Project #160236 - International Management Essay

Business Tutors

Subject Business
Due By (Pacific Time) 12/15/2016 12:00 am


NOTE:  You must include the question prior to each question – and since each question has multiple parts, each individual part (26) needs to have a question preceding the corresponding answers – to not do this will result in a full grade reduction. Must be typed and pages stapled together. Clarity, specificity and evidence of critical thinking is essential.

Remember: your goal is to demonstrate the breadth and depth of your knowledge on the topics below.



  1. (15 points) What are Hofstede’s six cultural dimensions? A) Define (clearly differentiate) each dimension; AND B) Given the US-Russia cultural dimensions data which you can find on the Hofstede website, what specific human resource practice differences between the two countries would you expect to see and why; and C) what specific consumer marketing differences would you expect to see between your home country (USA) and Russia and why?; and D) what differences in organizational structure between the two countries would you expect to see and why? (give at least three for each of these groups, i.e. human resources, marketing and structure in B, C & D);  AND finally, E) Choose the cultural dimension of Hofstede which you feel is probably the single most important one for a native U.S. manager to understand when working in Russia and briefly explain the reasons for your  decision.


  1. (8 points) Explain: A) each of the basic elements of Maslow’s hierarchy of needs, AND B) briefly explain how these needs and hierarchy look different in China than in the U.S. and why.  Also C) explain the cultural reasons for each of these differences; and D) what these differences might mean for a U.S. human resource manager building an organization in China.


  1. (8 points) A) What are the major parts of a typical academic journal research article AND B) explain what section(s) of the journal article you would first read at to determine if it would be of interest to you and your work?



  1. (8 points) Fully address each these issues – be specific.  A) What things must a company do to maximize the chances of expatriate success when taking a new position and B) assist an expatriate returning from one (repatriation)?



  1. (8 points) A) Briefly describe each of the “five forces” that Michael Porter believes shapes an industry regardless of country and briefly describe each AND also describe what has been called the “sixth force”?  B) Which of these five forces do you believe may be most impacted by Hofstede’s Masculinity cultural dimension and why?


  1. (8 points) A) Describe (with examples) what is meant by “High Context” and “Low Context” with regards to country cultures and give an example of such a country for each? B) How might a person need to approach a business negotiation differently in a high versus a low context culture country and why given these cultural differences?


  1. (8 points) Based upon the selection/interviewing exercise we did in class, answer the following questions.  A) What specific information should you attempt to obtain regarding the company with whom you are interviewing prior to your interview? B) What is the single most important thing you can do during the interview regarding the information obtained in the previous question?



8.     (12 points) A) Define cultural intelligence (CQ) as an overall construct and then each the four major sub-dimensions and how each are defined;  B) what are several important expatriate-related outcomes of cultural intelligence;  C) Discuss at least one way a person can use to increase each of their 4 dimensions of CQ.



9.     ( 25 points) U.S. Researcher at Meeting Case Scenario.


Mark Harris, Ph.D. just arrived in London from the U.S. for a two day meeting.  He is an Associate Director and senior research scientist in the U.S. operations at a large Japanese healthcare company and he is representing his U.S. product development department at the company’s important annual research development meeting where global product development priorities are discussed for the coming year and decisions made on the allocation of resources for these products.  The plan was for him to attend the meeting with his department head, but at the last moment she became ill and was unable to travel, so Mark will be representing the U.S. operation alone. Chaired by the Japanese Senior V.P. of Global Research, twenty-five people are attending this meeting from the major product development operations in Asia (including 2 research directors and 4 very senior-level finance and general managers from Japan, 2 research directors from China and 1 from India), Latin America (5 research directors from Brazil, Argentina, Mexico, and Chile), Europe (8 managers from UK, Germany, Sweden, France, and Spain) and from Canada (2 research directors).  The objective of this meeting is to ultimately determine how company resources will be allocated to specific global research projects in the coming year.


Mark has been asked by U.S, management to communicate to the group the importance of continuing work on a specific and unique product line that the U.S. development team and U.S. senior management believes has great potential in the U.S., even though the other regions have not tended to express support for it during the past year.


Over the past two decades, the U.S. operation has had the majority of company worldwide sales and has been the most profitable, although over the past few years sales in other regions, especially Europe and Asia have grown faster, and to the point that together, they will soon equal or surpass the sales of the United States.  At the same time profit margins in the U.S. have begun to decline.  U.S. management and especially Mark’s research group are convinced this new development project will keep the U.S. as the company’s largest and most profitable operation.


As Mark finished his notes the evening before the meeting was to begin. He decided to not leave things to chance and that he would take the first opportunity in the morning to make it clear to everyone at the meeting that the U.S. development team was excited about their new product development project and that it was critical that the significant global resources necessary to continue this project be allocated to the U.S. especially since the U.S. was the biggest single healthcare market in the world and, therefore, had the most sales and profit potential.  He also wanted to make it clear that once the product was successful in the U.S., the rest of the company’s operations would benefit as each of the other countries would want to have the product as well once they saw the U.S. market acceptance of it.


Questions: (completely develop/explain your answers)

A)    What do you see as the potential major challenges (cultural and non-cultural) facing

Mark at this meeting - and explain why you feel each is a challenge?

B)   What do you see to be the potential strengths in Mark’s strategy?

C)   What do you see as the potential weaknesses in Mark’s strategy? 

D)   What specific things do you think Mark should do? (Be specific and put suggested actions in order they should occur) 




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