Extra Credit Chapter 2: Answer The Following Questions As Es ✓ Solved

Extra Credit Chapter 2: Answer as essays the following quest

Extra Credit Chapter 2: Answer as essays the following questions: EC2 a. How can managers be encouraged to develop global thinking? EC2 b. Why do you think some companies encourage alternative work arrangements? EC2 c. Are legal requirements and ethical standards synonymous?

Prepare a 4-MAT Book Review with these sections: 1. Abstract — 300-word objective summary with minimum of 2 footnotes to the text. 2. Concrete Response — 150+ words, first person personal experience triggered by the book. 3. Reflection — 150+ words critical questions raised, use third person. 4. Action — 2–3 pages, at least 3 measurable action steps with specific times and people. Include Turabian style title page, pagination, footnotes, and Bibliography.

Also answer the Chapter 2 online discussion questions as essays: 1. What effects will globalization have on a company's culture? How can an organization with a strong "made in America" identity compete globally? 2. Why is diversity important? Is the workforce more diverse today? 3. How does a manager balance celebrating individual cultures and forming a unified organizational culture?

Paper For Above Instructions

Introduction

This paper provides concise essay responses to the Extra Credit Chapter 2 prompts (EC2 a–c), outlines the required 4‑MAT book review structure, and answers the Chapter 2 online discussion questions. The goal is practical, evidence-based guidance that a manager or student can apply. In-text citations support claims and recommended actions.

EC2 a — Encouraging Managers to Develop Global Thinking

Managers develop global thinking when organizations create exposure, incentives, and structured learning opportunities. Practical steps include international rotations and short-term assignments that build tacit knowledge about markets and cultures (Bartlett & Ghoshal, 1999). Cross-cultural training and structured reflection sessions—using frameworks such as Hofstede’s cultural dimensions—help managers interpret behavior and organizational norms across countries (Hofstede, 2001). Creating multinational teams with shared goals fosters routine collaboration across borders and normalizes diverse perspectives (Schein, 2010). Finally, performance metrics and promotion criteria should reward global initiatives and culturally informed decision-making; tying rewards to global outcomes signals organizational priority and accelerates mindset change (Bartlett & Ghoshal, 1999; Robbins & Judge, 2019).

EC2 b — Why Companies Encourage Alternative Work Arrangements

Companies adopt alternative work arrangements—remote work, flexible schedules, part-time, gig work—to access talent, lower costs, and enhance employee retention. Empirical evidence shows remote work can raise productivity and reduce turnover when well-managed (Bloom et al., 2015). Alternative arrangements also provide resilience: firms can scale staffing to demand and manage labor-cost variability (Kalleberg, 2009; ILO, 2016). For knowledge work, flexibility improves work-life balance and attracts employees in competitive labor markets, while for firms it can reduce real estate expenses and expand geographic recruitment (Bloom et al., 2015; Sullivan & Lewis, 2001). Organizations considering alternatives should implement clear performance metrics, communication norms, and fairness policies to mitigate isolation, uneven workloads, and legal risks (Robbins & Judge, 2019).

EC2 c — Are Legal Requirements and Ethical Standards Synonymous?

Legal requirements and ethical standards overlap but are not synonymous. Laws establish minimum, enforceable rules; ethics reflect moral judgments about right action beyond legal compliance (Treviño & Nelson, 2016). Firms can be legally compliant yet ethically deficient (e.g., exploiting loopholes) or ethical yet not legally required to act (e.g., voluntary sustainability efforts). Effective governance treats law as a floor, not a ceiling: ethical leadership and codes of conduct encourage behaviors that exceed legal mandates and build trust with stakeholders (Trevino & Nelson, 2016; Bazerman & Tenbrunsel, 2011). Embedding ethics into decision processes—training, ethical audits, and leadership modeling—reduces the gap between compliance and integrity (Mayer et al., 2012).

4‑MAT Book Review: Structure and Practical Guidance

To prepare the 4‑MAT book review, follow the specified sections and length requirements precisely:

• Abstract (300 words): Provide an objective, third‑person summary of major themes and contributions. Include at least two footnotes referencing specific pages or chapters of the text to demonstrate close reading.
• Concrete Response (≥150 words): In first person, recount a vivid personal memory or event the book triggered. Use sensory details and exact quoted phrases you remember to create a strong personal link.
• Reflection (≥150 words): In third person, critically evaluate the book’s arguments. Pose sharper questions than the author, note omissions, and suggest improvements targeted to your field of service.
• Action (2–3 pages): List at least three measurable action steps with timelines, responsible people, and indicators of success (e.g., "Within 90 days, implement quarterly cross-cultural workshops for managers; success = 80%+ participation and measurable attitude change on surveys").
• Formatting: Include a Turabian-style title page, pagination, footnotes, and bibliography to meet scholarly standards.

Chapter 2 Online Discussion Questions — Essay Responses

1) Globalization reshapes company culture by increasing cultural plurality, requiring flexible norms and hybrid practices. Multinational operations introduce new value systems and practices; firms that deliberately evolve toward inclusive, learning-oriented cultures succeed (Hofstede, 2001; Schein, 2010). A "made in America" brand can compete globally by preserving quality and identity while localizing marketing, supply chains, and partnerships—adopting a glocal strategy that combines core brand attributes with local adaptation (Bartlett & Ghoshal, 1999).

2) Diversity matters because cognitive variety improves problem-solving, innovation, and market understanding (Thomas & Ely, 1996). The contemporary workforce is more diverse in gender, ethnicity, age, and global mobility than past decades, though representation gaps persist in leadership roles; firms must move beyond representation to inclusion practices that enable diverse employees to contribute fully (Robbins & Judge, 2019).

3) Managers balance cultural celebration and unity by establishing shared organizational values while permitting local expressions. Use a core-values framework (non-negotiables) plus localized rituals and recognition programs that honor cultural differences. Structured forums and integrated team goals encourage belonging to both identity layers (Schein, 2010; Thomas & Ely, 1996).

Conclusion

Developing global thinking, adopting flexible work arrangements, and distinguishing legal from ethical obligations are interrelated management challenges that require intentional policies, measurable practices, and leadership commitment. The 4‑MAT book review structure provides a disciplined method for converting reading into personal insight and actionable change. Applying evidence-based steps—international exposure, flexible work governance, ethical leadership, and inclusion strategies—helps organizations and managers adapt successfully to a globalized, diverse workplace.

References

• Bartlett, C. A., & Ghoshal, S. (1999). Managing across borders: The transnational solution. Harvard Business School Press.
• Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2015). Does working from home work? Evidence from a Chinese experiment. Quarterly Journal of Economics, 130(1), 165–218.
• Bazerman, M. H., & Tenbrunsel, A. E. (2011). Ethical breakdowns. Harvard Business Review, 89(4), 58–65.
• Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations (2nd ed.). Sage Publications.
• International Labour Organization. (2016). Non‑standard employment around the world: Understanding challenges. ILO Research Brief.
• Kalleberg, A. L. (2009). Precarious work, insecure workers: Employment relations in transition. American Sociological Review, 74(1), 1–22.
• Mayer, D. M., Kuenzi, M., & Greenbaum, R. (2012). Examining the link between ethical leadership and employee misconduct. Journal of Business Ethics, 95(1), 7–16.
• Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey‑Bass.
• Thomas, D. A., & Ely, R. J. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business Review, 74(5), 79–90.