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BUSI -Point GBCA Rubric Criteria Levels of Achievement Content 70% 196 points total Advanced 92-100% Proficient 84-91% Developing 1-83% Not present Research Question to 45 points All 8 dimensions of culture are covered in terms of the general societal deployment of the dimensions. 44 to 41 points Most of the 8 dimensions of culture are covered in terms of the general societal deployment of the dimensions. 40 to 1 points Some of the 8 dimensions of culture are covered in terms of the general societal deployment of the dimensions. 0 points Research Question to 45 points All 8 dimensions of culture are covered in terms of the daily business dealings in the nation. 44 to 41 points Most of the 8 dimensions of culture are covered in terms of the daily business dealings in the nation.

40 to 1 points Some of the 8 dimensions of culture are covered in terms of the daily business dealings in the nation. 0 points Research Question to 45 points All points of comparison and contrasts are covered, including a Hofstede analysis . 44 to 41 points Most points of comparison and contrasts are covered, including a Hofstede analysis . 40 to 1 points Some points of comparison and contrasts are covered, including a Hofstede analysis . 0 points Research Question to 45 points All concluding aspects of the research question were covered, including a SWOT analysis and a FDI analysis.

44 to 41 points Most concluding aspects of the research question were covered, including a SWOT analysis and a FDI analysis. 40 to 1 points Some concluding aspects of the research question were covered, including a SWOT analysis and a FDI analysis. 0 points Structure 30% 84 points total Advanced 92-100% Proficient 84-91% Developing 1-83% Not present APA-compliant abstract 30 to 28 points All APA requirements for this item are included. 27 to 25 points Most APA requirements for this item are included. 24 to 1 points Some APA requirements for this item are included 0 points APA-compliant level headings 8 points All APA requirements for this item are included.

7 points Most APA requirements for this item are included 6 to 1 points Some APA requirements for this item are included 0 points APA-compliant pagination 8 points All APA requirements for this item are included. 7 points Most APA requirements for this item are included 6 to 1 points Some APA requirements for this item are included 0 points APA-compliant spacing: lines and between paragraphs 8 points All APA requirements for this item are included. 7 points Most APA requirements for this item are included 6 to 1 points Some APA requirements for this item are included 0 points APA-compliant citations and references 30 to 28 points All APA requirements for this item are included. 27 to 25 points Most APA requirements for this item are included 24 to 1 points Some APA requirements for this item are included 0 points Note the following submission scenarios: 1.

The GBCA has only four required sections. Only the four required sections will earn credit in terms of content page count. You may include other sections, but these will not earn credit and be subtracted from the overall content page count (refer to point 2 below). 2. A minimum of 24-pages of content is required, this number excludes the title page, abstract, references, and conclusion.

Thus each page of content is worth 12.5% of the total grade; thus, 12.5 points will be deducted for each page of content missing (refer to point 1 above). 3. SafeAssign score exceeding the threshold of 16% will be considered as academic dishonesty, and no points will be given for the entire assignment. Since the software may add your previous draft submissions/required level headings/references/etc., these are considered as “phantom†additions. Your professor will remove all “phantom†items from your final score, resulting in your true SafeAssign score.

Global Business Cultural Analysis Instructions The purpose of this research project is for you to write a professional, graduate-level research paper in current APA format. Competency in current APA format is required of all business graduates of Liberty University, as set forth by policy of both the graduate faculty and the administration. You will research and write a paper analyzing the cultural perspectives of doing business in another nation. You will select a nation to study, and have approximately 8 modules/weeks to research and write the paper. Your professor will provide a list of approved nations by the second day of the course.

Select a nation, then begin working on the project. After reading your paper, the reader should be able to comprehensively answer the following research questions. Thus, the research questions form the major aspects (APA Level 1 headings) of your outline. · What are the major elements and dimensions of culture in this region? (See Chapter 2 of the textbook for a list of the required dimensions.) · How are these elements and dimensions integrated by locals conducting business in the nation? · How do both of the above items compare with US culture and business? · What are the implications for US businesses that wish to conduct business in that region? Important Points to Consider This paper must be written in strict conformance to current APA format, and contain a minimum of 24 pages of content (excluding the title page, abstract, and references) utilizing at least 24 references from reputable professional and/or scholarly journals and/or informational venues that deal with the content of the course (i.e., not blogs, Wikipedia, newspapers, etc.).

1. Use the following as the exact title of your paper, Global Business Cultural Analysis: (insert nation selected) 2. The paper must consist of only 4 sections , as indicated above . Do not add sections, or revise the research questions. 3.

The paper must be submitted as a Microsoft Word file through the SafeAssign link in Module/Week 8. 4. Three SafeAssign draft links will be provided in the Assignments folder of Module/Week 5 for you to use to improve your originality score prior to your final submission. 5. Three levels of current APA headings must be used throughout the paper, as this is a graduate-level research paper.

Some students do not fully understand the difference between plagiarism and paraphrasing. Paraphrasing is when you take a source or someone else’s idea and say it in your own words. When you paraphrase, you must still give the author’s name, date, title of the source, the scholarly journal from where it came, and the exact website address or book from where it came. However, when you directly quote a source, it must have quotation marks around the quote, or (if 40 words or more) it must be set in block quotation format. Give detailed information of where you acquired the quote.

For the purpose of this academic paper, adhere to the following rules when quoting or using a source: · Do not directly quote more than 120 words from any 1 source. · If the source is 2,000 words or less, do not directly quote more than 50 words from it. · Do not use the same source more than a total of 3 times within the whole document for quoting or paraphrasing. · Quotes must contain the section (if provided) and paragraph or page numbers of the quote and this information must be placed in the reference. · In all instances, use current APA guidelines for citations and references. Email your professor with any questions regarding the Global Business Cultural Analysis. Submit this assignment by 11:59 p.m. (ET) on Wdnesday of Module/Week 8.

Deliverable 07 – Worksheet Part 1 The first item you want to highlight is your customer satisfaction record. Over the past 18 months of employment you have worked with 25 clients, and according to the customer satisfaction surveys all clients are asked to take after their contract is completed, 22 of them rated you with the highest level of satisfaction. Use this information to find the best predicted probability of having a new client give the highest level of satisfaction. However, having a single satisfied customer is not enough. It is very important to G & B Consulting that they maintain high ethical standards and continue to receive the highest rating from the Better Business Bureau consistently.

In order to maintain this rating, the company must maintain at least 85% or higher of customers giving you high customer satisfaction ratings. Internal projections predict that G&B Consulting will serve 60 clients over the next year. If you become the project manager and use your prior record as an indicator, find the probability that 85% or more of new clients will give the highest level of customer satisfaction rating. Show all calculations and formulas used. If you use Excel for your calculations include that along with your submission.

Use this information to make a convincing argument that you are a good choice for the position. Slide 1 · Calculate the probability of getting a satisfied client based off of your prior work history at G& B Consulting. Show all work. · Explain how you found your solution. Slide 2 · Using your prior work history, calculate the probability of getting at least 85% of clients giving you high customer satisfaction ratings. · Explain how you found your solution. Slide 3 · Interpret your results from slide 2 and use them to make an argument on why you would be good for the position.

Part 2 The other item you wish to highlight comes from some work done for a local manufacturer. They believed that a competitor was illegally using one of their patents in their own manufacturing process and were considering litigation. This competitor's product were directly cutting into the manufacturer's profit, so they wanted to prevent the competitor's product from being made and recoup those lost profits. Of course, the litigation process is long and costly, and the outcome is not guaranteed and would likely result in a countersuit brought by the competitor. Before continuing with costly legal counsel, the manufacturer hired G&B Consulting to help them determine their best strategy.

This was potentially a very lucrative contract, and a high profile one too since the manufacturer is one of the biggest employers in the area. Therefore, several analysts at G&B Consulting, including you, were asked to tackle the problem independently to help ensure the best possible results. Before compiling a final report to give to the manufacturer, the results were presented to the project lead: The first solution brought up was given by one of your coworkers. Using the manufacturer's projections of profits solely, he was able to create the following payoff matrix where each entry is in millions of dollars annually: Competitor Manufacturer Sue Don’t Sue Sue (5, -, -20) Don’t Sue (-15, , 10) This coworker concluded that the manufacturer should always do the opposite of the competitor chooses making this a strictly competitive game.

Slide 4 · Using the payoff matrix shown above, determine if the manufacturer has a dominant strategy. Show and explain all steps. · Using the payoff matrix shown above, determine if the competitor has a dominant strategy. Show and explain all steps. Slide 5 · Find all Nash equilibrium points. Show and explain all steps. · Identify the optimum strategy of the game.

Slide 6 · Do your results match those of your coworkers? Explain why you agree or disagree Part 3 The second solution was brought by a different coworker. She also created a payoff matrix for the scenario but did some independent research to estimate the competitor's profits in each outcome independent of the manufacturer's profits and came up with the following payoff matrix, again, the values represent millions of dollars in annual profits. Competitor Manufacturer Sue Don’t Sue Sue (5, -, 10) Don’t Sue (10, , 15) This coworker concludes that under these circumstances, the manufacturer should sue 50% of the time and not sue the other 50% of the time, and they should expect their competitor to do the same.

Slide 7 · Use the mixed strategy algorithm to find the optimum strategy for the manufacturer. Show all of your steps. Slide 8 · Use the mixed strategy algorithm to find the optimum strategy for the competitor. Show all of your steps. Slide 9 · Do your results match those of your coworker’s?

Explain why you agree or disagree. Part 4 You present your own solution that is based on a non-simultaneous game where the manufacturer first has to decide whether or not they wish to pursue litigation. If they do so choose, then their competitor will also have to decide if the wish to file a counter-suit. You utilized the same payoff matrix that the second coworker provided that contains information about both companies' projected profits Slide 10 · Create the game tree for this scenario, exclude any non-credible threats. · Explain how you identified the non-credible threat. Slide 10 · Perform the first step of backwards induction.

Shown and explain your work. Slide 11 · Perform the second step of backwards induction. Show and explain all your work. Slide 12 · Identify the optimum strategy for the game. 1 GBCA Outline Example: Introduction Seriously relevant graduate school research requires a question for which no ready answer is available.

The research is conducted, to answer specific questions regarding a topic, problem, or issue for which the answers are not yet known. Let’s focus on the concept of a topic. What do you want to know about a topic? Asking a topic as a question (or series of related questions) has several advantages: Questions require answers. A topic is hard to cover completely because it typically encompasses too many related issues; but a question has an answer, even if it is ambiguous or controversial.

Questions give you a way of evaluating the evidence. A clearly stated question helps you decide which information will be useful. A broad topic may tempt you to stash away information that may be helpful, but you're not sure how. A question also makes it easier to know when you have enough information to stop your research and draft an answer. A clear open-ended question calls for real research and thinking.

Asking a question with no direct answer makes research and writing more meaningful to both you and your audience. Assuming that your research may solve significant problems or expand the knowledge base of a discipline involves you in more meaningful activity of community and scholarship. In this course, the required research questions are open-ended and require a variety of accumulated data to develop answers. Your topic is a Global Cultural Business Analysis of the nation you selected. You have been provided four specific research questions to guide you in the study of this topic which, if done well, will demonstrate you have attained an advanced measure of expertise in the topic.

The research questions provide the framework of your analysis. 1. Question 1 requires you to discuss the general elements of culture (described in Chapter 2 of your textbook) as they apply to your chosen nation. 2. Question 2 is a natural extension of Question 1 in that you will demonstrate how these elements of culture are used in business dealings by the people of your nation.

3. Question 3 is a natural extension of Question 2 in that you will compare and contrast these specific findings with business cultural elements found in the USA. Here is where you use the models for understanding cultures (Hofstede, etc). 4. Question 4 is where you briefly summarize your research findings and is the place where you draw substantive conclusions and report the implications of your research for doing business in that nation.

Questions 1 through 3 “set the stage†for Question 4. Question 4 is the most significant for two reasons, for two audiences: the reader and your professor. A substantive and comprehensive coverage demonstrates to the reader why the research is important and how it can be used in business dealings for US managers. It also demonstrates to your professor the extent to which you have mastered the necessary advanced analysis and critical thinking skills required of a graduate-level student. The example begins on the following page.

Be sure to use the exact wordings in this outline for your APA level-headings. EXAMPLE OUTLINE Comment by Satterlee, Brian C (School of Business): As you begin to research your GBCA, think of it as writing four highly inter-related papers. Remember, what you are really doing here is breaking the research assignment into smaller, more manageable components. Research Question 1: What are the major elements and dimensions of culture in this region? Comment by Satterlee, Brian C (School of Business): The first “paper†deals with the specific 8 dimensions of culture listed at the beginning of Chapter 2 of your book.

This first “paper†describes the general societal deployment of the 8 dimensions. Communication Religion Ethics Values and Attitudes Manners Customs Social Structures and Organizations Education Research Question 2: How are these elements and dimensions integrated by locals conducting business in the nation? Comment by Satterlee, Brian C (School of Business): The second “paper†deals with how these specific 8 dimensions of culture are deployed in the daily business dealings in the nation. Communication Religion Ethics Values and Attitudes Manners Customs Social Structures and Organizations Education Research Question 3: How do both of the above items compare with United States culture and business?

Comment by Satterlee, Brian C (School of Business): The third “paper†compares and contrasts your nation with the USA; here is where you deploy the Hofstede analysis. Compare/Contrast Greenland with USA, based on answers to Research Questions 1 and 2 Hofstede analysis Research Question 4: What are the implications for United States businesses that wish to conduct business in that region? Comment by Satterlee, Brian C (School of Business): The final “paper†is a detailed graduate-level analysis of the facts researched in the previous three questions. Analysis of facts from prior three questions SWOT Analysis Comment by Satterlee, Brian C (School of Business): Graduate-level work requires several substantive implications, based on the results of your research-based SWOT Analysis.

In the event the concept is new to you, please see SWOT Analysis Explanation for a discussion regarding how to conduct such an analysis or SWOT Analysis Video for a short video lecture. In the event these hyperlinks are not active, simply contact the LUO Librarian for assistance in locating appropriate substitution links. Strengths Weaknesses Opportunities Threats FDI Analysis Comment by Satterlee, Brian C (School of Business): One of the several substantive implications should cover foreign investment decisions, as that is the bottom-line for all businesses seeking to do business overseas.

Paper for above instructions

Abstract

Understanding cultural dimensions is crucial for businesses looking to expand globally. This analysis focuses on India's cultural elements and dimensions as described by Hofstede's framework. The report delves into how these elements manifest in daily business dealings in India and compares them with US cultural norms. Additionally, implications for US businesses intending to operate in India are discussed through comprehensive SWOT and FDI analyses. By analyzing these dimensions, we can better appreciate how cultural nuances affect business interactions and practices in India.
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Research Question 1: What are the major elements and dimensions of culture in this region?

India, with its rich heritage and diverse population, exhibits a unique blend of cultural dimensions that shape its social and business environments. Drawing from Hofstede's dimensions of culture, we find that India showcases distinct patterns in the following eight areas:
1. Communication Style: Indian communication tends to be high-context, relying on implicit meanings, non-verbal cues, and established relationships. This differs from the direct communication style prevalent in the US (Gudykunst & Kim, 2003).
2. Religion: Major religions include Hinduism, Islam, Christianity, and Buddhism. Religion significantly impacts daily life, decision-making, and workplace behavior (Gelfand et al., 2007).
3. Ethics: Ethical standards are influenced by social traditions and norms rather than a rigid legal framework, with a strong emphasis on community and familial obligations.
4. Values and Attitudes: Collectivism is pronounced in Indian culture, where individuals often prioritize group harmony over personal interests. This contrasts with the individualistic nature of US culture (Hofstede, 2001).
5. Manners and Customs: Politeness and respect for elders hold significant value, reflected in customs such as bowing and greeting elders first. This is a sharp contrast to the more egalitarian interpersonal interactions in the US.
6. Social Structures and Organizations: Hierarchical structures are prevalent in Indian organizations. Status and seniority govern business interactions, contrasting with the flatter organizational structures in the US (Hofstede Insights, 2023).
7. Education: Education is highly regarded, with emphasis on rote learning, especially in primary and secondary schools.
8. Work Ethic: While there is a strong work ethic toward achievement and success, work-life balance is often less emphasized than in the US.
In summary, India’s cultural framework is nuanced, deeply rooted in history, and is critical to any business negotiation or strategy (Hofstede et al., 2010).

Research Question 2: How are these elements and dimensions integrated by locals conducting business in the nation?

Understanding these cultural dimensions informs how locals conduct business. In India, relationships and trust play a crucial role in business dealings. Here’s how specific cultural aspects integrate into business practices:
1. Relationship-Building: Before formal meetings, extensive relationship building occurs, often involving social gatherings. This approach fosters trust crucial for effective collaboration.
2. Negotiation Styles: Negotiation may take longer due to the emphasis on consensus and relaying ideas through storytelling rather than direct information sharing (Sinha, 2016).
3. Respect for Hierarchy: Decision-making is often concentrated at the top of organizational hierarchies, where senior leaders’ opinions are paramount, mirroring family structures where elders are respected (Javidan et al., 2006).
4. Ethical Expectations: Ethics in business may reflect broader societal norms which focus on collective well-being rather than strict adherence to formal regulations.
5. Flexibility and Adaptability: Indian businesses often exhibit flexibility in processes; the same rule may be interpreted differently in diverse situations, and business leaders need to be adept at reading this cultural nuance.
In understanding these cultural aspects, US businesses can better navigate the complexities of the Indian market, fostering more successful international partnerships (Morrison, 2000).

Research Question 3: How does this compare with U.S. culture and business?

While both the U.S. and India prioritize success in business, stark differences shape interactions:
1. Individualism vs. Collectivism: The U.S. emphasizes individual achievements and personal success, while India values group harmony and familial relationships (Hofstede Insights, 2023).
2. Direct Communication vs. High Context: Americans favor direct communication while Indians may interpret meanings through context, yielding potential misunderstandings in negotiations (Hofstede, 2001).
3. Negotiation Dynamics: In the U.S., the process may be expedited with a focus on closing deals quickly. In contrast, Indian business requires a slower pace, emphasizing relationship building and mutual understanding (Graham, 2014).
4. Decision-Making Processes: U.S. companies often operate in a participative style, whereas decisions in India are made at the top with limited input from lower levels—underscoring the need for managers to adjust strategies accordingly (Gelfand et al., 2007).
5. Work-Life Balance: The U.S. increasingly focuses on work-life balance, while this concept may be less emphasized in India, where long hours and dedication are common.
These contrasts illuminate the complexities U.S. businesses encounter while entering the Indian market, emphasizing the need for cultural adaptation (Morrison & Conaway, 2006).

Research Question 4: What are the implications for U.S. businesses that wish to conduct business in that region?

The following analyses provide insights into the implications for U.S. businesses considering operations in India:

SWOT Analysis

- Strengths: Diverse and growing middle-class market; adaptability in operations due to a robust educational system focused on STEM (Science, Technology, Engineering, and Mathematics).
- Weaknesses: Corralling bureaucratic challenges and navigating complex regulatory environments can impede efficiency.
- Opportunities: Rapidly expanding digital economy offers avenues for tech firms; youth population presents opportunities for consumer goods sectors.
- Threats: Geopolitical tensions and competition from established local businesses may impact penetration strategies.

Foreign Direct Investment (FDI) Analysis

FDI engagement can significantly influence local economies. For U.S. businesses, the key implications include:
- Market Entry Strategies: Adaptation to local customs and practices is essential for building trust and nurturing relationships.
- Strategic Alliances: Partnerships with local firms can facilitate navigation through India's complex regulatory and cultural landscape.
- Leverage Local Expertise: Hiring local professionals can enhance understanding and respect for cultural nuances, leading to better business outcomes.
In conclusion, U.S. businesses must cultivate a comprehensive understanding of India's cultural dimensions to navigate its market effectively, capitalize on opportunities, and address potential threats (Bhagat et al., 2002).

References

1. Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of knowledge. International Business Review, 11(3), 243-270.
2. Gelfand, M. J., Erez, M., & Aycan, Z. (2007). Cross-cultural organizational behavior. Annual Review of Psychology, 58(1), 479-514.
3. Graham, J. L. (2014). Cultural Acumen: A Universal Skills Framework. Organizational Dynamics, 43(2), 102-109.
4. Gudykunst, W. B., & Kim, Y. Y. (2003). Communicating with strangers: An approach to intercultural communication. McGraw Hill.
5. Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. SAGE Publications.
6. Hofstede Insights. (2023). Country Comparison. Retrieved from https://www.hofstede-insights.com/country-comparison/
7. Javidan, M., Stahl, G. K., & Brodbeck, F. C. (2006). Cultural Leadership in the Global Context: The Role of Cultural Intelligence. International Journal of Cross Cultural Management, 6(2), 239-253.
8. Morrison, T. (2000). Kiss, Bow, or Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries. Adams Media.
9. Morrison, T., & Conaway, W. A. (2006). Kiss, Bow, or Shake Hands: How to Do Business in Fifty Countries. Adams Media.
10. Sinha, J. B. P. (2016). Managing Organizational Culture. In Handbook of Organizational Culture and Climate (pp. 129–147). Sage.
This analytical excursion into India’s cultural dimensions serves as a compass for U.S. businesses, guiding them toward successful engagement in a vibrant and complex market.