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Create a Microsoft® Word® document saved under the following format: Lastname_Course#_W1.doc
Research three different brands of computers using an Internet search engine (e.g. Google™, Bing™, Yahoo™, etc.).
Research the benefits of information systems in the work environment.
Write a 350- to 700-word summary describing the features of the different computers such as memory, processor, monitor/screen size, operating system, etc. In the summary include the following:
- Comparison of the price
- Bulleted list of the features that are most important to you in the computer description
- An image of the computers
- URL/Internet address for the computers
- Bold, underline, and add italics to the price of each computer
- Highlight the name of each computer
Write a one paragraph recommendation in which you recommend the computer you would purchase based on your research. This is in addition to the summary.
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What is the proper format of an Executive summary and..
1) To start the assignment below I must write an Executive summary What is the correct format for an EXECU ...
What is the proper format of an Executive summary and..
1) To start the assignment below I must write an Executive summary What is the correct format for an EXECUTIVE SUMMARY?2) What are The organizational best practices for virtual team development?3) What Are the description and overview of the predictable stages of virtual team development?4) What Are the RECOMMENDATION and specific, actionable strategy for each recommendation?5) How should I analies the technologies that will best support your strategies?OverviewWrite a 6–10-page report for hypothetical executive leaders that analyzes the predictable stages of virtual team development and offers recommendations supported by research.Virtual teams have become more commonly used in the workplace, as businesses seek to find ways for employees who are not located in the same geographic area to work together efficiently and economically. Some of these newly formed virtual teams achieve great success in their collaboration efforts while others never seem to get started.SHOW LESSBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:Competency 1: Evaluate organizational practices.Analyze organizational best practices for virtual team development.Competency 2: Apply the principles and practices of effective virtual team collaboration.Describe the predictable stages of virtual team development.Analyze strategies for successfully moving through each stage of virtual team development.Competency 3: Assess types of information and communication technologies.Analyze technologies to support strategies for moving through each stage of virtual team development.Competency MapCHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course.Toggle DrawerQuestions to ConsiderTo deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.What do you see as the top priorities when putting together a virtual team?What role might cultural differences play in the success of an international virtual team?Toggle DrawerResourcesRequired ResourcesThe following resources are required to complete the assessment.Library ResourcesThe following article is available full-text in the Capella University Library. Search for the article by clicking the linked title and following the instructions in the library guide.Gratton, L., & Erickson, T. J. (2007). 8 ways to build collaborative teams. Harvard Business Review, 85(11), 100–109.SHOW LESSSuggested ResourcesThe following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.Course Library GuideA Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4011 – Virtual Team Collaboration Library Guide to help direct your research.Bookstore ResourcesThe resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed (3rd ed.). San Francisco, CA: Jossey-Bass.Chapters 5 and 6.Assessment InstructionsPreparationResearch virtual team dynamics and the predictable stages of team development that are presented in the Gratton and Erickson article, "8 Ways to Build Collaborative Teams" (linked in the Resources).DeliverableConsider the following scenario:You are a member of your company's Organization Development team. Executive leaders have asked this group to help diagnose some of the organization's problems involving virtual team success. Each year, teams of managers are assembled from across several global business units to tackle issues identified by executive leaders. Each team is expected to work on its assignment for twelve months. Many teams in the past have been very effective; they have delivered specific, workable solutions that were responsible for important improvements to the organization. But just as many teams have become ineffective, stalled, and even disbanded with little or no results to show for their time and effort.You have been asked to review the scholarly and professional research on virtual team dynamics, including the predictable stages of virtual team development, and to formulate recommendations for your executive leaders to use in helping the next group of teams to recognize and move successfully through these stages. Your report will be used to guide the next round of team development.Write a report for your executive leaders that analyzes the predictable stages of virtual team development and offers recommendations, supporting your analyses and recommendations with resources from your research.Formatting RequirementsYour report should include the following:Title page.Executive summary (1 page).An overview of organizational best practices for virtual team development (1–2 pages).A description and overview of the predictable stages of virtual team development (2–3 pages).Recommendations for moving through each stage (1–2 pages).At least one specific, actionable strategy for each recommendation.An analysis of the technologies that will best support your strategies (1–2 pages).References page. Include a minimum of three research resources. Follow APA guidelines for style and formatting.
University of Florida Economic Cooperation and Development Convention Paper
The Organization for Economic Cooperation and Development (OECD) Convention is an unusual international agreement in that ...
University of Florida Economic Cooperation and Development Convention Paper
The Organization for Economic Cooperation and Development (OECD) Convention is an unusual international agreement in that it seeks to coordinate disparate legal and ethical systems in order to arrive at a minimum standard with respect to an important form of white collar crime. It obliges signatory countries, which now include all 30 OECD member countries plus a growing number of non-members, to make the bribery, corruption, extortion, and/or insiders trading of a foreign public official a crime under their laws. Why is this such a difficult policy to implement?Must be 3 paragraphs 6 lines in length with a minimum of 2 peer-reviewed references in APA format. No Wikipedia, BLOGS with ads from yahoo.com or search engines, as they present a biased opinion. Use peer-reviewed articles to support your thoughts!
read the case and answer the question
Case:
Alliance Formation, Both Globally and Locally, in the Global Automotive IndustryThe academic literature on allianc ...
read the case and answer the question
Case:
Alliance Formation, Both Globally and Locally, in the Global Automotive IndustryThe academic literature on alliances has some interesting
recent findings, one of which is the rationale that because
firms are often located in the same country, and often
in the same region of the country, it is easier for them
to collaborate on major projects. As such, they compete
globally, but may cooperate locally. Historically, firms
have learned to collaborate by establishing strategic alli-
ances and forming cooperative strategies when there is
intensive competition. This interesting paradox is due to
several reasons. First, when there is intense rivalry, it is
difficult to maintain market power. As such, using a coop-
erative strategy can reduce market power through better
norms of competition; this pertains to the idea of “mutual
forbearance”. Another rationale that has emerged is based
on the resource-based view of the firm (see Chapter 3).
To compete, firms often need resources that they don’t
have but may be found in other firms in or outside of
the focal firm’s home industry. As such, these “comple-
mentary resources” are another rationale for why large
firms form joint ventures and strategic alliances within
the same industry or in vertically related industries.
Because firms are co-located and have similar needs,
it’s easier for them to jointly work together, for example, to produce engines and transmissions as part of
the powertrain. This is evident in the European alliance
between Peugeot-Citroën and Opel-Vauxhall (owned by
General Motors). It is also the reason for a recent U.S.
alliance between Ford and General Motors in developing upgraded nine- and ten-speed transmissions.
Furthermore, Ford and GM are looking to develop, together, eleven- and twelve-speed automatic transmis-
sions to improve fuel efficiency and help the firms meet
new federal guidelines regarding such efficiency.In regard to resource complementarity, a very suc-
cessful alliance was formed in 1999 by French-based
Renault and Japan-based Nissan. Each of these firms
lacked the necessary size to develop economies of scale
and economies of scope that were critical to succeed in
the 1990s and beyond in the global automobile industry.
When the alliance was formed, each firm took an own-
ership stake in the other. The larger of the two compa-
nies, Renault, holds a 43.3 percent stake in Nissan, while
Nissan has a 15 percent stake in Renault. It is interesting
to note that Carlos Ghosn serves as the CEO of both
companies. Over time, this corporate-level synergistic
alliance has developed three values to guide the relation-
ship between the two firms:
trust (work fairly, impartially, and professionally)
respect (honor commitments, liabilities, and respon-
sibilities)
transparency (be open, frank, and clear)
Largely due to these established principles, the Renault-
Nissan alliance is a recognized success. One could argue
that the main reason for the success of this alliance is the
complementary assets that the firms bring to the alli-
ance; Nissan is strong in Asia, while Renault is strong in
Europe. Together they have been able to establish other
production locations, such as those in Latin America,
which they may not have obtained independently.
Some firms enter alliances because they are “squeezed
in the middle;” that is, they have moderate volumes,
mostly for the mass market, but need to collaborate to
establish viable economies of scale. For example, Fiat-
Chrysler needs to boost its annual sales from $4.3 billion to something like $6 billion, and likewise needs to strengthen
its presence in the booming Asian market to have enough
global market power. As such, it is entering joint ventures
with two undersized Japanese carmakers, Mazda and
Suzuki. However, the past history of Mazda and Suzuki
with alliances may be a reason for their not being overly
enthusiastic about the prospects of the current alliances.
Fiat broke up with GM, Chrysler with Daimler, and Mazda
with Ford.This is also the situation in Europe locally for Peugeot-
Citroën of France, which is struggling for survival along
with the GM European subsidiary, Opel-Vauxhall. More
specifically, Peugeot-Citroën and Opel-Vauxhall have
struck a tentative agreement to share platforms and
engines to get the capital necessary for investment in
future models. As such, in all these examples, the firms
need additional market share, but also enough capital to
make the investment necessary to realize more market
power to compete.
In summary, there are a number of rationales why
competitors not only compete but also cooperate in
establishing strategic alliances and joint ventures in order
to meet strategic needs for increased market power, take
advantage of complementary assets, and cooperate with
close neighbors, often in the same region of a country. Question:
What is the relationship between the core competencies a firm possesses, the core competencies the firm feels it needs, and the decisions to form cooperative strategies? Please be sure to cite and reference the text and any other sources that you use.
MVCC A Diversity Plan for Your Organization Case Study
The CEO calls and is very nervous. It's the week of the presentation,
and she wants to be well prepared to present the ...
MVCC A Diversity Plan for Your Organization Case Study
The CEO calls and is very nervous. It's the week of the presentation,
and she wants to be well prepared to present the plan to the Board of
Directors of Venus Widgets. With the possible expansion of the company
into foreign markets, it means that the company will be onboarding new
and diverse people with different cultural backgrounds and value
systems.
The CEO wants you to develop a plan to help address diversity and to
provide a smooth transition to the possible overnight expansion of the
organization's workforce.
This week the CEO wants you to construct a diversity plan for the organization. For your project, please include the following:What does having employees from different cultural backgrounds and value systems mean for the company? What would be the benefits of diversity for this company?What possible hurdles may be encountered with the inclusion of new, culturally different, employees? What will you do to ensure that the new work teams are able to
work together effectively, while being inclusive and respecting each
other's differences? Be specific, giving examples of different cultural backgrounds and value systems.Your paper should be a minimum of 3 pages, using proper APA
formatting and including at least 3 credible sources cited in your paper
through in-text citations. Include an APA formatted title page and
reference page. Your paper should also be free of grammatical errors.
discussion board
In this unit, we learn that all managers plan, organize, lead, and control. Consider the following statement, “Managemen ...
discussion board
In this unit, we learn that all managers plan, organize, lead, and control. Consider the following statement, “Management is undoubtedly one of humankind’s most important inventions.” Explain why you do or do not agree with this statement in relation to the four (4) functions of management.In response to your classmates, build on to their thoughts about the functions of management. Feel free to include any work experience.
BUS 621 Week 3 Discussion 2
Review the illustration of 10 clusters of world culture according to GLOBE in Northouse (2018).Choose one of the 10 cluste ...
BUS 621 Week 3 Discussion 2
Review the illustration of 10 clusters of world culture according to GLOBE in Northouse (2018).Choose one of the 10 clusters and identify key elements a leader needs to understand to be effective in leading an organization in that country cluster. Your discussion post should be 250 words.
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Most Popular Content
What is the proper format of an Executive summary and..
1) To start the assignment below I must write an Executive summary What is the correct format for an EXECU ...
What is the proper format of an Executive summary and..
1) To start the assignment below I must write an Executive summary What is the correct format for an EXECUTIVE SUMMARY?2) What are The organizational best practices for virtual team development?3) What Are the description and overview of the predictable stages of virtual team development?4) What Are the RECOMMENDATION and specific, actionable strategy for each recommendation?5) How should I analies the technologies that will best support your strategies?OverviewWrite a 6–10-page report for hypothetical executive leaders that analyzes the predictable stages of virtual team development and offers recommendations supported by research.Virtual teams have become more commonly used in the workplace, as businesses seek to find ways for employees who are not located in the same geographic area to work together efficiently and economically. Some of these newly formed virtual teams achieve great success in their collaboration efforts while others never seem to get started.SHOW LESSBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:Competency 1: Evaluate organizational practices.Analyze organizational best practices for virtual team development.Competency 2: Apply the principles and practices of effective virtual team collaboration.Describe the predictable stages of virtual team development.Analyze strategies for successfully moving through each stage of virtual team development.Competency 3: Assess types of information and communication technologies.Analyze technologies to support strategies for moving through each stage of virtual team development.Competency MapCHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course.Toggle DrawerQuestions to ConsiderTo deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.What do you see as the top priorities when putting together a virtual team?What role might cultural differences play in the success of an international virtual team?Toggle DrawerResourcesRequired ResourcesThe following resources are required to complete the assessment.Library ResourcesThe following article is available full-text in the Capella University Library. Search for the article by clicking the linked title and following the instructions in the library guide.Gratton, L., & Erickson, T. J. (2007). 8 ways to build collaborative teams. Harvard Business Review, 85(11), 100–109.SHOW LESSSuggested ResourcesThe following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.Course Library GuideA Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4011 – Virtual Team Collaboration Library Guide to help direct your research.Bookstore ResourcesThe resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed (3rd ed.). San Francisco, CA: Jossey-Bass.Chapters 5 and 6.Assessment InstructionsPreparationResearch virtual team dynamics and the predictable stages of team development that are presented in the Gratton and Erickson article, "8 Ways to Build Collaborative Teams" (linked in the Resources).DeliverableConsider the following scenario:You are a member of your company's Organization Development team. Executive leaders have asked this group to help diagnose some of the organization's problems involving virtual team success. Each year, teams of managers are assembled from across several global business units to tackle issues identified by executive leaders. Each team is expected to work on its assignment for twelve months. Many teams in the past have been very effective; they have delivered specific, workable solutions that were responsible for important improvements to the organization. But just as many teams have become ineffective, stalled, and even disbanded with little or no results to show for their time and effort.You have been asked to review the scholarly and professional research on virtual team dynamics, including the predictable stages of virtual team development, and to formulate recommendations for your executive leaders to use in helping the next group of teams to recognize and move successfully through these stages. Your report will be used to guide the next round of team development.Write a report for your executive leaders that analyzes the predictable stages of virtual team development and offers recommendations, supporting your analyses and recommendations with resources from your research.Formatting RequirementsYour report should include the following:Title page.Executive summary (1 page).An overview of organizational best practices for virtual team development (1–2 pages).A description and overview of the predictable stages of virtual team development (2–3 pages).Recommendations for moving through each stage (1–2 pages).At least one specific, actionable strategy for each recommendation.An analysis of the technologies that will best support your strategies (1–2 pages).References page. Include a minimum of three research resources. Follow APA guidelines for style and formatting.
University of Florida Economic Cooperation and Development Convention Paper
The Organization for Economic Cooperation and Development (OECD) Convention is an unusual international agreement in that ...
University of Florida Economic Cooperation and Development Convention Paper
The Organization for Economic Cooperation and Development (OECD) Convention is an unusual international agreement in that it seeks to coordinate disparate legal and ethical systems in order to arrive at a minimum standard with respect to an important form of white collar crime. It obliges signatory countries, which now include all 30 OECD member countries plus a growing number of non-members, to make the bribery, corruption, extortion, and/or insiders trading of a foreign public official a crime under their laws. Why is this such a difficult policy to implement?Must be 3 paragraphs 6 lines in length with a minimum of 2 peer-reviewed references in APA format. No Wikipedia, BLOGS with ads from yahoo.com or search engines, as they present a biased opinion. Use peer-reviewed articles to support your thoughts!
read the case and answer the question
Case:
Alliance Formation, Both Globally and Locally, in the Global Automotive IndustryThe academic literature on allianc ...
read the case and answer the question
Case:
Alliance Formation, Both Globally and Locally, in the Global Automotive IndustryThe academic literature on alliances has some interesting
recent findings, one of which is the rationale that because
firms are often located in the same country, and often
in the same region of the country, it is easier for them
to collaborate on major projects. As such, they compete
globally, but may cooperate locally. Historically, firms
have learned to collaborate by establishing strategic alli-
ances and forming cooperative strategies when there is
intensive competition. This interesting paradox is due to
several reasons. First, when there is intense rivalry, it is
difficult to maintain market power. As such, using a coop-
erative strategy can reduce market power through better
norms of competition; this pertains to the idea of “mutual
forbearance”. Another rationale that has emerged is based
on the resource-based view of the firm (see Chapter 3).
To compete, firms often need resources that they don’t
have but may be found in other firms in or outside of
the focal firm’s home industry. As such, these “comple-
mentary resources” are another rationale for why large
firms form joint ventures and strategic alliances within
the same industry or in vertically related industries.
Because firms are co-located and have similar needs,
it’s easier for them to jointly work together, for example, to produce engines and transmissions as part of
the powertrain. This is evident in the European alliance
between Peugeot-Citroën and Opel-Vauxhall (owned by
General Motors). It is also the reason for a recent U.S.
alliance between Ford and General Motors in developing upgraded nine- and ten-speed transmissions.
Furthermore, Ford and GM are looking to develop, together, eleven- and twelve-speed automatic transmis-
sions to improve fuel efficiency and help the firms meet
new federal guidelines regarding such efficiency.In regard to resource complementarity, a very suc-
cessful alliance was formed in 1999 by French-based
Renault and Japan-based Nissan. Each of these firms
lacked the necessary size to develop economies of scale
and economies of scope that were critical to succeed in
the 1990s and beyond in the global automobile industry.
When the alliance was formed, each firm took an own-
ership stake in the other. The larger of the two compa-
nies, Renault, holds a 43.3 percent stake in Nissan, while
Nissan has a 15 percent stake in Renault. It is interesting
to note that Carlos Ghosn serves as the CEO of both
companies. Over time, this corporate-level synergistic
alliance has developed three values to guide the relation-
ship between the two firms:
trust (work fairly, impartially, and professionally)
respect (honor commitments, liabilities, and respon-
sibilities)
transparency (be open, frank, and clear)
Largely due to these established principles, the Renault-
Nissan alliance is a recognized success. One could argue
that the main reason for the success of this alliance is the
complementary assets that the firms bring to the alli-
ance; Nissan is strong in Asia, while Renault is strong in
Europe. Together they have been able to establish other
production locations, such as those in Latin America,
which they may not have obtained independently.
Some firms enter alliances because they are “squeezed
in the middle;” that is, they have moderate volumes,
mostly for the mass market, but need to collaborate to
establish viable economies of scale. For example, Fiat-
Chrysler needs to boost its annual sales from $4.3 billion to something like $6 billion, and likewise needs to strengthen
its presence in the booming Asian market to have enough
global market power. As such, it is entering joint ventures
with two undersized Japanese carmakers, Mazda and
Suzuki. However, the past history of Mazda and Suzuki
with alliances may be a reason for their not being overly
enthusiastic about the prospects of the current alliances.
Fiat broke up with GM, Chrysler with Daimler, and Mazda
with Ford.This is also the situation in Europe locally for Peugeot-
Citroën of France, which is struggling for survival along
with the GM European subsidiary, Opel-Vauxhall. More
specifically, Peugeot-Citroën and Opel-Vauxhall have
struck a tentative agreement to share platforms and
engines to get the capital necessary for investment in
future models. As such, in all these examples, the firms
need additional market share, but also enough capital to
make the investment necessary to realize more market
power to compete.
In summary, there are a number of rationales why
competitors not only compete but also cooperate in
establishing strategic alliances and joint ventures in order
to meet strategic needs for increased market power, take
advantage of complementary assets, and cooperate with
close neighbors, often in the same region of a country. Question:
What is the relationship between the core competencies a firm possesses, the core competencies the firm feels it needs, and the decisions to form cooperative strategies? Please be sure to cite and reference the text and any other sources that you use.
MVCC A Diversity Plan for Your Organization Case Study
The CEO calls and is very nervous. It's the week of the presentation,
and she wants to be well prepared to present the ...
MVCC A Diversity Plan for Your Organization Case Study
The CEO calls and is very nervous. It's the week of the presentation,
and she wants to be well prepared to present the plan to the Board of
Directors of Venus Widgets. With the possible expansion of the company
into foreign markets, it means that the company will be onboarding new
and diverse people with different cultural backgrounds and value
systems.
The CEO wants you to develop a plan to help address diversity and to
provide a smooth transition to the possible overnight expansion of the
organization's workforce.
This week the CEO wants you to construct a diversity plan for the organization. For your project, please include the following:What does having employees from different cultural backgrounds and value systems mean for the company? What would be the benefits of diversity for this company?What possible hurdles may be encountered with the inclusion of new, culturally different, employees? What will you do to ensure that the new work teams are able to
work together effectively, while being inclusive and respecting each
other's differences? Be specific, giving examples of different cultural backgrounds and value systems.Your paper should be a minimum of 3 pages, using proper APA
formatting and including at least 3 credible sources cited in your paper
through in-text citations. Include an APA formatted title page and
reference page. Your paper should also be free of grammatical errors.
discussion board
In this unit, we learn that all managers plan, organize, lead, and control. Consider the following statement, “Managemen ...
discussion board
In this unit, we learn that all managers plan, organize, lead, and control. Consider the following statement, “Management is undoubtedly one of humankind’s most important inventions.” Explain why you do or do not agree with this statement in relation to the four (4) functions of management.In response to your classmates, build on to their thoughts about the functions of management. Feel free to include any work experience.
BUS 621 Week 3 Discussion 2
Review the illustration of 10 clusters of world culture according to GLOBE in Northouse (2018).Choose one of the 10 cluste ...
BUS 621 Week 3 Discussion 2
Review the illustration of 10 clusters of world culture according to GLOBE in Northouse (2018).Choose one of the 10 clusters and identify key elements a leader needs to understand to be effective in leading an organization in that country cluster. Your discussion post should be 250 words.
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