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BUS 325 All Assignments (2 Set)
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This Tutorial contains 2 Papers for each Assignment
BUS 325 Week 2 Assignment 1 Culture (2 Papers)
BUS 325 Week 4 Assignment 2 Expatriates (2 Papers)
BUS 325 Week 5 Assignment 3 Recruiting (2 PPT)
BUS 325 Week 7 Assignment 4 On Boarding (2 Papers)
BUS 325 Week 10 Assignment 5 Company Presentation (2 PPT)
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BUS 325 Chapter 1 Quiz (All Possible Question)

1. An expatriate:
2. Which of the following is not a category of an employee in an
international firm?
3. Which department of an organization is the major user of
language translation services?
4. Tax equalization policies concerning expatriates are designed to :
5. The direct costs of international assignment failures can be as
high as ___times the costs of those for similar failure in a domestic
assignment:
6. One major difference between domestic and international HRM
is:
7. Which of the following is not a function of internal resource
management?
8. Which of the following is not a major external factor that
influences IHRM?
9. Cultural difference is not necessarily equivalent to:
10. A multidomestic industry is:
11. Examples of a global industry include all of the following
except:
12. Series of linked domestic industries in which rivals compete
against each other on a worldwide basis is:
13. Emnic refers to which kind of specific aspect of concepts or
behaviors?
14. What is a key driver for firms seeking international markets?
15. Which ratio is not part of” index of transnationality”?
16. Which of the following is a global mindset?
17. An asymmetric event is:
18. All of the following is a difference between international and
domestic HR except:
19. What activity in international human resource would not be
required in a domestic environment?
20. As foreign subsidiaries matures the local HR activities:
21. Which three dimensions are presented in Morgan’s model of
IHRM?
22. Differences between domestic and international HRM include:

23. Senior managers with little international experience:
24. Successful internationalizing the HR function require all except:
25. In Porter’s value-chain model:
26. HRM in the multinational context contains an overlap between
elements of:
27. A Japanese citizen working in Hong Kong for a Japanese
multinational would be classified as:
28. Human Resource Management (HRM) activities include all of
the below EXCEPT:
29. International HRM is reflected in:
30. As a foreign subsidiary matures:
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BUS 325 Chapter 1-10 Quiz, Midterm (All
Possible Question)
This Tutorial contains Chapter 1-10 All Questions/Answer

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1. Cross-cultural management research is based on the assumption
that:
2. A major criticism of cross-cultural management studies is:
3. Schein’s concept of culture consists of:
4. Hofstede’s cultural dimensions are:
5. Individualism vs. collectivism refers to:
6. Under Confucianism dynamics, orientations can be either:
7. According to the results of the Hofstede study:
8. According to Hofstede, some Asian cultures such as Singapore
and Hong Kong:
9. The cultural context impacts HRM practices:
10. Hofstede identifies a strong tendency or masculinity with a high
tendency for uncertainty avoidance in:

11. Hofstede’s approach to cross cultural management research:
12. Hofstede’s study is classified or based on:
13. The GLOBE research tries to study the complex relationships
between:
14. The GLOBE study survey contains:
15. Results from the GLOBE study were used to distinguish
______”cultural regions.”
16. One criticism of the GLOBE study is:
17. The GLOBE study:
18. The Trompenaars and Hamplen-Turner study distinguishes three
overarching aspects of culture, namely:
19. Trompenaars and Hampden-Turner’s cultural dimensions is
Ascription vs. :
20. According to Trompenaars and Hampden-Turner, societies that
attempt to control nature to a very high degree are described as having:
21. As applied research, the Trompenaars and Hampden-Turner
study:
22. According to Trompenaars and Hampden-Turner, members of
specified cultures:
23. Hall and Hall’s research emphasizes four cultural dimensions:
24. Hall and Hall’s research:
25. Hall and Hall, Trompenaars and Hampden-Turner all:
26. According to researchers like Barry Gerhart:
27. Cultures develop over time:
28. One study by Child, reviewing research on the development of
cultures concluded:
29. Due to growing interdependence and a high flow of migration:
30. Generational changes in world societies:
*****************************************************************************

1. “Born globals” are:
2. Typically the initial stage of a firm entering international
operations is:
3. Which category of employee is typically used in key sales
subsidiary position in a new developing international company:
3. Which category of employee is typically used in key sales
subsidiary position in a new developing international company:
5. Which stage of international operations tend to create a separate
international division in a company:
6. “Miniature replicas” are:
7. Many companies in the developmental stage of
internationalization will maintain control by:
8. The “think global, act local” paradox:
9. A matrix structure:
10. One advantage of a matrix structure is:
11. A major contributing factor of an unmanageable matrix structure
is:
12. The complex network of interrelated activities in a MNE can be
described in the following structure:
13. Transnational strategies of globalization are characterized by:
14. A common theme between heterarchy, matrix and transnational
is:
15. The management of a multi-centered networked organization is:

16. The following types of units are regarded in a metanational firm
EXCEPT:
17. HR functions are described in the following structural forms
EXCEPT for:
18. The European path approach to a global matrix tends to
emphases:
19. Korean conglomerates have a strong preference for:
20. Clan control is defined as:
21. Multinational firms are divided into the following regional block
EXCEPT:
22. An important forum for the development of personal networks is:
23. Social Capital emphasizes the need for:
24. The process of socializing people so that they come to share a
common set of values and beliefs that shapes their behavior is:
25. Transition companies are characterized by:
26. The matrix structure:
27. Matrix structures:
28. Network multinational structures:
29. The host-country effect:
30. The subsidiary as an integrated player:
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1. Cross-border alliances are:
2. A characteristic of a non-equity cross border alliance is:
3. Equity modes of foreign operations car be best described as:
4. A major reason to engage in a merger or acquisition is to:
5. Typical HR problems arising in cross border M&A involve all of
the following EXCEPT:
6. The due diligence phase of a M&A is:
7. Integration planning phase of M&A are all of the following
except:
8. Advising management on dealing with people issues normally
occur in which M&A b
9. One of the largest merges in history was between:
10. What is defined as a factor which shapes employees priorities
and decisions made?
11. Which of the following would not be considers a resource?
12. Which expatriate role or characteristic is found to be most
important for a successful integration in a M&A activity?
13. Performance-related pay is more popular in which country?
14. Which country tends to have the longest recruitment period?
15. A perceived “ unaffordable luxury” in SMEs is:
16. An International joint venture is defined as:
17. Shortage of working capital to finance exports is a top barrier to
access international markets in:
18. M&A conceptual tool which converts resources into valuable
goods and services is:
19. The HR managers role as an innovator in a IJV means:
20. IJV positions called “functional gatekeepers” :
21. Which companies have a difficult challenge to enter foreign
markets?
22. Internationalization process theory suggest which person has the
most impact on internationalization process of a small to medium
enterprise (SME):

23. All of the following are characteristic of a SME human resource
development EXCEPT:
24. An option for SMEs to improve Human Resource related issues
rapidly is to:
25. A major difference between merger , acquisition and
international joint venture is:
26. Learning in small to medium (SME) international firms is
characterized by:
27. In their “partnership role” supporting an International Joint
Venture, HR managers must:
28. The European Commission’s definition of SME is which of the
following?
29. Many international joint ventures (IJV ) fail in the long-term due
to:
30. The best way to address intercultural conflicts is to:
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1. Ethnocentric organizations are best characterized by:

2. All of the following is an approach to managing and staffing
subsidiaries EXCEPT:
3. A sound business reason for pursing an ethnocentric staffing
policy is:
4. Polycentric approaches to international staffing:
5. A disadvantage of a polycentric policy is:
6. A MNE taking a global approach to its operations and
recognizing that each HQ and subsidiary makes a unique contribution
with unique competence is described as:
7. Hiring host country nationals for a multinational enterprise have
the following advantages EXCEPT:
8. Themost common reason for an international assignment is:
9. Key organizational reasons for international staffing assignment
include all of the following EXCEPT:
10. “Extended international assignments” are defined as
assignments:
11. Employees on oil rigs would usually be classified as which non-
standard assignment?
12. An example of an employee working on a contractual assignment
of a non-standard is a/an:
13. Traditional expatriate assignments are referred to as a/an:
14. “Bumble Bee” is a description of an expatriate role as:
15. Boundary spanning refers to activities that:
16. All of the following describe a non-expatriate EXCEPT:
17. Third country nationals:
18. Whether a firm chooses ethnocentric, polycentric, regiocentric or
geocentric staffing approach depends on:
19. Three key organizational reasons for using the various forms of
international assignments are:
20. Recruitment is defined as:
21. How is “expatriate failure” usually defined?
22. An indirect cost of the failure of an expatriate would be:
23. The culture adjustment process in an international assignment
can be characterized by:
24. The selection process of an expatriate places a heavy reliance on:

25. The European Union Social Charter allows for
26. A group of multinationals have established an organization
called “Permits Foundation” which:
27. Which language is the common corporate language in the world?
28. According to the text, common corporate language in MNEs is
developed to :
29. An emerging constraint on the available pool of candidates
which is hindering the recruitment and selection process of potential
employees for international assignment is:
30. A family friendly policy to encourage placement of an expatriate
which is logical but not always acceptable to multinationals is:
31. “Independents” are defined in the text as:
32. Female expatriates tend to be employed by companies:
33. A major barrier to the selection of female expatriates was found
to be:
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1. Performance management:
2. The turbulence of the global environment requires that long-term
goals be

3. Market development in foreign subsidiaries is generally slower
and more difficult to achieve without:
4. The impact of the following variables and their interrelationship
needs to be considered in determining the expatriate performance
EXCEPT:
5. The employee who oversees and directs the entire foreign
operations is:
6. An operative:
7. What is a strategic international assignment?
8. If the PCN is perceived to identify too closely with the host
subsidiary concerns:
9. Individuals are likely to blame lack of job discretion on the
following:
10. What can be described as the strongest stressors in expatriate
“overseas” work environment?
11. A USA manager of German nationality working for a Dutch
multinational company is assigned to a position in Indonesia. Which
country is considered the host country?
12. The transfer of the individual and accompanying family member
into a foreign environment outside of their normal cultural comfort
zones is the definition of:
13. What are the five major constraints in terms of multinational
strategy and goal setting?
14. What are the five variables affecting expatriate performance?
15. All of the following are a constraint of goal attainment for the
multinational enterprise EXCEPT:
16. Which country tends to have administrators with a high level of
legal expertise?
17. Which country has a strong tradition of collective bargaining?
18. Which country tends to focus on linking performance
management result to long-term training and development activities?
19. Two countries in which it is common for employees to have
input into job goal setting is:
20. An appraisal system which builds upon the strengths while
minimizing their disadvantages uses all of the following criteria:

21. What tool assists an organization in collecting accurate
performance data and allows for cross-employee comparisons?
22. What is the normal frequency of formal performance appraisal
for an expatriate?
23. In which country do managers find it difficult to directly point
out a work-related problem or error by a subordinate?
24. The dilemma of cultural adaptation of a performance evaluation
could be overcome by:
25. The term “whole verses part” refers to:
26. Web-based platforms of human resource information system that
include performance management modules:
27. Performance management systems contribute:
28. According to Hays, the “trouble shooter” is:
29. A major challenge to global performance management is:
30. One problem with an annual performance appraisal is:
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1. A multinational builds it stock of human resources or human
capital by:

2. An indication of how important training and development has
become in multinationals is reflected in that they have:
3. A useful way for employees to gain a broader perspective of an
MNE is:
4. Components of pre-departure training programs include all of the
following Except:
5. What is the most common form of pre-departure training?
6. If an expected level of interaction with local host country
employees is low and similarity between the parent and the host country
is high, the length of cross culture training would be:
7. Preliminary visits to the host country:
8. Which language is considered the language of World Business?
9. Disregarding the importance of foreign language skills may
reflect ___________assumptions.
10. One technique useful in orienting any international employee is
a/an:
11. A major objective of intercultural training is:
12. Language skills are important in terms of:
13. The components of a pre-departure training referred to as
“practical assistance” :
14. The employee who trains the HCN is usually:
15. This type of employee may comprise the largest contingent of
employees in international businesses
16. Expatriates appearing to have greater job satisfaction during and
after their international assignment had:
17. International expertise is an outcome of
18. Along with expected financial gains, the primary motive for
accepting an international assignment is
19. A sub-set form of an international team is a/an:
20. There is a continuing pressure from developing countries for:
21. The “affective approach” to training partially consists of:
22. Training and development is a critical component of an
international assignee because:
23. The benefits of international teams include:
24. Repatriation:

25. The final stage in the expatriation process is:
26. The repatriation process is accomplished by three phases, all
which are included below EXCEPT:
27. Home leave and exotic vacations are included in the following
phase of repatriation:
28. Sponsor or Mentors:
29. Guarantee of a position at home upon completion of an overseas
assignment were only given in one country as reported in a survey by
Tung-Arthur Anderson in 1997. That country is:
30. A repatriate can encounter the following career anxiety job
related factors EXCEPT:
31. If the multinational is in the process of a major restructuring, the
aftermath of a merger or acquisition or sale of a division can result in:
32. Organizations seem to have a lower rate of repatriate turnover
when:
33. What kind of position can the repatriate most likely expect upon
re-entry:
34. Boundaryless careerists are:
35. What is a main reason for multinationals to hire an “international
itinerants?”
36. Visible and concrete expression of the repatriate value to the firm
can be accomplished by all of the following EXCEPT:
37. It was calculated by Black and Gregersen that a US multinational
will spend ________on each expatriate over the duration of the
assignment: is:
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1. Successfully managing compensation and benefits in a
multinational context:
2. In a domestic context, base salary:
3. Which of the following is the foundation block for international
compensation whether the employee is a PCN or TCN?
4. Which of the following involves a payment to compensate for
differences in expenditures between the home country and the foreign
country?
5. The provision of a housing allowance:
6. The purpose of home leave allowances is to:
7. Relocation allowances:
8. MNEs generally pay allowances in order to:
9. Most US PCNs typically:
10. Firms need to address many issues when considering benefits,
including:
11. Benefits that may be provided to employees include:
12. The base salary for an international transfer is linked to the salary
structure in the host country using:
13. The Balance Sheet Approach:
14. An advantage of the Going Rate Approach is that:
15. A disadvantage of the Balance Sheet Approach is that:
16. The four categories of outlay incurred by expatriates that are
incorporated in the Balance Sheet Approach are:
17. The most common taxation policy used by multinationals is:
18. “Globals” are:

19. Many multinationals respond to complexity of tax issues across
countries by:
20. A firm-external theory of job worth is influenced by:
21. Pay strategy may be defined in terms of a series of interlocking
strategic choices on:
22. An external, environmental norm in global pay strategy would
be:
23. Performance verses seniority is a strategic choice of pay strategy
considered in:
24. In a recent cost of living survey, the most expensive city to live
in is:
25. The Top Five highest taxation countries are:
26. International compensation is characterized by:
27. Global pay practices consist of firm level decisions about:
28. International compensation is:
29. National and regional differences in the meaning practice and
tradition of pay:
30. A seamless network of pay providing members, made up of
global firms, their specialist consultant and local and regional public and
private interests are:
31. The “Local Plus” approach to international compensation
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1. In Sweden and Germany the term “collective bargaining” means:
2. Conglomerate unions are:
3. A lack of familiarity by multinational managers of local
industrial and political conditions has:
4. McDonald’s company policy is to staff its restaurants with:
5. A multinational firm usually delegates the management of
industrial relations to:
6. Greater emphasis on formal management controls and close
reporting systems tend to be present in:
7. Poor subsidiary performance tends to:
8. Which country has the highest level of union membership?
9. Multinationals operating in Western Europe, Japan and Australia
have a more serious problem than wage level which is:
10. Recent evidence has shown that one of the priorities when
making investment location decisions is:
11. International trade secretariats (ITS):
12. The Chapeau Clause:
13. The major objective of the implementation of the Single
European Act was to:
14. Elements of International Trade Secretariats to achieve its long
term goal of transnational bargaining are all of the flowing EXCEPT:
15. Generally speaking, corporate headquarters:
16. A major problem applying the strategy of lobbying for restrictive
national legislation is:
17. Public uproar over working conditions of offshoring companies
resulted in a universal standard called:
18. A major problem in the offshoring countries of India and China
is:
19. Influencing wage levels to the extent that cost structures become
uncompetitive is:

20. Labor unions response to multinationals are all of the following
EXCEPT:
21. Union influences can increase unit manufacturing cost in Europe
by as much as:
22. Strike-proneness can be measured by
23. Union decline can be linked to all of the following EXCEPT:
24. A major management challenge for firms with global brands
such as Nike has been:
25. The term “offshoring” is frequently used as a subcategory of:
26. International call-centers are an example of:
27. Guanxi is:
28. Ex-host-country nationals ( EHCN) is
29. Common reasons for offshoring failure is all EXCEPT:
30. Iron rice bowl refers to:
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1. The “general affairs” aspect of IHRM refers to:
2. For the ethical absolutist:

3. “When in Rome, do as the Romans do” is an example of:
4. The need for international accords and corporate codes of
conducts have :
5. What are the two most frequent ethical problems encountered by
international managers?
6. The Foreign Corrupt Practice Act (FCPA) was passed in
7. As of 2009 how many countries have adapted the Declaration
Against Corrupt and Bribery in International Commercial Transactions?
8. The countries perceived to be the least corrupt are:
9. Instruments in developing and maintaining ethical cultures by
expatriates can be reinforced by
10. To avoid the temptation to cut “ethical corners” expatriates
should:
11. Which country lobbied for many years to enact uniform domestic
government regulations concerning bribery and corruption in the MNE
environment?
12. Who adopted the Declaration Against Corruption and Bribery in
International Commercial Transactions?
13. A typical short-term assignment in IHRM is a:
14. IHRMs have largely ignored the non-government organizations
because:
15. The macro level of terrorist threats is an attack:
16. Activities to secure internal communications (emails, telephone)
and employee privacy regulations would fall under which risk
assessment category?
17. Which of the following would be considered in the risk
assessment category of in-facility security?
18. What does stabilizing risk through “harden” processes in the
value chain mean?
19. What would be considered a NGO?
20. It is generally agreed internationally that the one thing that can
most readily undermine equity, efficiency and integrity in the public
service, undercut public confidence in markets, add cost to products and
effects the safety and well-being of the general public is:

21. The field of international human resource management has been
regarded as :
22. Multinational chief executives report terrorism:
23. Research in the field of HRM:
24. A working set of corporate risk assessment categories – a starting
point for a MNE specific risk audit:
25. Emerging risk categories are all EXCEPT:
26. Bribery is:
27. What year was the International Journal of Human Resource
Management established?
28. Low risk firms in low risk environments:
29. The three levels of terrorist threats are all EXCEPT:
30. Most executives:
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BUS 325 Midterm Exam Part 1 and 2 (All
Possible Questions)
One advantage of a matrix structure is:
A matrix structure:
The second stage of a new international company typically involves
which department:
“Born globals” are:
Korean conglomerates have a strong preference for:

The “think global, act local” paradox:
A common theme between heterarchy, matrix and transnational is:
Typically the initial stage of a firm entering international operations is:
“Miniature replicas” are:
The complex network of interrelated activities in a MNE can be
described in the following structure:
Transnational strategies of globalization are characterized by:
Clan control is defined as:
The matrix structure:
Matrix structures:
The process of socializing people so that they come to share a common
set of values and beliefs that shapes their behavior is:
Midterm part 2.
Matrix structures:
An important forum for the development of personal networks is:
A matrix structure:
A major contributing factor of an unmanageable matrix structure is:
“Born globals” are:
The matrix structure:
The host-country effect:
The second stage of a new international company typically involves
which department:
The “think global, act local” paradox:
Which category of employee is typically used in key sales subsidiary
position in a new developing international company:
Clan control is defined as:
Social Capital emphasizes the need for:
Many companies in the developmental stage of internationalization will
maintain control by:
Equity modes of foreign operations can be best described as:
The best way to address intercultural conflicts is to:
Shortage of working capital to finance exports is a top barrier to access
international markets in:
One of the largest merges in history was between:

The HR manager’s role as an innovator in a IJV means:
A perceived “ unaffordable luxury” in SMEs is:
Advising management on dealing with people issues normally occur in
which M&A phase?
Internationalization process theory suggests which person has the most
impact on internationalization process of a small to medium enterprise
(SME):
The European Commission’s definition of SME is which of the
following?
Which country tends to have the longest recruitment period?
Cross-border alliances are:
Which expatriate role or characteristic is found to be most important for
a successful integration in a M&A activity?
Reviews by
Part 1 Set 2
1. Cultural difference is not necessarily equivalent to:
2. Emic refers to which kind of specific aspect of concepts or
behaviors?
3. Senior managers with little international experience:
4. Which of the following is not a function of internal resource
management?
5. A multidomestic industry is:
6. One major difference between domestic and international HRM is:
7. Which three dimensions are presented in Morgan’s model of
IHRM?
8. International HRM is reflected in:
9. Which of the following is a global mindset?
10. Tax equalization policies concerning expatriates are designed to:
11. Which department of an organization is the major user of language
translation services?
12. HRM in the multinational context contains an overlap between
elements of:
13. Under Confucianism dynamics, orientations can be either:

14. The GLOBE study:
15. The GLOBE research tries to study the complex relationships
between:
16. Hall and Hall’s research:
17. Hofstede’s approach to cross cultural management research:
18. Due to growing interdependence and a high flow of migration:
19. According to the results of the Hofstede study:
20. As applied research, the Trompenaars and Hampden-Turner study:
21. The Trompenaars and Hamplen-Turner study distinguishes three
overarching aspects of culture, namely:
22. Hofstede’s study is classified or based on:
23. Cross-cultural management research is based on the assumption
that:
24. One criticism of the GLOBE study is:
25. The cultural context impacts HRM practices:
Part 2 Set 2
1. Many companies in the developmental stage of internationalization
will maintain control by:
2. The matrix structure:
3. Matrix structures:
4. A common theme between heterarchy, matrix and transnational is:
5. Typically the initial stage of a firm entering international
operations is:
6. The management of a multi-centered networked organization is:
7. The European path approach to a global matrix tends to emphases:
8. The process of socializing people so that they come to share a
common set of values and beliefs that shapes their behavior is:
9. One advantage of a matrix structure is:
10. The second stage of a new international company typically involves
which department:
11. The “think global, act local” paradox:
12. “Miniature replicas” are:

13. Network multinational structures:
14. The best way to address intercultural conflicts is to:
15. Shortage of working capital to finance exports is a top barrier to
access international markets in:
16. Equity modes of foreign operations can be best described as:
17. Many international joint ventures (IJV) fail in the long-term due to:
18. The due diligence phase of a M&A is:
19. Which companies have a difficult challenge to enter foreign
markets?
20. In their “partnership role” supporting an International Joint Venture,
HR managers must:
21. A characteristic of a non-equity cross border alliance is:
22. Learning in small to medium (SME) international firms is
characterized by:
23. What is defined as a factor which shapes employees priorities and
decisions made?
24. Which expatriate role or characteristic is found to be most important
for a successful integration in a M&A activity?
25. The European Commission’s definition of SME is which of the
following?
1. In Sweden and Germany the term “collective bargaining” means:
2. Conglomerate unions are:
3. A lack of familiarity by multinational managers of local
industrial and political conditions has:
4. McDonald’s company policy is to staff its restaurants with:
5. A multinational firm usually delegates the management of
industrial relations to:
6. Greater emphasis on formal management controls and close
reporting systems tend to be present in:
7. Poor subsidiary performance tends to:
8. Which country has the highest level of union membership?
9. Multinationals operating in Western Europe, Japan and Australia
have a more serious problem than wage level which is:

10. Recent evidence has shown that one of the priorities when
making investment location decisions is:
11. International trade secretariats (ITS):
12. The Chapeau Clause:
13. The major objective of the implementation of the Single
European Act was to:
14. Elements of International Trade Secretariats to achieve its long
term goal of transnational bargaining are all of the flowing EXCEPT:
15. Generally speaking, corporate headquarters:
16. A major problem applying the strategy of lobbying for restrictive
national legislation is:
17. Public uproar over working conditions of offshoring companies
resulted in a universal standard called:
18. A major problem in the offshoring countries of India and China
is:
19. Influencing wage levels to the extent that cost structures become
uncompetitive is:
20. Labor unions response to multinationals are all of the following
EXCEPT:
21. Union influences can increase unit manufacturing cost in Europe
by as much as:
22. Strike-proneness can be measured by
23. Union decline can be linked to all of the following EXCEPT:
24. A major management challenge for firms with global brands
such as Nike has been:
25. The term “offshoring” is frequently used as a subcategory of:
26. International call-centers are an example of:
27. Guanxi is:
28. Ex-host-country nationals ( EHCN) is
29. Common reasons for offshoring failure is all EXCEPT:
30. Iron rice bowl refers to:
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BUS 325 Week 1-11 Discussion Questions

WEEK 1 Discussion: When you think of a global organization, what
company do you think of and why? What do you believe has made them
successful on a global level?
WEEK 2 Find a recent article (within the last year) that discusses
company culture. Summarize the article, and explain the main point you
believe the article was trying to convey.
WEEK 3 Based on your reading this week, determine two (2) of the
challenges facing intercultural teams, and suggest how to overcome each
of those challenges.
WEEK 4 Based on Chapters 3 and 4, analyze two (2) of the major
hardships facing expatriates on their return home after a lengthy
assignment. What would your biggest challenge be if you were an
expatriate?
WEEK 5 What are some of the key factors to consider when recruiting
in a global workplace?
WEEK 6 If you were the manager of a global operation, how would you
ensure that an employee’s culture did not negatively impact the selection
assessment?
Week 7 Why would you want to have a thorough on-boarding process in
place at your company?
Week 8 What training would you suggest for an employee who has been
assigned to the Middle East on a new project.

Share a current event article with the class that relates to the concepts
covered in this week’s reading. Write a brief summary, and explain why
you felt the article was relevant
Week 9 Based on Chapter 9, discuss two to four (2-4) strategies to use
surveys to help a global business, especially regarding ethical behavior,
labor relations, and work conditions.
Week 10 Discussion
Please respond to the following:
Review Table 10.3 on pages 283-284 of your textbook. Rank the best
practices provided in order of importance, based on their priority within
a global organization. Give a brief explanation as to why you ranked
them that way.
WEEK 11 In an international organization, which HR practice do you
believe would be most useful to the employees?
*****************************************************************************
BUS 325 Week 2 Assignment 1 Culture (2 Papers)
This Tutorial contains 2 Papers
Assignment 1: Culture
Due Week 2 and worth 200 points

Imagine you work for a company that has recently merged with an
overseas company. Write a brief introduction to your company as well
as the company that was purchased. Then develop an eight to ten (8-10)
point checklist detailing what steps you would take as the HR manager
to help unify the culture of both companies.
Create two (2) company introductions and develop an eight to ten (8-10)
point checklist in which you:
Give a succinct overview of your fictitious company.
Give a succinct overview of the fictitious company merged with.
Develop an eight to ten (8-10) point checklist of steps you would take to
unify company culture.
Explain your rationale for choosing each of the steps in your checklist.
Format your assignment according to the following formatting
requirements:
Typed, double spaced, using Times New Roman font (size 12), with
one-inch margins on all sides.
Include a cover page containing the title of the assignment, your name,
your professor’s name, the course title, and the date.
The specific course learning outcomes associated with this assignment
are:
Determine the nature of globalization, cultures, and labor markets, and
assess the impact on human Capital management (HRM).
Use technology and information resources to research issues in global
HRM.
Write clearly and concisely about global HRM using proper writing
mechanics.
*****************************************************************************
BUS 325 Week 4 Assignment 2 Expatriates (2
Papers)

Assignment 2: Expatriates
Imagine you are an HR manager, and you have been challenged with the
task of reducing expatriate turnover. Think of one or two (1-2) strategies
to accomplish this task, and write a one (1) page memo to your boss
summarizing your ideas. Persuade him that this is the direction to go.
Write a one (1) page memo in which you:
Develop two (2) strategies that will help your company reduce expatriate
turnover.
Summarize both ideas in memo format to present to your boss.
Create compelling arguments in favor of your solution to persuade your
boss.
requirements:
Typed, double spaced, using Times New Roman font (size 12), with
one-inch margins on all sides.
Include a cover page containing the title of the assignment, your name,
your professor’s name, the course title, and the date. The cover page is
not included in the required page length.
are:

Analyze international business strategy to identify human resource
requirements and formulate supporting HRM plans that can improve
productivity and contribute to the firm’s competitiveness.
Propose staffing alternatives for foreign operations and address the
considerations for the use of expatriates versus localization or third-
country nationals.
HRM.
mechanics.
*****************************************************************************
BUS 325 Week 5 Assignment 3 Recruiting (2
PPT)
This Tutorial contains 2 PPT
Assignment 3: Recruiting
Imagine you are presenting a new global recruiting strategy to your boss.
Choose either Japan or Saudi Arabia, and research business strategies for
recruiting in your chosen region. Identify the top three to five (3-5)
factors that would need to be considered when recruiting in the country
you chose. Close with a persuasive summary on why you believe these

factors are important. Close with a persuasive summary that explains
why these factors are important. Demonstrate your findings to your boss
in the form of a PowerPoint presentation.
Create a four to eight (4-8) slide PowerPoint in which you:
Summarize your findings about recruiting in either Japan or Saudi
Arabia.
Identify the top three to five (3-5) factors that would need to be
considered when recruiting in your chosen region.
Develop a persuasive closing summary that describes why the factors
you identified are important.
Include links or references to one to three (1-3) quality resources based
on your research. Note: Wikipedia and similar websites do not qualify as
quality resources.
requirements:
Format the PowerPoint presentation with headings on each slide and one
(1) relevant graphic (photograph, graph, clip art, etc.). Ensuring that the
presentation is visually appealing and readable from up to 18 feet away.
Check with your professor for any additional instructions.
Include a title slide containing the title of the assignment, your name,
your professor’s name, the course title, and the date.
are:
country nationals.
Assess recruiting and selection strategies that can be used to effectively
meet organizational requirements for operating in multiple countries.
HRM.
mechanics.

*****************************************************************************
BUS 325 Week 7 Assignment 4 On Boarding (2
Papers)
Assignment 4: On-boarding
In this assignment, you will create an outline of an onboarding process.
Summarize what you feel are the 2 most important elements in
onboarding in the global environment.
Write a one to two (1-2) page paper in which you:
1. Create an outline of an on-boarding process. Include a brief
explanation of each step and explain why it is important.
2. Summarize what you believe are the two (2) most critical elements
to consider when on-boarding in the global environment.
3. Format your assignment according to the following formatting
requirements:a.Typed, double spaced, using Times New Roman font
(size 12), with one-inch margins on all sides.b.Include a cover page
containing the title of the assignment, your name, your professor’s name,
the course title, and the date. The cover page is not included in the
required page length.

are:
· Analyze international business strategy to identify human resource
· Select performance management processes to assess and improve
performance throughout a multinational corporation.
· Propose training programs to improve performance throughout a
multinational corporation and address the considerations for effective
learning in a diverse workforce of expatriates, host country nationals,
and third-country nationals.
· Use technology and information resources to research issues in
global HRM.
· Write clearly and concisely about global HRM using proper
writing mechanics
*****************************************************************************
BUS 325 Week 10 Assignment 5 Company
Presentation (2 PPT)
This Tutorial contains 2 Presentations

For this final assignment, imagine that all the research and planning you
did for the previous four (4) assignments was part of a global HRM plan
your company is devising. You will need to compile all of your findings
and present them to your company’s upper management.
Based on the feedback you received for the previous four (4)
assignments, address any concerns and update each area based on what
you learned throughout this course.
Then, create a PowerPoint presentation that includes everything from
those assignments. Write out detailed speaker notes, and then narrate the
slides as if you were presenting them in a meeting.
Create a ten to fifteen (10-15) slide PowerPoint in which you:
Addressed concerns from prior assignment feedback.
Converted Assignment 1, 2, 3, and 4 into a cohesive PowerPoint
presentation.
Suggest a compensation strategy that would support international
operations in your company.
Indicate two or three (2-3) key strategies your company could use to
enhance ethical behavior, labor relations, and work conditions.
requirements: a.
Format the PowerPoint presentation with headings on each slide and one
(1) relevant graphic (photograph, graph, clip art, etc.). Ensuring that the
presentation is visually appealing and readable from up to 18 feet away.
Check with your professor for any additional instructions. b. Include a
title slide containing the title of the assignment, your name, your
professor’s name, the course title, and the date. c. Narrate each slide as if

you were presenting them in a meeting, and write out detailed speaker
notes.
are:
Determine the nature of globalization, cultures, and labor markets, and
assess the impact on human resource management (HRM).
country nationals.
Assess recruiting and selection strategies that can be used to effectively
meet organizational requirements for operating in multiple countries.
Select performance management processes to assess and improve
performance throughout a multinational corporation.
Propose training programs to improve performance throughout a
multinational corporation and address the considerations for effective
learning in a diverse workforce of expatriates, host country nationals,
and third-country nationals.
Suggest compensation strategies to support international operations and
balance global operational efficiencies with responsiveness to local labor
conditions.
Analyze effective approaches to the broad spectrum of employee
relations issues, including fostering ethical behavior, labor relations, and
work conditions.

HRM.
mechanics.
*****************************************************************************

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