Many business processes and services can be outsourced to other countries. The success of such ventures depends upon the ability of business managers to evaluate the feasibility and effectiveness of outsourcing any particular processes or serviceBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:Competency 1: Analyze cultural communications that affect international business.Evaluate the practice of outsourcing in terms of cross-cultural communication.Competency 2: Evaluate patterns of global organizational structure and hierarchies.Determine the driving force behind outsourcing business processes and services.Identify business processes and services that are good candidates for outsourcing.Competency 3: Analyze the role of international business culture in the negotiation process.Determine the feasibility of outsourcing in terms of cross-cultural organizational structures and hierarchies.Identify the most significant issues business managers should consider when determining whether to outsource business processes and services.ContextDuring the latter part of the 20th century and continuing into the 21st century, one of the dominant themes in business has been globalization. Advances in technology are undoubtedly a significant factor in enabling globalization, such as the ability for business managers around the world to communicate instantly and effectively using voice, text, and even video. The Internet and associated software and hardware have also had a dramatic impact on that, allowing documents, databases, and a wide range of information to be shared without concern for time or geographic boundaries. Capella courses are prominent examples of that, with faculty, learners, and staff all involved in providing an efficient and effective learning environment spanning many countries. The manufacturing sector is another prominent example of globalization, such as the manufacturing and assembly operations of automobile manufacturers spanning international boundaries.Certainly some would say globalization has provided many benefits to businesses and people interested in obtaining associated products and services. But at the same time, globalization has created significant controversies and challenges. For example, governments throughout the world are now finding it difficult to define and interpret the modern business world as related to historical "made in X" (X being some country) guidelines or laws. At the very least, such definitions are often lengthy and complex these days.One of the most intriguing (and likely challenging) issues facing business at present is the topic of cross-cultural differences related to globalization. What's considered perfectly acceptable in one country might be considered inappropriate or even illegal in a different country. And at a more subtle level, topics such as how managerial decisions are discussed, negotiated, and approved within an international business environment can have significant cultural dimensions. Some countries have a highly participative culture, where a fairly large group of managers will be involved in considering some issue. Others might have a more centralized decision-making culture, whereby the senior manager involved has the responsibility for making relevant decisions.Questions 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.Using your own international business experience, reflect on the following:What challenges might manager faces if they are unable to speak the language of a country in which they are involved?What attributes do you believe successful global managers should possesResourcesSuggested 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.Library ResourcesThe following e-books or articles from the Capella University Library are linked directly in this course:Adekola, A., & Sergi, B. S. (2007). Global business management: A cross-cultural perspective. Abingdon, Oxon, GBR: Ashgate Publishing Group.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-FP4016 – Global Business Relationships Library Guide to help direct your research.Internet ResourcesAccess the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.Michigan State University. (2009). GlobalEDGE: Global resource directory. Retrieved from http://globaledge.msu.edu/resourcedeskTextbook ResourceHill, C. W. L., & Hult, G. T. M. (2020). Global business today (11th ed.). New York, NY: McGraw-Hill. Available in the courseroom via the VitalSource Bookshelf link.Assessment InstructionsExamine the issue of potentially outsourcing legal services to another country. Write an analysis that addresses the following questions:What are some of the variables associated with outsourcing legal services? Which major, or key, variable constitutes the driving force behind this practice?Do you consider legal services outsourcing a good practice in terms of cross-cultural communication and cross-cultural organizational structures and hierarchies? Why or why not?What other business processes or services might be good candidates for outsourcing? Why? How do these business processes and services compare to legal services in terms of potential outsourcing risks and benefits?What are some of the issues business managers should consider as they determine whether to outsource such services? Which of these issues are more or less important to a successful outcome than others? Why?Support your analysis with references from the Capella University Library, globalEDGE, or other Internet sources.Additional RequirementsUse the following guidelines when writing your analysis:Length: 250–500 words.Writing: Your analysis should be free of grammar and spelling errors, demonstrating strong written communication skills.Format and references: Use proper APA-formatted references and in-text citations when identifying your sources.

Part 1 Using one case study from the Part 1 Scenarios document, address the following prompts: For each person in the scenario, did he or she behave ethically or unethically? Explain why, providing at least one scholarly resource to support your answer. (150–225 words, or 2–3 paragraphs) How could this scenario have been addressed more effectively? (75–150 words, or 1–2 paragraphs)   What are the potential internal (leadership/management) and external impacts of this unethical behavior on the organization? (150 words, or 2 paragraphs)   Did organizational, positional, or personal power affect the ethical decision making of those involved? Explain why or why not. (75–150 words, or 1–2 paragraphs)   Part 2 Using one case study from the Part 2 Scenarios document, address the following prompts: Does this business adhere to ethical practices? Why or why not? (75–150 words, or 1–2 paragraphs) What are the potential internal (leadership/management) and external impacts of these business practices on the organization? (150 words, or 2 paragraphs)