****You must write about APPLE***** 400 words is sufficientAs you know from reading the introduction to the course and this week's required Briefing Note, by the end of this course you will complete a Capstone Strategy Playbook for Exceptional Results, in which you will apply lessons from your case analyses and concepts in this course, plus your application of relevant prior MBA program content, to identify cross-functional, organization-wide opportunities for organizational improvement, and a develop a playbook for how the organization could address these important issues.This set of analytical, consultant-style skills will help you, even if you are not a senior leader, because you will have demonstrated the ability to think across functional boundaries and you will be able to communicate about complex ideas more clearly—thus making you more valuable in your current and future roles.To see details on what will be included in the playbook, please review the media piece Capstone Strategy Playbook for Exceptional Results: Description of the Playbook now.The first step in creating your Strategy Playbook is to select an appropriate company or organization for your study. For your Strategy Playbook, you must select a publicly traded company that has more than 100 employees. Ideally, you should select an organization that you are very familiar with and/or very passionate about.To prepare for this Discussion, you should complete the following tasks by Day 3:Review the media piece Capstone Strategy Playbook for Exceptional Results: Description of the Playbook. This media piece provides a description of the contents of the Strategy Playbook.Consider:You may want to study your current organization if it is publically traded (all names of people within the organization must be disguised).You may want to study a direct competitor of your current company, if it is publically traded, and apply lessons learned as appropriate.You may want to study an exemplary public company where you could use your analysis to model a new business start-up you are considering.You may want to study a failing public company, and analyze what you think are the root causes of the failure and offer strategies for an effective turnaround.Be sure to choose an organization/industry that you are really interested in and will commit to studying for the remainder of the course.Remember it is likely that no one company or organization will be a perfect selection. So, log on to Walden Library and explore what information is available about your target company.There are a variety of databases and resources available that can help you with your research. Explore them to find the most effective ones. Since you are working with a public company, the Business Market Research Collection (includes Hoover's) database is a good place to start. Remember that research and information literacy are two important MBA program level skills that you are expected to demonstrate.By Day 5Post a summary of the following:The name of the company that you will study and an explanation that demonstrates how your choice meets the criteria given, and why you think you'll learn the most from it, and have the most fun analyzing itA sentence or two that verifies that you have been able to find annual reports and other information about the company at the Hoover's, Business Source Complete, or other relevant source within the Walden LibraryGeneral Guidance: Your original post, due by Day 5, for this response will be 2 paragraphs in length as a general expectation/estimate (single-spaced). Refer to the Week 1 Discussion 3 rubric for grading elements and criteria. Your Instructor will use the rubric to assess your work.

for this assignment, you will apply decision-making to the process of international human resource management as you determine which of the four final applicants to hire into a global executive position. You are a member of the management committee of a MNE that conducts business in 23 countries. While your company’s headquarters is located in the Netherlands, your regional offices are located fairly evenly throughout the four hemispheres. Primary markets have been in the European Union and North America; the strongest emerging market is the Pacific Rim. Company executives would like to develop what they see as a powerful potential market in the Middle East. Sales in all areas except the Pacific Rim have shown slow growth over the past two years.At present, your company is seeking to restructure and revitalize its worldwide marketing efforts. To accomplish this, you have determined that you need to hire a key marketing person to introduce fresh ideas and a new perspective. There is no one currently in your company who is qualified to do this, and so you have decided to look outside. The job title is “Vice President for Global Marketing”; an annual salary of $250,000-$300,000, plus elaborate benefits, an unlimited expense account, a car, and the use of the corporate jet. The person you hire will be based at the company’s headquarters in the Netherlands and will travel frequently.A lengthy search has turned up four people with good potential. It is now up to you to decide whom to hire. Although all the applicants have expressed a sincere interest in the position, it is possible that they may change their minds once the job is offered. Therefore, you must rank them in order of preference so that if your first choice declines the position, you can go on to the second, and so on.First, read the biographies of each applicant. As you are doing this, rank each of them from 1 to 4, with 1 being your first choice, and explain your reasons for their ranking.For your essay this week, respond to the following questions using the decisions you have made with your rankings.The first section of your paper should be an overview of your rankings and reasons for your decisions.Did your decision include any culturally based biases you may have—for example, feelings, personality traits, or politics in your rankings?Did you make any observations that you feel would have been fully acceptable in your own culture, but were not accepted in other cultures? If so, explain.What implications do you believe any of the applicant’s cultural differences would have in business dealings? In what countries or cultures?What expatriate adjustments for the candidate need to be considered? How will the company handle these?Explain the decision-making process you used to make your decisions.Park L.Park L. is currently senior vice president for marketing at a major South Korean high-technology firm. You have been told by the head of your Seoul office that his reputation as an expert in international marketing is outstanding. The market share of his company’s products has consistently increased since he joined the company just over 15 years ago. His company’s market share is now well ahead of that of competing producers in the Pacific Rim.Park graduated from the University of Seoul and has worked his way up through the ranks. He does not have a graduate degree. In addition to his native tongue, Park is able to carry on a reasonably fluent conversation in English and has a minimal working knowledge of German and French.Saya K.Saya K. is a woman living in Malaysia. She began her teaching career while finishing her DBA (Doctorate in Business Administration) at the Harvard Business School and published her first book on international marketing ten months after graduation. Her doctoral dissertation was based on the international marketing of pharmaceuticals, but she has also done research and published on other areas of international marketing.Two months after the publication of her book, Saya went to work in the international marketing department of a Fortune 500 company, where she stayed for the next ten years. She returned to teaching when Maura University offered her a full professorship with tenure, and she has been there since that time. In addition, she has an active consulting practice throughout Southeast Asia. In addition to fluency in Malay, English, and Japanese, Saya speaks and writes German and Spanish and can converse in Mandarin.Peter V.Peter had worked in a key position in the international marketing division of a US Fortune 100 company until the company pulled out of his country South Africa eight months ago. Peter has a long list of accomplishments and is widely recognized as outstanding in his field. Peter has a PhD in computer science from a leading South African university and an MBA from Purdue’s Krannert School of Business.Peter speaks and reads English, Dutch, Afrikaans, and Swahili and can converse in German.Joe P.Joe is currently job hunting. His former job as head of marketing for a single-product, high-technology firm—highly specialized workstations for sophisticated artificial intelligence applications—ended when the company was bought out by Texas Instruments.Joe has both his undergraduate and MBA degrees from Stanford University. In addition, he was a Rhodes Scholar and won a Fulbright scholarship, which he used to support himself while he undertook a two-year research project on the marketing of high-technology equipment to Third World countries. In addition to his native English, Joe has a minimal command of French—which he admits he hasn’t used since his college days. Your well-written paper should meet the following requirements:Be 6-8 pages in length, which does not include the title page, abstract, or required reference page, which are never a part of the content minimum requirements.Use Saudi Electronic University academic writing standards and APA style guidelines.Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.Review the grading rubric to see how you will be graded for this assignment. RequiredChapter 14 in International Management: Culture, Strategy, and BehaviorChapter 14 PowerPoint slides in International Management: Culture, Strategy, and Behavior“Personal Skills Building Exercises: Whom to Hire” (p. 596) in International Management: Culture, Strategy, and BehaviorOppong, N. (2018). Human resource management transfer challenges within multinational firms. Management Research Review, 41(7), 860-877.Rizwan, T. (2018). Expanding horizons and expatriate adjustment. Cross Cultural & Strategic Management, 25(3), 401-424.Tsai, C., Carr, C., Qiao, K., & Supprakit, S. (2017). Modes of cross-cultural leadership adjustment: Adapting leadership to meet local conditions and/or changing followers to match personal requirements? The International Journal of Human Resource Management, 1-28.RecommendedKokt, D., & Dreyer, T. (2018). Expatriate mentoring: The case of a multinational corporation in Abu Dhabi. South African Journal of Human Resource Management, 16(2).Weisheit, J. (2018). Should I stay or should I go? A systematic literature review about the conceptualization and measurement of international relocation mobility readiness. Journal of Global Mobility, 6(2), 129-157.