Using one subsidiary of one international consumer goods company as an example, the author shows the main challenges of HR Management and their consequences for business activities in Russia. This empirical study details HR practices at the Russian subsidiary of one international consumer goods manufacturer with headquarters in Western Europe (hereafter referred to as ABC Russia for confidentiality). The author spent a few weeks in Moscow with the task of 1) reviewing the recruitment market and establishing trends with regard to the availability of candidates, salary movements and turnover of employees; and 2) making recommendations on how ABC Russia should proceed based on the findings. It was a great opportunity to observe ABC Russia employees and partly participate in their daily business; have access to some internal information, especially to HR procedures and rules; talk to some employees and get their impressions on what it means for a well-known international company doing business in Russia. (author´s abstract) / Series: WU Online Papers in International Business Communication / Series One: Intercultural Communication and Language Learning

National culture is deeply rooted in values, which are learned and acquired when we are young (2007, p. 6), and „embedded deeply in everyday life. (Newman & Nollen, 1996, p. 754). Values have helped to shape us into who we are today. In other words, as we grow older, the cultural values we have learned and adapted to will mould our daily practices. This is reflected in our actions, behaviours, and the ways in which we communicate. Based on the previous assertion, it can be suggested that national culture may also influence organisational culture, as our „behaviour at work is a continuation of behaviour learned earlier. (Hofstede, 1991, p. 4). Cultural influence in an organisation could be evidenced by looking at communication practices: how employees interact with one another as they communicate in their daily practices. Earlier studies in organisational communication see communication as the heart of an organisation in which it serves, and as „the essence of organised activity and the basic process out of which all other functions derive. (Bavelas and Barret, cited in Redding, 1985, p. 7). Hence, understanding how culture influences communication will help with understanding organisational behaviour. This study was conducted to look at how culture values, which are referred to as culture dimensions in this thesis, influenced communication practices in an organisation that was going through a change process. A single case study was held in a Malaysian organisation, to investigate how Malaysian culture dimensions of respect, collectivism, and harmony were evidenced in the communication practices. Data was collected from twelve semi-structured interviews and five observation sessions. Guided by six attributes identified in the literature, (1) acknowledging seniority, knowledge and experience, 2) saving face, 3) showing loyalty to organisation and leaders, 4) demonstrating cohesiveness among members, 5) prioritising group interests over personal interests, and 6) avoiding confrontations of Malaysian culture dimensions, this study found eighteen communication practices performed by employees of the organisation. This research contributes to the previous cultural work, especially in the Malaysian context, in which evidence of Malaysian culture dimensions of respect, collectivism, and harmony were displayed in communication practices: 1) acknowledging the status quo, 2) obeying orders and directions, 3) name dropping, 4) keeping silent, 5) avoiding questioning, 6) having separate conversations, 7) adding, not criticising, 8) sugar coating, 9) instilling a sense of belonging, 10) taking sides, 11) cooperating, 12) sacrificing personal interest, 13) protecting identity, 14) negotiating, 15) saying „yes. instead of „no., 16) giving politically correct answers, 17) apologising, and 18) tolerating errors. Insights from this finding will help us to understand the organisational challenges that rely on communication, such as during organisational change. Therefore, data findings will be relevant to practitioners to understand the impact of culture on communication practices across countries.

Thesis (M.A.) - Carleton University, 2005. / Includes bibliographical references (p. 150-154). Also available in electronic format on the Internet.

Thesis (D. Min.)--Concordia Theological Seminary, Ft. Wayne, 1997. / Abstract. Includes bibliographical references (leaves 116-121).

Thesis (M.M.S. Marketing)--University of Waikato, 2009. / Title from PDF cover (viewed September 15, 2009). Includes bibliographical references (p. 102-107)

Thesis (B.A. in Visual and Critical Studies) -- School of the Art Institute of Chicago, 2010. / Thesis advisor: Maud Lavin. Includes bibliographical references.

Thesis (M. S.)--Florida State University, 2005. / Advisor: Dr. Felecia F. Jordan-Jackson, Florida State University, College of Communication, Dept. of Communication. Title and description from dissertation home page (viewed Sept. 15, 2005). Document formatted into pages; contains vii, 83 pages. Includes bibliographical references.

This diploma thesis focuses in the theoretical part on the concept of corporate culture. It explains its tools and resources focused primarily outwards on existing and potential customers. The practical part contains results of a survey which was conducted at a selected bank. The result is feedback on the form of corporate culture as perceived by the clients themselves, compared with the ideas of the company management. Finally I verify the hypothesis and present a proposal of possible solutions which may help to resolve these shortcomings.

Thesis (M.A.)--Columbia International University, 2003. / Abstract. Includes bibliographical references (leaves 131-138).

Thesis (D. Min.)--Covenant Theological Seminary, 2002. / Abstract. Includes bibliographical references (leaves 200-206).