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How does one build democracy in the aftermath of a violent, deep-rooted conflict? This handbook shows how to structure negotiations and design democratic institutions which address the real needs and interests of conflicting parties. It provides practical advice for policy-makers and political leaders in post-conflict societies and presents a wealth of options that can be drawn upon to build a sustainable peace. Aimed at those negotiating a peace settlement, this book provides a thorough overview of democratic levers - such as power-sharing formulas, questions of federalism and autonomy, options for electoral reform, when to use truth commissions, transitional justice mechanisms, methods of preserving minority rights, constitutional safeguards and many others. It also analyses actual negotiated settlements from various countries and illustrates the many, often unrecognized, options that negotiators can draw upon when attempting to build or rebuild democracy.
Laura Grenfell critically evaluates how the rule of law is contextualized and promoted in states where customary law is prevalent.
Over the last 10 years, the concept of value has emerged in both business and public life as part of an important process of measuring, benchmarking, and assuring the resources we invest and the outcomes we generate from our activities. In the context of public life, value is an important measure on the contribution to business and social good of activities for which strict financial measures are either inappropriate or fundamentally unsound. A systematic, interdisciplinary examination of public value is necessary to establish an essential definition and up-to-date picture of the field. In reflecting on the ‘public value project’, this book points to how the field has broadened well beyond its original focus on public sector management; has deepened in terms of the development of the analytical concepts and frameworks that linked the concepts together; and has been applied increasingly in concrete circumstances by academics, consultants, and practitioners. This book covers three main topics; deepening and enriching the theory of creating public value, broadening the theory and practice of creating public value to voluntary and commercial organisations and collaborative networks, and the challenge and opportunity that the concept of public value poses to social science and universities. Collectively, it offers new ways of looking at public and social assets against a backdrop of increasing financial pressure; new insights into changing social attitudes and perceptions of value; and new models for increasingly complicated collaborative forms of service delivery, involving public, private, and not-for-profit players.
The end of the Cold War has changed the shape of organized violence in the world and the ways in which governments and others try to set its limits. Even the concept of international conflict is broadening to include ethnic conflicts and other kinds of violence within national borders that may affect international peace and security. What is not yet clear is whether or how these changes alter the way actors on the world scene should deal with conflict: Do the old methods still work? Are there new tools that could work better? How do old and new methods relate to each other? International Conflict Resolution After the Cold War critically examines evidence on the effectiveness of a dozen approaches to managing or resolving conflict in the world to develop insights for conflict resolution practitioners. It considers recent applications of familiar conflict management strategies, such as the use of threats of force, economic sanctions, and negotiation. It presents the first systematic assessments of the usefulness of some less familiar approaches to conflict resolution, including truth commissions, "engineered" electoral systems, autonomy arrangements, and regional organizations. It also opens up analysis of emerging issues, such as the dilemmas facing humanitarian organizations in complex emergencies. This book offers numerous practical insights and raises key questions for research on conflict resolution in a transforming world system.
This book will help readers better understand the ethical and cultural assumptions that both American and Chinese business cultures bring to business relationships in China. It analyzes the relationships developed between the two cultures, areas where they conflict, and how these conflicts are (or are not) resolved. These relationships are investigated in three stages. The author: describes and interprets American business experience in China describes and interprets Chinese business experience in China, including interaction with Americans compares these two business cultures as they are experienced in China to investigate the relationships between them, centering the cultural analysis on ethical issues. Feldman's thorough research gets to the crux of how American and Chinese executives perceive the ethical and cultural aspects of doing business. The result is a book that will prove helpful to all those looking to expertly navigate Chinese-American business relationships.
The Second Edition of Leading Organizations offers an expanded focus on the fluid roles of leaders and participants (followers) and their mutual responsibility for organizational leadership. Like the first edition, this text contains chapters on implementing the organization's mission, structure, culture and strategy written by leading scholars in the fieild. New features include: - Strategic leadership - Virtual leadership - Leadership, organizational change, and conflict - Building a culture of leadership
This book will help readers better understand the ethical and cultural assumptions that both American and Chinese business cultures bring to business relationships in China. It analyzes the relationships developed between the two cultures, areas where they conflict, and how these conflicts are (or are not) resolved. These relationships are investigated in three stages. The author: describes and interprets American business experience in China describes and interprets Chinese business experience in China, including interaction with Americans compares these two business cultures as they are experienced in China to investigate the relationships between them, centering the cultural analysis on ethical issues. Feldman's thorough research gets to the crux of how American and Chinese executives perceive the ethical and cultural aspects of doing business. The result is a book that will prove helpful to all those looking to expertly navigate Chinese-American business relationships.
religious values at the office door. Apartheid was an evil, and business had great power in South Africa. Where there is power, there is also responsibil ity. I prayed about this long and hard. I pushed the companies as much as I thought I could. There were advances and there were setbacks, but finally we prevailed and the Blacks of South Africa secured their freedom. My effort in behalf of the Sullivan Principles was only one of a number of significant efforts of the anti-apartheid movement. All of those other efforts must be recognized, as well. The Sullivan Principles and the manner in which they were implemented in South Africa were in the nature of a grand experiment in the sociopolitical change and economic uplifting of the Black people of South Africa. What is even more important is that the Principles were driven by an ethical and moral imperative, and were voluntarily implemented by a group of enlight ened United States multinational corporations. No grand design or vision is ever perfect. We fall prey to human follies, limited understanding of the future, and necessary compromises to seek not what is perfect but what is possible. Thus, any such effort is subject to criticism from those who seek ideological purity and those who seek to minimize the impact of change from the status quo . .