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Case Study: End of Chapter 4: China Myths, China Facts, respond to the Case’s Questions for Discussion. (LO #2) This is a 3 – 4 page paper. This assignment looks at the dimensions of culture and the need to test our assumptions. Consider your sources for objectivity and reliability. Refer to the case study rubric in your syllabus for guidance. Chapter Four International OB: Managing across Cultures 117 Myth 1: Collectivism term. sion for many generations: “As a child I was punished for stepping out of the box and told to be average.' But we The part of the myth that's true: Business relation- Reality: Individualism ships and government policies are both built for the long Wei Chen, a Chinese manager in Paris's luxury goods sec- have left this mentality with a passion. In China, we are “In the West we like to debate something, print it out, de- so eager to move ahead. Westerners often feel our style is bate it again, do some analysis," says British logistics ex- pushy and aggressive." An executive at a Canadian phar- ecutive Michael Drake. “But in China it’s, Right, we've maceutical company points out, “There is an intense decided, boom, off we go!Many participants believe the self-interest [in China]—more important than company, appetite for risk is tied to growth. Edith Coron, a French in the West. The US is generally considered the most indi- community, or nation. It is like nothing I have experienced intercultural consultant and coach, says, “In an environ- ment where GDP is growing at over 10% a year, it's under- vidualistic part of the world, but it has nothing on China. standable that the level of entrepreneurship and risk taking Interview subjects cited the Cultural Revolution, the one- should be so high.” Chinese manager Wei Chen confirms, child policy, and mass migration to big cities as factors in "We don't want to lose a single minute. We have a lot of the unraveling collective spirit. confidence, and we are very comfortable with risk. The part of the myth that's true: Decisions are often The part of the myth that's true: Chinese workers often made in groups, and the Chinese are highly skilled at work- hesitate to give individual opinions or brainstorm openly ing in teams. when more-senior people are present. Myth 2: Long-term deliberation Questions for Discussion Reality: Real-time reaction 1. Has this presentation challenged any assumptions you Managers unanimously indicated that the speed of deci- had about China and the Chinese people? Explain. sion making and execution in China is extraordinary com- 2. Using your best cultural intelligence, how would you pared with the West, where “we spend time trying to predict adjust your behavior on a business trip to China? the future and getting it wrong," says Frédéric Maury, a French executive in technical services. “In China no one 3. What cultural adjustments will Chinese managers need thinks about the future.” That's hyperbole, perhaps, but to make if they want to effectively manage Americans a manager who has worked for the World Bank in China in the rapidly growing number of Chinese-owned busi- nesses in the United States? for a decade agrees with the sentiment, saying that ad hoc logistics are quite common but amazingly well executed. 4. Based on what you just learned in this chapter, are you "I've attended dozens if not hundreds of workshops in more or less interested in getting a foreign assignment China, and not one has gone according to plan. Things some day? Explain. change the night before: speakers, topics, even venues. But it all always ends up working out fine. Legal/Ethical Challenge 3M Tries to Make a Difference in Russia ..to Background fact: Russia is the world's most corrupt major of life. But unlike many international companies, which economy, according to Berlin-based Transparency Inter- try to distance themselves from such practices by sim- national's 2010 Corruption Perceptions Index, sliding ply banning them, 3M Russia actively promotes not only to 154th among 178 countries and placing it alongside ethical behavior but also the personal security of its Tajikistan and Kenya.98 employees. 3M's Situation: Russian managers aren't inclined 3M Russia also strives to differentiate itself from com- reward people for improved performance. They spurn mak- petitors by being an ethical leader. For example, it holds ing investments for the future in favor of realizing immediate training courses in business ethics for its customers. 99 that can reduce uncertainty. Add in the country's high po- Should 3M Export Its American The Russian business environment can be corrupt 1. If 3M doesn't like the way things are done in Russia, it shouldn't do business there. Explain your rationale. gains. They avoid establishing consistent business practices litical risk and level of corruption, and it's no wonder that many multinationals have all but given up on Russia. and dangerous; bribes and protection money are facts Mor Ethnocentrism, Cultural intelligence, 95 High-context cultures, 97 Low-context cultures, 98 Polychronic time, 102 Proxemics, 103 OB in Action Case Study China Myths, China Facts97 Anyone working with the Chinese will find a multi- Chinese business culture is unique, but not in all the ways outsiders tend to assume. To identify the most common faceted, fast-changing culture. As one respondent notes myths, we interviewed dozens of North American and Eu- managers can tap Eastern and Western strengths alike h ropean expats ("expatriots" who work in a foreign coun- learning the nuances of both business cultures and deod try ) as well as some Chinese managers now working in the oping the flexibility to work in either one. "The Chinese West, all of whom have spent at least three years doing will often pop in to see you with no appointment," says on business in China. Our research uncovered three principal uncovered three principal executive. "I've learned I can do this, too. If I have 30 min myths, perpetuated informally through stereotypes and utes to spare, I just make a quick call from a taxi and visi formally through management-training programs someone working in the area." Graduate Case Study Rubric Criteria Ratings Pts Proficient - Identifies and Basic - Identifies and Poor - Identifies and understands few of the Excellent - Identifies and Identification of the main issues understands all the main and/or problems 3-5 issues and/or issues in the case study. 5.0 pts problems. 10% understands most of the main issues in the case study. 3.0 pts understands some of the main issues in the case study. 2.0 pts 5.0 pts main issues in the case study. 0.0 pts Literature research & review Majority (at least 60% or higher) of articles and/or references must be within last 10 years. 15% Excellent research with clearly documented associations between problems or questions and key course concepts and good (3 or more) use of corroborating sources. 5.0 pts Good research and documented associations between problems or questions and key course concepts and some (2 or more) use of corroborating Limited research and associations between the problems or questions and key course concepts and little (1 or more) use of corroborating sources. 2.0 pts Incomplete research and associations between the problems or questions and key course concepts and no use of corroborating sources. 0.0 pts 5.0 pts sources. 3.0 pts Analysis of the key issues All issues must be analyzed. 25% Insightful and thorough analysis of all the key issues. 5.0 pts Insightful and thorough analysis of most of the key issues. 3.0 pts Insightful and thorough analysis of some of the key issues. 2.0 pts Incomplete analysis of the key issues. 0.0 pts 5.0 pts Alternative solutions and/or options Provide method of comparison between allernatives. 20% Alternatives cover all the key issues with method to evaluate all equally. 5.0 pts Alternatives cover most of the key issues with method to evaluate. Alternatives cover some of the key issues with method to evaluate. 2.0 pts Incomplete analysis of alternatives with no evaluation method. 0.0 pts 5.0 pts 3.0 pts Observations and/or recommendations on effective solutions Include short-term and long-term recommendations: included should be realistic time frames, designation of roles and responsibilities of all stakeholders and an appropriate evaluation program, 20% Well-reasoned, logical, relevant observalions and recommendations on effective solutions to most of lle problems/issues. 5.0 pts Solid, well-thought out observations and recommendations on effective solutions to many of the problems/issues. 3.0 pts Shallow observations and recommendations on effective solutions to some of the problems/issues. 2.0 pts Superficial observations and recommendations on effective solutions to a few of the problems/issues. 0.0 pts 5.0 pts Writing Skills/Professional Presentation includes overall composition.structure.grammar, spelling, and punctuation. 10% Writing is totally free of erammar & spelline errors. clear concise and creative presentation of ideas and properly referenced. There are few spelling or grammatical errors. Most ideas are clearly presented and rerurences are used, 3.0 pls There are several spelling or eramma ucal errors, Some ideas are clearly presented. References are sporadic or not used: 2.0 pts There are many spelling errors and erammatical mistakes. Ideas are hard to follow. References are not used: 0.0 pts 5.0 pts Total Points: 30.0 - Pravious N-
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