Universidad Autónoma de Nuevo León Facultad de Contaduría Pública y Administración Lic. en Negocios Internacionales Chapter 3 & 4 “Understanding the Role of Culture” “Communicating across Cultures” Juan Carlos Rositas Name: ID: Saúl Alejandro Morán Salas 1488543 Jesus Alejandro Gonzalez Chávez 1453827 Vanessa Yamileth Lozano Castro 1486174 Noe Abraham Pérez Moreno 1492416 Manuel Emilio Revilla Lira 1494784 Mónica Alejandra González Cavazos
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1. List at least five reasons why people visit Web sites. • Learn about products or services that the company offers • Buying products or services that the company offers • Obtaining information about warranty‚ service‚ or repair policies for products purchased • Obtaining general company or organization information • Obtaining financial information for making an investment in the compnay or organization • Identifying the people that manage the organization • Obtaining contact information
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James Hughes 5/12/2015 CO2520 Analysis 4 Based on your understanding of the situation‚ answer the following questions: How do people in “individualist’ cultures behave differently to people in “collectivist” cultures? In individualist cultures the connections between individuals are loose. Everyone is expected to look after themselves and their immediate family. Collectivist as it’s opposite pertains to societies in which people from birth onward are integrated into strong‚ cohesive groups‚ which
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Case 4: Aaron Jones‚ CPA‚ is auditing the current year’s financial statements of Low Company‚ a publicly traded company. Aaron notices some major fluctuations in Low’s fourth quarter of the previous year’s financial statement balances. He is aware that security holders of publicly traded company stock that does not separately report fourth quarter results often “impute” such results by subtracting data based on third quarter interim balances from the year-end balances. Thus‚ companies should report
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• 1 - exhibit the strongest performance • 2 - stable and capable of withstanding business fluctuations; supervisory response is informal and limited • 3 - weaknesses in one or more of the components; requires formal or informal enforcement actions • 4 - unsafe practices or conditions; close supervisory attention and intervention is required; failure is possible • 5 - exhibit a critically deficient performance; immediate intervention; failure is highly probable Source: www.fdic.gov During the financial
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Chapter 4 Individual and Market Demand Teaching Notes Chapter 4 builds on the consumer choice model presented in Chapter 3. Students find this material very abstract and “unrealistic‚” so it is important to convince them that there are good reasons for studying how consumers make purchasing decisions in some detail. Most importantly‚ we gain a deeper understanding of what lies behind demand curves and why‚ for example‚ demand curves almost always slope downward. The utility maximizing
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Unit 401 - Understanding the principles and practices of internally assuring the quality of assessment. 1. Understand the context and principles of internal quality assurance. 1.1 Explain the functions of internal quality assurance in learning and development. Credibility – Centres must comply with standards set by awarding bodies for delivery of qualifications and keep an auditable track of all systems to provide evidence of competency. Once verification has taken place‚ the assurer acts as
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| | | | |The HR Professionals Map consists of 10 professional areas‚ 8 behaviours and 4 bands. | | | | | |Within
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Questions for Jet Blue Case (Case #4) 1. Research on the history of Jet Blue (operational and performance highlights/lowlights/milestones from 2000 to present) a. Identify the “strategic service vision“ of Jet Blue‚ i.e.‚ target market‚ service concept‚ operating strategy‚ and service delivery system. Did their operating strategy and delivery system support the needs of their target market? b. From the research facts‚ did the owners/management of Jet Blue strictly adhere to their strategic service
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Chapter 4 Discussion Questions 1. What specifically would the experience of living and working in another country contribute to your skills and effectiveness as a manager in your own country? 2. What might be some long-term ramifications of the war in Iraq for U.S. managers and companies operating internationally? 3. What do you think is your strongest component of cultural intelligence? Your weakest? How would you go about shoring up your weaknesses? 4. What steps could a company
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