Cross Culture Management in Case Euro Disneyland C

820 WordsSep 22, 20124 Pages
Case Study Report Euro Disneyland DiChao Wu Student Number: 3152196 Case Study GSBS6009 – Cross-Cultural Management Due: 2th October 2012 Lecturers: Dr Karen Tian Table of Contents 1. Introduction This report provides information about the critical reflection of my personal decision making situation in the workplace or a similar environment and give some suggestion about how I might have dealt these issues. In preparing the report, I revised my personal report and have a group discussion where other person’s views were considered. Following critical analysis and critical thinking about the decision making in the case, I will be like to analysis the case and my…show more content…
Such a society is less rule-orientated, readily accepts change and is willing to take risks. In Euro Disneyland’s case, the CGT set the flexible hours work that can be prerequisite to the profitable operation while US invites local residents to help future benefits. (5) The help from Trompenaars’s research. Trompenaars’ dimensions insists that cultures are more like circles with ‘preferred arcs joined together’ and be seen as a ‘model-to-learn-with’ 3. Euro Disneyland performance in managing their operations (1) The mistakes (2) Solution to avoid /address mistakes 4. Conclusion Technology has changed the role of the HRD professional, yet given its complexities and limitations, it is not foreseeable that the computer will entirely replace the human element required in the design, delivery and evaluation of training. The HRD professional is still required to ensure that e-learning is used effectively and in alignment with organisational goals and individual needs. Thus, the most successful approaches to using technology have incorporated a blend of self-paced e-learning and traditional face-to-face instruction. More importantly, the analysis, the design and the evaluation of training relies on the expertise of HRD staff. E-learning raises more questions than it does solutions, and it will be the role of the HRD professional to bring the necessary human element and organisational perspective to the equation. 5. Reference Hofstede, Geert, Gert
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