Answer:
He should try to analyze and understand how Saudi workers view the role of a leader and teamwork. Cultural differences between Saudi Arabia and the UK are huge, the only similarity is that both are monarchies, but British monarchy stepped aside and doesn't rule anymore. While Saudi monarchy rules with an iron fist.
Some behavior or actions that are considered completely out of place or might even be illegal in the UK are totally normal in Saudi Arabia, and vice versa. I met someone that used to work in the middle east and he remembers that subordinates have a great respect for their leaders and do not question anything. But at the same time, normal motivation techniques didn't work with them. I remember he told me that in order to be able to make his team work he had to be rude with them and basically order them what to do and make sure they did it. This behavior would be unacceptable in western countries, bosses do not yell at employees all the time, but it worked for him there.
It wasn't the same country, but in order to work properly he had to overcome several cultural barriers and adopt several local customs. By the way, his subordinates were happy with him. No one ever confronted him and told him not to yell at people, since that is normal for them.
Ebrima will need to treat his British subordinates one way, and his Saudi subordinates another way. He should also talk to his fellow British employees and explain them why he is acting that way. If he doesn't, some of them might think he is abusing his authority. When my friend told about his experience I also thought he had become a really bad boss, but them he explained things to me in greater detail.
Answer:
d. discontinuous innovations.
Explanation:
According to my research on different product categories, I can say that based on the information provided within the question this product would fall in the new product category of discontinuous innovations. This term refers to a new product or technology which provides a new solution to an existing problem. The problem in this case being wasted water when washing hands, cleaning dishes/produce, and even brushing your teeth.
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<span>The bungee company can claim you knew the risks of bungee jumping as the jumper signed and complied with all the paperwork and consent forms before performing the jump.</span>
The correct answer is C) overallocated.
When using a normal costing system, yearend accounting records will show that indirect costs are overallocated.
This means that in any business, overallocation is when resources are not correctly allocated to the departments or activities needed. SO when planning a project, overallocation can be the mistake of assig more resources to one side of the project, department, area, or unit. This implies the idea that other departments or activities are gings to lack the proper funding to do their work. Of course, overallocation can affect the results of the project or the time is needed to get it done.
Answer:
C) cross-functional teams
Explanation:
Human resources management (HRM) can be defined as an art of managing, controlling and improving the number of people (employees or workers), functions, activities which are being used effectively and efficiently by an organization.
Hence, human resources managers are saddled with the responsibility of recruiting, downsizing, decruiting, managing and improving the welfare and working conditions of the employees working in an organization.
A cross-functional team can be defined as a group that comprises of employees from different functional areas within an organization.
Decruitment is the planned elimination of cross-functional teams in an organization.
This ultimately implies that, decruitment is a method adopted by human resource managers to reduce the number of various employees (workforce) working in an organization.
Similarly, downsizing refers to the planned elimination of jobs (job positions) existing in an organization.
