discussion replies 20

Need three replies to discussion boards, each one needs to be 2 paragraphs long with an in-text citation and each needs to have an open-ended question at the end. Please write as if you are talking directly to the classmate. Please add reference at the end of each one separately, please do not add a cover page:

Question #1-Reply to Equille

Original question:

With regards to the case Medical Equipment Inc. in Saudi Arabia, (in your purchased coursepack) what are Grover’s options? Is there a way for Grover to accommodate local customs, succeed in his sales endeavors, and take into account any ethical concerns? What would you do in his place and why?

Please reply to Equille:

At this point, I would look into the deal that my colleague Samer mentioned. Sometimes, deals have to be sweetened. That is a part of business. I refuse to sacrifice my integrity and my morals for this sale. I understand much time and effort was spent on this, but I can only continue to pitch my side doing it the right way. This account was already a tough get and the one official I needed to establish a good relationship did not want to see me, because it was hard enough to get meetings with him. There are two options, give up on the deal and try to work on the next big account (where this type of issue can arise again) or he can continue to work on the deal and push the envelope with the official and make his deal the most attractive in the 11th hour.

I would look to see if I could get a local to come with me. Maybe a local’s presence could lighten the mood and bridge the gap. It is a favor worth asking someone like Samer for. They know the lay of the land better than anyone because he is from there. All my experience does not change the fact that I am an expatriate and I am not treated the same, according the hierarchy of Saudi Arabian business (Dietz, Grover & Guerrero, 2007). I think by actually having a national by my side would really help because I would have someone with a higher social status with me. I can still satisfy local norms and succeed in my sales with a little bit of help here and there. That is what a team is for. What cannot happen is cheating. Not only does the official not want to do business with me, he is incentivized to do business with someone that looks like him and is paying him a little extra on the side possibly. I can match that payment with options that he cannot refuse. Offering that godfather offer, with help from an actual Saudi, could really help my situation.


Case: Dietz, J., Grover, A., & Guerrero, L. (2007). Medical equipment Inc. in Saudi Arabia. Richard Ivey School of Business Case Study #807C42. Richard Ivey School of Business.

Question #2- Please reply to Heather

Here is the Original question:

You are a Japanese CEO of a large, multinational car maker based in Japan, and you want to expand your manufacturing operations in the United States. You are looking at various states in the South, including Kentucky, North Carolina and Tennessee. You are concerned about the backlash that your company may experience from Americans who do not like to see a “foreign” company moving into their communities. You are also concerned that Japanese ethical and cultural values are different from American ones.

How would you go about learning “American” ethical and cultural values, as a Japanese CEO, and what are some considerations that you would take into account in the development of a code of ethical conduct at a new American subsidiary?

Please Reply to Heather:

As a CEO of a Japanese multinational car manufacturer, I would try to learn “American” ethical and cultural values by research and by visiting the locations I would consider building the business. I would ease concerns of those that didn’t want a “foreign” company moving into their community by exploring the opportunities that would benefit the community with the addition of the company. By visiting the areas that would potentially house the business, I would also discuss with different members of the community what their opinions of ethical and cultural values are and why. It important to recognize that in American research, “ethical judgments are meditated by the individuals’s ethical ideology” and that “both idealism and relativism affect the individual’s willingness to sacrifice ethics” (Robertson, Olson, Gilley & Bao, 2007, p. 414), therefore, visiting locations and researching American ethical and cultural values might not be enough to truly adapt them without any kind of backlash. One cannot get to know every individual and their ethical and cultural values, and they can vary drastically from neighbor to neighbor. Regardless of whether or not American ethical and cultural values differ from Japanese should not have a bearing on the development of the business as I’m a firm believer that that is the price you pay when doing international business. The culture and ethical values of the location you are conducting business is what needs to be prioritized over personal conflicts.

The considerations that I would take into account in the development of a code of ethical conduct at a new American subsidiary would be to satisfy the ethical and cultural values of that community that served as the home to the new business. Multinational business transactions occur daily both within and outside of the United States. Ethical values and culture can be different in individual states and communities within those states, so to develop a code of ethical conduct a a new American subsidiary would first require a selection of the location, and then information on the culture and values that are important to that area.


Robertson, C., Olson, B., Gilley, K., & Bao, Y. (2008). A cross-cultural comparison of ethical orientations and willingness to sacrifice ethical standards: China versus Peru. Journal of Business Ethics, 81(2), 413-425.

Question #3 Please reply to Loreny

Original Question:

Let’s connect the dots.

What ties do you see between the two readings from this week and the video? Based on the messages from these authors, what practices would you use to convince a senior person in your organization or the sponsor of your project to implement your recommendations?

Please reply to Loreny

The connections between the two readings and the video from this week are that they can prepare you on how to convince either a senior person on the sponsor to implement your recommendations. The video talks about body language and the way you express yourself. Amy Cuddy mentioned how we are all focused on other people’s body language and fail to realize how our posture is and the way we look (Cuddy, A., 2012, October 1). Body language I believe is something we all forget about and do not realize how our presence can have an impact of what it is you are trying to express. Emotions usually are expressed through body language. Some individuals cannot control how they express themselves and it reflects. In the reading, Get the Boss to Buy In, it talks about seven tactics that sellers implement to succeed, one of them is managing emotions. It states “strong emotions can be channeled into a rousing appeal for action, when unregulated” (Ashford, S. & Detert, J., 2015), therefore, as a presenter or seller you want to be able to control your emotions because you do not want to reflect the wrong idea and seem frustrated.

Persuasion can be misinterpreted and associated with manipulation. But when exercised the correct way it becomes “the opposite of deception” (Conger, J., 1998). The reading also lays out four steps to persuasion, which would be the practice that I would use to convince a senior person in my organization. First, the audience has to be able to trust you and trust your experience so they can understand what you are talking about. Therefore, stating my credibility first would give the audience the bases to consider my recommendations. Next, pointing out what they would get out of the recommendations will give them a reason to keep listening. Any senior management would only change a routine if they can see that the benefits for the new recommendations are better. Also, mentioning the step that will be taking during the implementation of the recommendations get to give them a sense of security. Since, change can “disrupt existing structure that allocates power, status, and control” (Heathfield, S, M., 2017 November 07) it is important to recognize this ahead of time. Anytime an individual wants to provide recommendations or a change in the business, the evidence is always required. However, ordinary evidence will not work. It has to contain “supplement numerical data with examples, stories, metaphors, and analogies” (Conger, J., 1998). I feel as though without evidence there is no decision to anything.

Ashford, S. & Detert, J. (2015). Get the boss to buy in. HBS No. R1501E. Boston, MA: Harvard Business School Publishing.

Conger, J. (1998). The art of persuasion. HBS No. 98304. Boston, MA: Harvard Business School Publishing.

Cuddy, A. (2012, October 1). Your body language shapes who you are. Retrieved from http://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en&utm_source=tedxyt (Links to an external site.)Links to an external site.

Heathfield, S, M. (2017 November 07). Management Strategy to Help Employees Implement Changes. The Balance Careers. Retrieved from https://www.thebalancecareers.com/management-strat…

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