/n Summative Assessment Assessment title Al-In class debate Submission date and time Week 8 Word Count (or equivalent) 15 Minutes debate + Poster Where to submit Feedback date Assessment Weighting Turnitin/Blackboard (Poster 15 working days after subm 50% Submitting, feedback & grades online using Blackboard Main objectives of the Assessment The aim of this assignment is to enhance students' understanding of how cultural differences impact various aspects of business management and to develop their critical thinking, research, communication, public speaking, persuasion techniques and development of empathy by engaging with diverse viewpoints. Additionally, it engages students to delve into the complexities of managing and working in diverse as well as confront biases and stereotypes that may influence their perceptions of different cultures. This promotes self-awareness and a more balanced view of cultural differences in a globalised environment. For assignment A1, you will be given a scenario to debate with a group of peers in the class; this scenario will be given to you by your module tutor one week prior to the debate taking place. The scenario could involve any part of the module content you have studied up to week 7. You will be required to present arguments and counterarguments clearly and persuasively during the debate. This cultivates your ability to articulate ideas effectively and engage in constructive discussions. Please note that you must conduct desk research to gather information about cultures and management practices. This research could involve studying academic articles, case studies, real-world examples, and cultural dimensions models. You must apply theory to practice. No. Learning Outcome Marking Criteria OBJ OBJ 4 OBJ LO4. Debate the effect of culture as an explanatory A1 Marking criteria for Debate and Poster OBJ OBJ factor within OBJ existing OBJ approaches to OBJ understanding leadership and OBJ OBJ 6 identify ways of enhancing intercultural communication and to highlight Marking Scheme Debate • Clear articulation of main points. importance of • Depth of analysis and critical thinking. culture in negotiation processes. OBJ LO6. Appraise • Demonstrated understanding of theoretical foundations. • Use of appropriate language and tone. • Contribution to the overall debate quality. the factors • Unique insights or perspectives offered. influencing motivation in a • Adherence to Rules and Time Management. cross-cultural context OBJ OBJ OBJ OBJ Overall Impact: Marks 50% 25% Summative Assessment 2 Assessment title OBJ OBJ OBJ • Staying within allotted time limits. • Adhering to debate format and guidelines. • Alignment of arguments with the central theme avoiding tangential or irrelevant points. • Respectful engagement with fellow debaters. Poster OBJ 25% • Summary of theories applied to real life scenarios used in the debate. Total 100% A2 Individual written assig Submission date and time Week 14 Word Count (or equivalent) 2000 words Where to submit Feedback date Assessment Weighting Submitting, feedback & grades online using Blackboard Turnitin/Blackboard 15 working days after submi 50% Main objectives of the Assessment This assessment aims to encourage the students to explore the multiple layers of culture through a comparative 'ethical' approach to understand their implications for international business. Also, to analyse the role of culture in this context, with a focus on how societal culture impacts organisational arrangements. Moreover, by researching the models of culture, students will investigate how culture influences management and various business functions, particularly examining how HR strategies are shaped by cultural factors at different levels - whether institutional or values-oriented. Additionally, it aims to uncover the explanatory role of culture in existing leadership frameworks and suggest strategies for improving intercultural communication. The study will highlight the crucial significance of culture in negotiation processes. Ultimately, its goal is to identify and examine the philosophies that underpin people management and establish connections between these philosophies and cultural influences. Assessment 2: you are expected to write a 2000-word report. Business Scenario: When a major international product developer needed to produce a product X quickly, the project manager assembled a team of employees from two different countries. From the start, the team members could not agree on a delivery date for the product. Diverse teams have different ideas about what and how to proceed, and these differences may lead to conflicts among team members. Nevertheless, in this case, these conflicts arose from cultural differences. As tensions mount, conflict over progress and feedback becomes personal, disrupting team members' communication about even mundane issues. You must pick from one pair of the two countries given below who are involved in the project and try to resolve the conflicts. • Greece and Australia • Germany and Brazil • U.S.A. and Japan • France and Russia • Singapore and Mexico • Saudi Arabia and Ghana The CCM issues referring to the scenario given that you must consider are the following: • Direct vs. Indirect Communication • Issues with accents. • Differing attitudes toward hierarchy and authority • Conflicting norms for decision-making No. Learning Outcome Marking Criteria 1 OBJ Assessment criteria Marks OBJ OBJ LO1.Define and conceptualise 'culture': a Introduction OBJ difficult and • Business scenario description illustrated by an example. contested 10% OBJ area. • Rationale of the relevance of the topic OBJ Distinguish between 2 different OBJ levels of culture, OBJ Identify the comparative, Aim of the report Concept, Models, Theories • Relevant concepts, models, and theories. 20% OBJ 'etic' approach Task Analysis OBJ 3 OBJ OBJ LO2. Critically analyse the • The management issues must be analysed with respect to the relevant concept, models and theories of CCM 40% OBJ role of culture • Conflict between different cultures with respect to the two nations specifically must analysed, applying concept, models, and theories. in OBJ international business OBJ Conclusion context and 10% examine the OBJ • Conclusion and Recommendations of possible solutions. 4 relative impact of societal culture as a Use of data and references • Credible and up to date sources must be used for references. 20% . Body of work must be properly cited. contingent factor affecting organisational arrangements. OBJ OBJ LO3. Assess and leverage the impact of OBJ culture in management and other business functions and Consider ways in which HR strategies are affected Total 100%/n STUDENT HAS DONE WHOLE WORK FOR BOTH THE ASSIGNEMENTS AND GOT SOME FEEDBACK. WE NEED TO MAKE CHANGES IN THE WORK SPECIFICALLY IN THE AREAS SHOWN IN IMAGES ATTACHED BELOW. In addition to this, you have to go through whole instructions file and see if any change is required in the work done by student to make it better and more aligned with instructions file & rubrics. Submit 2 files in 2 formats for each assignment- 1. file that student should submit, 2. same file with changes that you made highlighted Areas to focus in assignment-1 – make changes in highlighted tasks. - Also, check if whole work is as per what is asked in instructions file-if required make changes in other sections of work as well. Title: Cross-Cultural Management of a project team made up of US and Japanese individuals Introduction .Context and business scenario Cross cultural management involves consideration of cultural factors in decision-making which might have a significant effect on the outcome of projects (Soderberg and Holden, 2002). When individuals representing different cultures are on the project, potential conflicts might arise which sometimes can prevent the project from going forward smoothly (Chevrier, 2003). In this project, the project team consists of individuals from the USA and Japan and the coordinated work of these individuals from considerably different cultures is essential in order to ensure the completion of the project successfully. Rationale for the relevance of the topic The topic is the development of a solution to potential cross- cultural management issues that could arise in the work of a team consisting of American and Japanese people. As the existence of cultural differences is highly likely to cause some friction and disagreements, it is worth identifying these issues and proposing solutions in the report prior to the project. . Aim of the report The report aims to determine key cross-cultural management issues that could emerge during the work of a project team made up of US and Japanese members and provide recommendations to address these issues. Concepts, models and theories One of the primary models analyzing cultural differences between countries and the potential effect of these differences on the management of companies is Hofstede Cultural Dimensions (Wu, 2006). According to the model, dimensions of culture are power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, indulgence vs constraint and short-term vs long-term orientation (Fang, 2003). There are considerable differences between some nations whereas countries with similar characteristics have a close score on the dimensions. For example, countries with strong culture and norms would be characterized as having a much higher power distance compared to societies with more egalitarian nature. Furthermore, traditions of countries are also reflected in whether individuals are more oriented to having fun or being constrained by norms of society which necessitate to be in conformity (Soares at al 2007) In other words, Cultural L -11.. Done USA Japan Cross cultural (3 of 28) made up of US and Japanese members and provide recommendations to address these issues. Concepts, models and theories One of the primary models analyzing cultural differences between countries and the potential effect of these differences on the management of companies is Hofstede Cultural Dimensions (Wu, 2006). According to the model, dimensions of culture are power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, indulgence vs constraint and short-term vs long-term orientation (Fang, 2003). There are considerable differences between some nations whereas countries with similar characteristics have a close score on the dimensions. For example, countries with strong culture and norms would be characterized as having a much higher power distance compared to societies with more egalitarian nature. Furthermore, traditions of countries are also reflected in whether individuals are more oriented to having fun or being constrained by norms of society which necessitate to be in conformity (Soares, et al., 2007). In other words, Cultural Dimensions suggested by Hofstede are actually grounded in practicality and actual life and the model is one of the most frequently used in terms of analyzing potential cultural differences between countries and how these differences would affect the management of companies (Minkov and Hofstede, 2011). Additionally, the GLOBE project is a more recent and comprehensive research analyzing different aspects of cross- cultural management (Javidan and Dastmalchian, 2009). The research built on existing models of leadership and cultural theories including the dimensions of Hofstede. The findings of the project suggested that such differences as power distance, uncertainty avoidance, humane orientation, collectivism, assertiveness, gender egalitarianism, future orientation and performance orientation exist among nations (House, 2001). Therefore, the nations participating in the research were divided into such groups as Nordic, Anglo, Germanic, Latin European, African, Eastern European, Middle Eastern, Confucian, Southeast Asian and Latin American. Hence, according to the findings of the study, characteristics of nations related to culture differed between these groups of nations. In other words, countries with similar culture also shared certain characteristics and managing project members from these countries in a team would be easier compared to managing teams with more diverse representation (Peterson and Castro, 2006). AREAS TO FOCUS IN ASSIGNMENT-2- MAKE CHANGES IN INTRODUCTION, DESCRIBE IT MORE. Also, check if whole work is as per what is asked in instructions file-if required make changes in other sections of work as well. < International business Introduction The selected countries for analysis are the United States of America (USA) and China which are significant players in the auto industry (Mayoral, 2022). The US auto industry, however, is not as competitive in the EV sector as its Chinese rival as conventional petrol cars are more prominent in the US auto industry due to the popularity of these vehicles for consumers (Hertzke, et al., 2017). EV segment is, therefore, the subject of intense competition between countries and Chinese dominance in the sector has pushed its rivals such as the US and Europe to invest significant resources in the EV production and even take drastic actions such as placing tariffs on China-made EVs in order to neutralize the threat of Chinese EVs in the US market (Graham, et al., 2021). The China's control of supply chains in the East has provided the company with a competitive edge against its rivals in addition to the fact raw materials are more accessible and cheaper for Chinese companies increasing the sustainable advantage of these firms over their US competitors. The companies which are investigated in the report are Tesla and BYD which are leading EV-makers in the world and arch- rivals of each other. In fact, BYD overtook Tesla as the company which sold the largest number of EVs in the world recently adding to the concerns of US automaker in terms of catching up with its rival and gaining a sustainable competitive advantage in the long-run (Peter & Natalie, 2024). Tesla is an independent corporation headquartered in the US which popularized EVs with stylish looks and high performance. BYD is a Chinese giant in the EV industry which has taken over the world of car production with mainly support from the government as the Chinese government provided the company with substantial financial resources in order to enhance its competitiveness and to make Chine a leader in the industry (Qudrat-Ullah, 2022). The report analyzes entry modes of these companies in different countries next. Additionally, trade barriers, practices and policies of companies and respective home countries have been elaborated on. Next, sustainability issues and ethical concerns have been discussed for both firms and for the EV industry followed by foreign exchange concerns as firms operate and sell in different countries. Finally, supply chain issues and challenges have been looked into for the firms. Entry modes of electric car companies of the US and China Businesses aim to expand into new markets after they achieve masce at bama and danida ta inserana thair nunfitabilite and