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Essay / Research Paper Abstract
This 8 page paper is written in three parts. The first part assesses the potential differences firms will notices between operations in the EU and the US, The second part of the paper compares and contrasts expansion strategies and practices of EU and US firms and the last part of the paper considers how US firms may need to deal with the differences. The bibliography cites 6 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEEUUSdif.rtf
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Unformatted sample text from the term paper:
is still the primary stakeholder. The firms are in business to make profit for the shareholders, and with the way that corporate governances is set up on both areas there
is a high level of accountability to those shareholders though annual meetings as well as the reporting requirements. There are also differences, although the shareholder or owner may be
seen as the primary stakeholder but it ay be argued that in the EU there is a generally greater level of stakeholder influence and consideration. The level of this varies
between the different member states of the EU, with areas such as the UK being closer to the US with the Anglo American models, but areas such as Germany and
Farce have a higher level of social consideration in the way work is undertaken, interestingly they also have a higher level of collectivism, as defined by Hofstede (2003). The
different aspects and considerations are also reflected in the EU legal system and the way employees rights are protected, generally employees in the EU have more rights and protection than
those in the US (Watson, 2009). Another area of different is the way that management is approached. The US has a very
masculine approach to management in Europe there are areas, especially in the Scandinavian countries, where there is a much more feminine approach to management. In attempting to describe feminine management
we must not make the mistake of assuming that the means female management. In many cases a female manager may have had to adopt the masculine models of management in
order to climb the corporate ladder, in other instances there may be some feminine aspects in the compassionate male manger, either by instinct, or from observation and learning. The feminine
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