to think and act in an international way. In order to be successful it is necessary to enter new markets and to make international contacts. With intercultural well trained leaders a company gets competitive advantage: global leaders know the customs, culture, and etiquette of a foreign country and understand the nuances of business practices in those areas. Expatriation of executives or managers has become an important part of business life. But this mobility represents a real challenge for multinational organisations. In most cases the implementation and performance of Intercultural Management and International Human Resource Management cannot be made without difficulties. Expatriation failures, deterioration of performance, social or personal problems are just some examples of intercultural difficulties . One tool to solve or avoid such problems is Intercultural Training which consists of two parts: preparation for expatriates who are going to leave the home country and training for repatriates who come back to the home country after a foreign assignment. The following seminar paper focuses on the repatriation. This part of Intercultural Training is often badly treated and lots of companies do not pay attention to it. If they do, their programmes are often incomplete although satisfying reintegration is a key factor for success or failure of the foreign assignment . In a first theoretical part general facts about repatriation, its necessity and meaning will be pointed out. It follows a practical part that should underline the company's behaviour towards repatriation. Therefore a questionnaire was made which can be found in the appendix. Unfortunately only few companies responded so that this survey is not representative. Nevertheless it gives an interesting insight into company's practices of Intercultural Training. Together with the theoretical facts it allows to draw a general conclusion about repatriation programmes. …

337 S. St. a. Tit. Sprache: Deutsch 0 gr.

Geh. m. montiertem Deckelschild. 8°, o. P.: 8 Bl., 1 Tafel, 14 Textabb. Min. gebrauchsspurig u. gebräunt, mittig min. klammerrostig. EA. «Ueberreicht von der Schweizerischen Seidengazefabrik, Thal». - Pierre Antoine Dufour (geb. 1799, Lyon, gest. 1842, Paris): «Pierre Antoine Dufour studierte auf Reisen in Holland die Seidenbeuteltuchweberei und konstruierte einen neuen Webstuhl. 1833 begründete er im Auftrag von Heinrich Bodmer in Thal, das für das Verfahren klimatisch günstig gelegen war, eine Seidenbeuteltuchfabrik und machte sich selbstständig. Die Firma Dufour & Cie. vertrieb das in Mühlen als Mehlsieb verwendete Tuch bald weltweit und beschäftigte bis in die 1920er Jahre vor allem im Appenzeller Vorderland viele Heimweber. 1907 fusionierte die Firma mit fünf Zürcher Beuteltuchfabriken zur Schweizerischen Seidengazefabrik AG Thal und Zürich, die, immer noch im Besitz der Nachkommen der sechs Aktionärsfamilien, 1995 in Sefar AG Gewebe und Technologie unbenannt wurde» (HLS).…

56 x 70 cm, Teilweise am Rande etwas angeschmutzt. Sehr schöner kräftiger Abzug. Rascher?s farbige Original-Künstlersteindrucke No. 14. - Blöchlinger, Anton (1885-1961), St. Galler Kunsthandwerker, Grafiker, Maler. 1200 gr. Schlagworte: Grafik - vor 1945, Helvetica - St. Gallen.

Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Seminar paper from the year 2007 in the subject Tourism - Miscellaneous, grade: 1,0, Stralsund University of Applied Sciences (FH Stralsund in Zusammenarbeit mit Université de Haute Alsace Mulhouse), language: English, abstract: 'Diversity among employees in terms of cultural background leads to a richer, more sophisticated and more effective corporate environment.' World has changed completely and is still on a way of continuous transformation. Globalisation and international business are keywords nowadays. Introduction of Intercultural Management and International Human Resource Management has become inevitable the last few years. Companies have to think and act in an international way. In order to be successful it is necessary to enter new markets and to make international contacts. With intercultural well trained leaders a company gets competitive advantage: global leaders know the customs, culture, and etiquette of a foreign country and understand the nuances of business practices in those areas. Expatriation of executives or managers has become an important part of business life. But this mobility represents a real challenge for multinational organisations. In most cases the implementation and performance of Intercultural Management and International Human Resource Management cannot be made without difficulties. Expatriation failures, deterioration of performance, social or personal problems are just some examples of intercultural difficulties . One tool to solve or avoid such problems is Intercultural Training which consists of two parts: preparation for expatriates who are going to leave the home country and training for repatriates who come back to the home country after a foreign assignment. The following seminar paper focuses on the repatriation. This part of Intercultural Training is often badly treated and lots of companies do not pay attention to it. If they do, their programmes are often incomplete although satisfying reintegration is a key factor for success or failure of the foreign assignment . In a first theoretical part general facts about repatriation, its necessity and meaning will be pointed out. It follows a practical part that should underline the company's behaviour towards repatriation. Therefore a questionnaire was made which can be found in the appendix. Unfortunately only few companies responded so that this survey is not representative. Nevertheless it gives an interesting insight into company's practices of Intercultural Training. Together with the theoretical facts it allows to draw a general conclusion about repatriation programmes. 76 pp. Englisch. …