FACE Considerations in Upward Influencing in an Indian Workplace  

This study is a first attempt at using Speech Act Theory (SAT), as a way to analyze and explain how upward influence (UI) strategies are performed. Based on SAT and considerations of face, as explained by Brown and Levinson (1987), this study tries to explain UI strategies used by members within an Indian workplace. We carefully selected six examples of UI to demonstrate how SAT can be useful in analyzing UI strategies. We found that even the slightest change in the anticipated degree of willingness or receptivity of the receiver necessitates a change in the strategy to be adopted. Violations of sincerity conditions and/ or inappropriate threats to face create infelicitous conditions and may lead to failed attempts at UI.

Kaul, Asha and Charlotte D. Brammer. Association for Business Communication (2005). Careers>Management>International>India

Getting This "Global Thing" Right…

CEOs overwhelmingly believe that revenue growth is their number one priority: four out of five CEOs (83%) now believe that revenue growth is the most important path to boosting financial performance over the next three years. And what do they see as the two key drivers for this growth? New and differentiated products and services (nearly two-thirds) and new markets (55%). Responsiveness is the new key competence, i.e., CEOs acknowledge that they need the ability to recognize, analyze and respond more effectively to continuously changing market conditions and risks. Reinstituting customer responsive organizations is high on their growth agenda.

Ray, Rebecca. LISA (2004). Careers>Management>International

Managing International Projects: Case Studies  

The Human Interface Group manages for a number of its multinational clients their international software. This discussion fits in the larger issue that more and more companies try to communicate with international clients.

Dehaes, Christel and Kris Vanstappen. STC Proceedings (1995). Careers>Management>International

International Team Management 

The last half century has seen enormous change impacting the way we work. The world is shrinking with advances in information technology playing a crucial role in facilitating the global expansion of organizations. International teams are now a common phenomenon with many large organizations structuring their workforce according to function rather than geography. Successful organizations do not hesitate to move their talents around the world to ensure that they have the right skills and knowledge in the right location when necessary. But what does it take to manage such a culturally diversified and geographically dispersed team?

Wellings, Cathy. TC World (2009). Careers>Management>Collaboration>International