Assessment item 2 consists of an individual essay of about 2,000 words, on your response to an imaginary cross cultural management dilemma (provided). Value: 30% Due date: Sep 26. Rationale Learning outcomes are to provide you with the opportunity to: – Read more widely; – Research different ways to manage business communication; and gain more insights to key concepts; – Recognise how the major themes of the subject fit within the context of international business; – Become more able to relate theory to the practice of business communication; – Apply theoretical knowledge to a ‘real-life’ problem; – Construct reasonable and realistic arguments and increase their ability to make clear, logical statements; – Increase your problem-solving skills; – Gain skills in correct procedures for writing and presenting business reports. . Marking criteria Appropriate length: 5% Spelling, grammar, punctuation, paragraphing, etc, 5% Logical argument: 10% Relevant response: 10% Total: 30%. High Distinction: A cumulative mark 25.5%-30% indicates demonstration of exceptional knowledge, understanding, and ability in case study analysis and discussion. Distinction: A cumulative mark 22.5%-25% indicates a high level of comprehensive knowledge, understanding, and ability in case study analysis and discussion. Credit: A cumulative mark 19.5%-22% indicates a high level of response, with demonstration of sound knowledge and understanding of the issues involved in case study. Pass: A cumulative mark 15%-19% indicates a basic level of knowledge and understanding of case study analysis and discussion. Fail: A cumulative mark 0%-18.5% indicates limited knowledge, understanding, and ability of case study analysis and discussion. Requirements EXAMPLE OF IMAGINARY CROSS CULTURAL MANAGEMENT DILEMMA AS ESSAY TOPIC JACOB WURST’S LEGACY A mad old billionaire called Jacob Wurst was born a Jew but raised as a Catholic. In later life he became a Buddhist but shortly before his death he converted to Islam. In his Will he donated $1,000,000 to the Institute for Religious Integration (IRI) Studies; but stipulated all the money must be spent on study and research in only ONE of the four religions he experienced during his lifetime: Judaism, Roman Catholicism; Buddhism and Islam. However, there is no mention in his Will of which one. You are a member of the EU and sit on IRI’s Board of Governors. Including yourself there are 4 Governors and a Chair holder. Between you, you make all funding decisions for the Institute. As a devout Roman Catholic you want the money to go to the support of your church; but you know that of your fellow Governors, Aaron is a Jew, originally from Israel, Mehmet is Muslim and Turkish, and Yu-ling Zhang is Chinese and Buddhist. The Chair holder, Jo, is US American and could be of any or no religion. Reviewing what you have learned about international negotiation in your study of ACG504 Communication in Business, how will you plan to persuade the Board to allocate all Jacob’s legacy to study and research of the Roman Catholic Church? SUGGESTIONS Assuming that negotiations tend to follow a 5-phase pattern (preparation; relationship building; exchange of task-related information; persuasion; concessions and agreement) you might begin by preparing a specific proposal of exactly how the money would be spent, e.g. by Caritas, the RC agency for overseas aid and development. Caritas Internationalis is a confederation of 164 Roman Catholic relief, development and social service organisations operating in over 200 countries. Your proposal would focus on the work of Caritas in developing countries whose national religions are Muslim and Buddhist; and for the support Caritas Jerusalem gives for the social, economic, health and emergency needs of the Palestinian population in the West Bank, the Gaza Strip and East Jerusalem. Think ahead also about what concessions you might make – you don’t want too fixed a bottom line. For example, presumably Caritas works closely with Muslim, Buddhist and Jewish locals on its various overseas programs. Find out from Caritas what concessions they would be willing to make to these religious groups if they get the money (i.e. Caritas should be your powerful ally, they may succeed where you cannot). Your next step is to work on your relationships with the other Board members. Assuming you are closer to some than others, now is the time to consolidate existing friendships and make new ties. After than comes persuasion – i.e. lobbying before the meeting to get as many on to your side as you can. At the actual meeting, try to arrange the seating so that you and your supporters form a physical clique; and keep control over the discussion by active listening and reframing for clarification and problem definition. Show great patience and indicate that you don’t care how long it takes to achieve the consensus you want. Make specific suggestions, proposals and requests. Maybe the Board would give you permission to invite a member of Caritas to address them. It is always a good idea to involve external bodies whose opinions may help your group members react the way you want; the contribution of experts is always impressive, as is reference to authoritative figures or agencies. Set your information into contexts that the other members can relate to readily; for example some of Caritas’ work in Turkey, China, Israel. As for your self-presentation, signs of respect are important, also non-verbal signs of dissatisfaction, such as the occasional sigh or frown. Coerce the board towards acceptance of your arguments by reducing their choices; e.g. pointing out difficulties in their counter-proposals. A final suggestion is that you employ situational behaviour; i.e. that you should progress from a ‘telling’ style in which you provide lots of information, through ‘selling’ (encouraging any ideas that favour your plan) to ‘participating’ (encouraging discussion) and eventually, with luck, ‘delegating ‘(sitting back and let the others weigh the merits of your proposal).
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