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Casual Articles - The Management Consultant Stories: Culture. A major obstacle?
George’s high productivity got stopped dead in its tracks. His mother was demanding meeting after time-consuming meeting over the details of how to renovate their new facility. George was making a major expansion in his family-owned business. He was adding a new home care division. The expansion was consuming much of his time. Now mother was telling George what bids to take and what contractors to use. And of course, all those meetings ate up his precious time.George needed additional funds to make the new change. Mother was one of the big investors. Now mother had taken her position as a major investor as permission for her to tell George what to do.George was in a quandary. Mother was undermining his authority as CEO, interfering with his decisions and wasting large amounts of his valuable time. Furthermore, he wanted a high quality facility, not a cheap one that his frugal mother was bent on providing. What was he to do? He couldn’t fire his own mother - could he?It was a tough decision!Finding A SolutionConfused and anxious, he discussed this challenge with his coach. During this discussion, it became clear to George that George had allowed his mother to overstep the boundaries of an investor. Most investors do not have oversight to the running of a business. Their role is passive.George realized he allowed this to happen when he accepted his mother’s offer of help. Mother had offered to help George renovate the new facility. This “help” turned out to be like a lifeguard hitting a drowning victim in the head with the life preserver he was throwing to the victim. This could not go on. He could not afford the time and he wanted a high-quality facility - not the low-quality his budget minded mother wanted.The first thing he had to do was to confirm that it made good business sense to fire her. Secondly, he had to know in his heart that he had the right to do this. He conferred with his brothers and sisters who supported his decision. This would be harder than it was the time he fired his nephew four years ago.He was naturally nervous about confronting his mother. Although he was now a grown man, he had a long childhood history obeying his mother. He certainly did not want to hurt his mother’s feelings or cause dissension in the family.It would be a delicate conversation. Rather than demanding or pleading with her, he decided he would ask for her help in solving this problem.George role-played with his coach the intended conversation. Using principles of assertion, George practiced with his coach until he
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the America
When most people think of engineering they think of building bridges, roads, buildings, and that sort of work. Most people, however, would never think of audio engineering. This is a very real job and has some very successful people working in the business.There are many types of audio engineering. Some of these types can be basic and easy to get a degree for while others take a lot of time and education to learn how to operate the equipment. Here are some of the businesses that might use an audio engineer:Recording Studio. They would need an audio engineer to operate the microphones, mixers, software, and basically everything in the studio. This is a very good job for an audio engineer and they can earn some serious money and recognition working at a recording studio.Auto Store. An auto parts store that sells stereo equipment will a lot of times have an audio engineer on staff to help assist in installations.Home Audio Store. Audio stores will keep them on hand to provide the customer with assistance with what type of speakers to buy and how to install them. Sometimes they will even install the speakers for the customer at their home.There are many schools that offer audio engineering degrees. However, a lot of these schools are not accredited. It is very important to make sure the school is accredited by an international accreditation organization before you attend classes there.After you decide what school to attend you need to decide on what type of job you want to do. Coursework will vary depending on the type of job you wish to seek while becoming an audio engineer. The nice thing is that some companies will hire you while you earn your degree. This is because they know you are seeking a degree and they believe you will follow through and become a valuable asset to the business.
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Culture, a Major Obstacle To Business
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American
The feature of catalogs Promotions in business are very important. It’s where the sales of your company depend on. There are many types of marketing materials that are used to boost promotions. One of them which are widely held now is the catalogs.Catalogs are proven to be effectual in emphasizing the products and services being offered by a company. They feature different products that you can purchase together with their corresponding prices. Some catalogs even have pictures of the products so that the customers can have an idea on what they will purchase.Something to think about If you’re thinking on using catalogs to strengthen your marketing campaign, you should be aware of the vital things in printing them. The first one is how you will print the catalogs. Basically, there are two options available for you in printing. It’s either you print the catalogs on your own or you employ the services of a catalog printing company.Among the two options, obviously, it’s best if you will rely on a catalog printing company to produce your catalogs. A printing company is packed with the resources that you need in order to accomplish your projects. The services being offered by a printing company can definitely help you create professional-looking catalogs at prices that are within your means.There are many companies that offer catalog printing services n the industry. But only a professional full color catalog printing company can understand your specific needs with regard to printing catalogs that get noticed. For this reason, it is very necessary that you look for the printing company that will correspond to everything that you want and everything that you need.Since you want your customers to remember you, it is of the essence that the printing company that you choose can print catalogs in very professionally-designed formats. Make sure that the company knows how to print your catalogs starting from the size all the way up to the design. Bear in mind that the catalogs act as the smaller version of magazines so you must choose a catalog that has the size of mini magazines.Hence, the success of the catalog printing project really depends on the printer. For that reason, you ought to find the suitable printer that will make your catalog printing dreams come true. Of course, a project is considered a dream if it still needs to be put into action. Only a professional catalog printing company can give you the satisfaction that you deserve.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Culture, a Major Obstacle To Business
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the America
Getting a job can be a very stressful experience, but the right preparation can really take off some of the pressure. One of the most basic ways you can really improve your chances of being hired is by having a professional resume. Most employers have seen thousands, if not more, resumes in their position and can instantly recognize something that is professional versus something that is rushed and sloppy. Using professional resume writers for developing the perfect resume is an excellent way to insure the quality of your resume and help give you confidence in applying for the jobs you know you can do.A solid resume is always considered heavily in the job hiring process. People who present themselves well will always have the best possibility of being hired. This is not only true for clothes, cleanliness, and attitude, but also for resumes. A person’s resume reflects characteristics such as attention to detail, organization, and professionalism, which are all valuable attributes of a successful employee. Not only will a professional resume reflect character, but it will also present your experience, work history, and other valuable qualities accurately and understandably so that an employer can quickly gather an accurate picture of the person they are considering. Many resumes are difficult to decipher and cause communication problems between the Employer and Candidate, and miscommunication is the last thing a job candidate needs. Professional resume writers can help clearly present you as an organized, experienced and professional candidate.The positive effects of a professional resume do not end on with the words on the page. Anyone who has sought high profile positions will tell you that having a solid resume will boost their own enthusiasm and confidence in the interview process. Every candidate should feel very secure with the way their resume represents them. There is nothing more stressful than watching an employer read over a resume that is not entirely professional, and it will often cause a candidate to make apologies or act with insecurity. Believe it or not, these are not desirable qualities. Assuredness and self-confidence can even be more persuasive than experience and history in some cases, as many employers are looking for sharp, critical thinkers that can confidently fill a position. Let a professional help construct a resume that you can be proud of, so that you can really shine in the interview process.Regardless of the job, a professional resume will always make a difference in your desirability as a job candidate. Don’t let a resume be your weakest link, inst
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Culture, a Major Obstacle To Business
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the America
A friend recently lamented to me that she hadn't had an opportunity yet to take the latest online course offered by her organization. As she put it, "They say it is being ‘offered', but that doesn't mean there is any choice-we have to take it. The problem is, when?"In this age of electronic everything, this problem is becoming more and more prevalent. Online learning is often recommended because the courses are available to employees at their desks, working alone and at their own pace, whenever they decide to do so. My friend stated the following drawbacks:"Difficulty finding time. Like most people, I am very busy in my job. However, if I know, for example, that a traditional classroom seminar or workshop is to take place next Wednesday from 1 - 4 p.m., I book the time and I go. Fitting it into my work schedule at my "convenience" is more of a challenge. Let's face it-it's never convenient."Difficulty focusing. When I am at my desk, it feels foreign to be working on an online course instead of my work. Also, when I am at my desk, other people naturally assume I am doing my job, and they interrupt me with questions and impromptu meetings as usual."Lack of human interaction. The dynamic in a classroom situation is very different from sitting alone at a computer. The opportunity to ask questions of the instructor and to exchange questions and thoughts with other participants is an important part of a seminar."Although all three points are legitimate, as a communication specialist I am particularly concerned with the third. It seems to me to crystalize an insidious change in society at large, and in business life in particular: loss of inter-personal communication.I am mesmerized when I watch children and young adults work their way through complex computer programs and surf the Net as though it were the most natural thing in the world-of course for them, it is. They are acquiring naturally a set of technical skills that their elders had to learn with much more difficulty, and this is the benefit. However, in all that time spent interacting solely with a computer, what is sacrificed is the development of the social skills that are so critical in the working world.Great emphasis is placed today on teamwork, yet much of the training we expect people to carry out is solitary. Could the training methodology actually be working against other teambuilding efforts?Obviously, e-learning is here to stay, and far be it from me to speak against progress. I do, however, believe the need for human interaction is built into our very being, and we ignore it at our
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Culture, a Major Obstacle To Business
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the America
Die cutting involves the process of cutting plastic, metal, cardboard, fabric, leather and paper using sharp steel stamps and rollers. These are also used to cut plastic, rubber, vinyl, magnetic strips and wood. Die cutting is extensively used in the manufacturing industry.A metal die or template is used to cut the material according to predetermined shape and size. Dies can cut alphabets, geometric shapes and form pictures. The main method of die cutting, called 'steel rule,' is used to give shape to different materials and create creases, perforations and slits. Another method of die cutting, called 'rotary' or 'flat bed,' uses dies made from tungsten carbide.The process starts by placing the material and the die on the cutting machine. The material passes through the machine, and the die cuts it in the desired shape. Other machines use presses to crate designs in the material. Smaller presses may exert a force of 20 tons, while larger ones can exert forces up to 150 tons or more. In big industries, die cutting operations are fully atomized. Tons of paper, metal and other material are processed using die cutters. Material is automatically fed into the cutting machine, pressed, cut and removed.Small die cutting machines are also available for domestic use. These can be purchased from local craft stores or online die cutter stores. Prices range from $50 to $500. These can be used to design creative book covers or picture frames.The technology used in die cutting is evolving at a very fast pace. Laser die cutting is the latest process used to cut silicon wafers containing hundreds or thousands of identical circuits into individual pieces. It can also be done by diamond tipped saws. The die cutting process is expected to adopt new technology and innovations in the coming years.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
Culture, a Major Obstacle To Business
Morale was high at the US based contracting company. They had just been invited to join a consortium of companies that had pre-qualified for a big public works tender in Central Asia. The offer came via e-mail. After concluding the initial round of correspondence with their counterparts, a two man team made up of one senior engineer and one business development exec were sent to Europe to meet up with their potential partners and sign the consortium agreement.
The trip started well, as they were well received by their hosts at the airport, guided to their hotel and were pleased to see that a well planned itinerary awaited them. Two mid- level managers took them out to dinner that night, and a jovial relationship was established.
The next day, still dazzled by the late night and effects of jet lag the US team met with the senior execs of the consortium and gave a strong power point presentation as to their capabilities, past business performance and key deliverables. Everyone was all smiles at lunch, and things were very cordial in the afternoon during the contract negotiations. The US team e-mailed back the tentative consortium agreement late afternoon and was treated to a special evening of entertainment and fine dining “Asian” style by the corporate execs.
Next morning, they received confirmation from the legal department at corporate that the agreement was acceptable and that they could go ahead and sign. The agreement was signed, pictures were taken and small gifts were exchanged. After having generated so much good will in such a good time, it was decided that the new consortium partners should visit the government office which was organizing the tender in order to introduce the US company.
Up to that time, the whole process had been text book perfect. The meeting with the government authorities went ahead as planned, but it was not possible to gauge the results of the meeting from the US company’s point of view. They had also received some conflicting news from the Government officials. The pre-qualification for tender had been cancelled, and the process would start over again.
Their new partners assured them that this was a normal occurrence for this part of the world. Other disturbing news started to trickle down as comments of the need to make facilitation payments arose. The US team automatically countered with their need to abide by the Corrupt Foreign Practices Act, but their hosts assured them that it would be they who would take care of things, not the American’s, but that the American’s should know that such a arrangement had to be entered into as they were a part of everyday life if you wanted to do business in this part of the world.
The trip was concluded with a lavish good bye dinner and further entertainment, “Asian” style. The team was in a jovial mood when they arrived back in the US and were congratulated by the CEO for their accomplishment.
Their Asian counterparts meanwhile prepared for the new pre-qualification process and asked for intensive documentation. A project team was established for the Central Asia project and earnest work began to supply their consortium partners with the necessary materials to win the pre-qualification bid. At the same time hints that certain facilitation expenses were being made to Government authorities were being relayed to the American company over the phone. But, never in writing. After a while, these vague remarks became very much clearer as their foreign partners started to talk numbers.
The US stance was the same. We cannot be involved, we don’t want to know about it.
Two months after the signing of the consortium agreement, the new pre-qualification bid was held, and their consortium failed to qualify.
Their Asian counterparts blamed them in part for not assisting them in paying up the facilitation fees, and claimed that they would have won had the size of the payment been larger! They vowed to have the pre-qualification tender cancelled and the process renewed. Which they actually managed to do! But by this time, the American company had lost faith in their partners, and having allocated resources freely against the promise of lucrative rewards, decided to withdraw from the project.
The Asian partners accused the American’s of being short sighted, inflexible, and shallow. The American’s accused the Asian’s with being untruthful, slow, and not results oriented. Both sides threatened each other with law suits and asked for damages. Lawyers wrote letters back and forth, but even they had problems communicating. The cost of litigation would have been too expensive, so both sides refrained from going to court, but wrote letters of complaint to their respective embassies.
The communication gap between the cultures played an important role in how this project went bad. Communicating across cultures can be extremely difficult. What is the beginning for one culture can be the end for another.
ATN Management Consulting offers “Cultural Leadership” coaching programs to bridge the gap between cultures and to facilitate effective communication with the aim of delivering results in the International arena.
http://www.atnconsulting.com info@atnconsulting.com Tel: 201 - 915 - 9850 Fax: 201 - 915 - 9851
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