This Week You Learned About Strategy And Planning In Complet ✓ Solved

This Week You Learned About Strategy And Planning In Completing Your

This week you learned about strategy and planning. In completing your assignment, you developed a plan as a means of reviving a failed company. Develop a visual board advertisement to show your ideas for rebranding and reviving the organization. This should be creative and visually appealing. Your initial post should be words You will be required to choose one of the three countries and write a report on that country for your employer telling how business is done differently in that particular country.

There are questions to help you get started. Subheadings should include: social-cultural, economical, legal-political, and managerial differences. I will be looking for a 3-5 body page report (This does not include your title page and reference page). Grammar and spelling are very important. APA format is required.

You must document your sources. DON'T NOT COPY DIRECTLY FROM THE INTERNET! I WILL CHECK AND YOU WILL NOT RECEIVE CREDIT FOR COPYING! DESCRIPTION OF MODULE Students will imagine that a firm that would like to conduct business in the following countries has hired them: Brazil, China, and India. In a written report to their employer, students will discuss what information the firm would need to know about the country before they attempt to do business there.

Students will look at social-cultural, economical, legal-political, and managerial differences between the US and the other countries. Students will choose from the three, which country they would like to study. OBJECTIVES Students will: 1. Demonstrate a basic understanding of management in a globally interdependent and diverse business world. 2. Highlight the opportunities and challenges of conducting business in other countries. 3. Develop an understanding of cultural and legal differences in the global business environment. 4. Compare and contrast the social-cultural environment of Brazil, China & India to the US. 5. Compare and contrast the economical environment of Brazil, China & India to the US. 6. Compare and contrast the legal-political environment of Brazil, China & India to the US. 7. Compare and contrast the managerial differences of Brazil, China & India to the US. 8. Synthesize research into a managerial report. METHODOLOGY Lectures/Discussions: Approximately 3 hours will be devoted to this module. It will be included within the existing Introduction to Business course. Lecture and discussions on The Global Market Place will place emphasis on doing business in other countries, introducing students to the language and concepts of globalization. Audio-Visuals: DVD’s focusing on Brazil, India, and China will be shown (ECC library and video links below). Current news programs and specials from television will also be incorporated as appropriate. Video Links China India Brazil All Three ASSIGNMENTS Students will choose what country they would like to study (Brazil, China, or India). In a written report to their employer, students will discuss what information the firm would need to know about that country before they attempt to do business there.

Sample Paper For Above instruction

When exploring international business opportunities, understanding the cultural, economic, legal-political, and managerial environment of a target country is paramount. For this essay, I have chosen China as the focus country to analyze how doing business in China differs from the United States. This comprehensive report will provide insights into the social-cultural, economic, legal-political, and managerial differences vital for a firm seeking to expand its operations into China.

Social-Cultural Differences

The social and cultural environment in China vastly differs from that of the United States. Chinese society is deeply rooted in Confucian values emphasizing respect for hierarchy, collectivism, and harmony (Hofstede, 2001). In contrast, American culture prioritizes individualism, independence, and self-expression (Kim & Park, 2003). Greetings and business dealings in China often involve formalities such as bowing, exchanging business cards with two hands, and observing cautious communication styles to avoid conflict (Chen & Starosta, 1998). Respect for authority and seniority influences negotiation styles, whereby deference to elders is expected. Additionally, face-saving is crucial in Chinese interactions, necessitating careful language to avoid embarrassment or confrontation (Xu & Reid, 2014). Understanding these social nuances is essential for establishing trust and successful business relations.

Economic Environment

China's economy has experienced exponential growth over the past four decades, transitioning from an agrarian economy to a global manufacturing powerhouse (Zhao, 2013). The country boasts a mixed economy with significant state-controlled sectors alongside burgeoning private enterprises (Lin & Liu, 2014). Compared to the U.S., China offers a vast consumer market with a rapidly rising middle class that presents substantial opportunities for foreign businesses. However, economic disparities between urban and rural areas pose challenges in market segmentation (World Bank, 2022). Currency controls, inflation rates, and government incentives for foreign investment also impact international firms seeking entry into the Chinese market.

Legal-Political Environment

The legal system in China is characterized by a lack of transparency and an evolving regulatory framework heavily influenced by the Communist Party (Cheung, 2010). Intellectual property rights enforcement remains weak, posing risks for foreign firms concerned with patent infringements and copyright violations (Liu & Wang, 2015). Politically, China is a one-party state with centralized authority, which can lead to sudden policy shifts affecting business operations. Foreign investors must navigate complex legal requirements, including joint venture mandates and restrictions on certain sectors (U.S. Department of State, 2023). Understanding the political landscape and legal obligations is vital for compliance and risk management.

Managerial Differences

Management styles in China contrast notably with Western practices. Chinese managers tend to adopt a paternalistic approach, emphasizing harmony, loyalty, and respect for authority (Brewster et al., 2016). Decision-making is often centralized, with consultations within a hierarchy rather than broad stakeholder involvement (Li & Zhang, 2019). In contrast, American firms favor participative and democratic management styles. Cross-cultural management necessitates sensitivity to these differences, including communication preferences, expectations for supervision, and employee motivation strategies (Chen & Muzio, 2016). Bridging these managerial gaps requires cultural competency and adaptable leadership approaches.

Conclusion

Expanding business into China requires a thorough understanding of its unique social-cultural, economic, legal-political, and managerial environment. Successful entry depends on respecting cultural norms, navigating complex regulations, assessing economic opportunities, and adjusting management practices accordingly. Recognizing these differences allows firms to develop strategic plans that foster positive relationships, mitigate risks, and leverage China's vast market potential.

References

• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
• Chen, G. M., & Muzio, D. (2016). Managing cross-cultural differences in organizational contexts. Journal of International Business Studies, 47(9), 1141-1158.
• Chen, S., & Starosta, W. J. (1998). Foundations of intercultural communication. Allyn & Bacon.
• Hofstede, G. (2001). Cultures consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage Publications.
• Kim, Y. Y., & Park, S. (2003). Cultural perspectives in intercultural communication. International Journal of Intercultural Relations, 27(3), 255-262.
• Li, H., & Zhang, H. (2019). Management practices in China. Asia Pacific Journal of Management, 36(2), 323-340.
• Liu, X., & Wang, Y. (2015). Intellectual property rights enforcement in China. China Economic Review, 36, 220-230.
• U.S. Department of State. (2023). China country report. https://www.state.gov/reports/2023-country-conditions/china
• World Bank. (2022). China overview. https://www.worldbank.org/en/country/china
• Zhao, L. (2013). The Chinese economy: Transitions and growth. Economic Studies Journal, 56(1), 45-59.