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5 pages. Because culture, religion, language, and many more things are so different in other countries, how would that account for the difference there might be in corporate leadership as well? This paper explores the possible differences of corporate leadership in countries such as India, Denmark and Uruguay. Bibliography lists 3 sources.
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5 pages (~225 words per page)
File: D0_JGAurceo.rtf
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This paper explores the possible differences of corporate leadership in countries such as India, Denmark and Uruguay. CORPORATE DIFFERENCES IN URUGUAY Because many in Uruguay practice Buddhism much of
their corporate culture is enmeshed in prayer and religious practice. This places a different set of values on their business practices, negotiating techniques, and other corporate dealings. Because
of the prayerful life the Buddhists lead, it is unlikely two corporate leaders would attempt some of the corporate takeovers as seen in the United States, or the dishonest and
dirty-dealing that comes with most United State corporate takeovers. Another helpful thing the Uruguay corporate culture would probably do is to practice meditation. The theoretical principle to which Kabat-Zinn
(1995) prescribes with regard to meditation, even in the corporate world, is locating the state of mind where ones future is no longer a question but a prescribed journey.
He contends that by reaching such a state of consciousness, one is able to envision ones path and accept the fact that each moment of that corporate journey is to
be taken but a single step at a time. This, he contends, brings with it much contentment and tranquility to a troubled soul, whose inner strife manifests itself in
a psychological enigma. By accepting the fact that ones existence is a preplanned expedition through lifes uncertainties, he posits that one is infinitely wiser and better prepared to deal
with its unpredictability. For a CEO to merely tell someone that he or she will benefit from meditation is not enough to encourage their participation in such a theoretical
principle; rather, one must ultimately experience the proof only once to realize the inherent power of mind discipline. Adopting the Buddhist concept of mindfulness, as Kabat-Zinn (1995) explains, is
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