Dizionario autotecnico: compilato quattro in lingue, italiano, tedesco, francese, inglese

Schmidt

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Publisher
Schmidt
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Published on
Dec 31, 1908
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Pages
199
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Language
English
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This content is DRM free.
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D. Weichert
Upspeeding technological evolution and globalisation characterise today’s and future lives of engineers. It is vital for all institutions involved in engineering education to keep pace and to anticipate future needs. The herein presented collection of papers results from the Workshop on Global Engineering Education (GEE’3) which took place at Aachen University of Technology, 18 – 20 October 2000. In this meeting more than 150 specialists from 25 countries discussed the topic “Educating the Engineer for the Century”. Which role to attribute to non-technical qualifications? How to integrate ethical aspects in education? Do we have to define international standards in education? What about quality control? What is the potential of new media for knowledge transfer? How to organise lifelong learning for engineers? - These are some of the questions discussed among representatives of industries, educational institutions, politicians and individuals during this meeting. According to the sessions of the workshop, the book is subdivided into chapters covering the areas “Role of the Global Engineer in Meeting the Challenges of Society in the Century”, ”Internationality and Interdisciplinarity”, “Engineering Education in Emerging Economies”, “European Bachelor and Master Programmes”, “Developing Personal Skills to be a Global Engineer”. Three chapters deal with successful practice in engineering education covering the topics “Programmes, Curricula and Evaluation”, “Educational Concepts”, and “University-Industry Partnership, Design Projects”.
A. Tucholka
Seminar paper from the year 2007 in the subject Tourism, grade: 1,0, Stralsund University of Applied Sciences (FH Stralsund in Zusammenarbeit mit Université de Haute Alsace Mulhouse), 19 entries in the bibliography, language: English, abstract: “Diversity among employees in terms of cultural background leads to a richer, more sophisticated and more effective corporate environment.” World has changed completely and is still on a way of continuous transformation. Globalisation and international business are keywords nowadays. Introduction of Intercultural Management and International Human Resource Management has become inevitable the last few years. Companies have to think and act in an international way. In order to be successful it is necessary to enter new markets and to make international contacts. With intercultural well trained leaders a company gets competitive advantage: global leaders know the customs, culture, and etiquette of a foreign country and understand the nuances of business practices in those areas. Expatriation of executives or managers has become an important part of business life. But this mobility represents a real challenge for multinational organisations. In most cases the implementation and performance of Intercultural Management and International Human Resource Management cannot be made without difficulties. Expatriation failures, deterioration of performance, social or personal problems are just some examples of intercultural difficulties . One tool to solve or avoid such problems is Intercultural Training which consists of two parts: preparation for expatriates who are going to leave the home country and training for repatriates who come back to the home country after a foreign assignment. The following seminar paper focuses on the repatriation. This part of Intercultural Training is often badly treated and lots of companies do not pay attention to it. If they do, their programmes are often incomplete although satisfying reintegration is a key factor for success or failure of the foreign assignment . In a first theoretical part general facts about repatriation, its necessity and meaning will be pointed out. It follows a practical part that should underline the company’s behaviour towards repatriation. Therefore a questionnaire was made which can be found in the appendix. Unfortunately only few companies responded so that this survey is not representative. Nevertheless it gives an interesting insight into company’s practices of Intercultural Training. Together with the theoretical facts it allows to draw a general conclusion about repatriation programmes.
Peter R. Schmidt
Peter R. Schmidt
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