Introduction 1 page Conclusion 1 page Fix the format, spelling and grammatical error Subjects Materials and Methods Subjects were 30 male volunteers recruited from a university population. Subjects were between the ages of 18-35, had no existing cardiorespiratory or musculoskeletal disorders, claimed to be free from consumption of anabolic steroids or any other legal or illegal agents known to increase muscle size currently and for the previous year, and had not performed any regimented resistance training for at least the past year. Participants were pair-matched according to baseline strength and then randomly assigned to 1 of 2 experimental groups: an internal focus group (INTERNAL) that focused on directly contracting the target muscle during training (n = 15) or an external focus group (EXTERNAL) that focused on the outcome of the lift during training (n = 15). Approval for the study was obtained from the college Institutional Review Board. Informed consent was obtained from all participants prior to beginning the study.
Experimental design The investigation was carried out over a period of 10 weeks, with 8 weeks dedicated to the RT program and 2 weeks allocated for testing. Pre-study testing was carried out in week 1 and post-study testing was carried out in week 10. A supervised progressive RT was performed between weeks 2-9.
Resistance Training Procedures The RT protocol consisted of two exercises: Standing barbell curl and machine leg extension. These exercises were chosen because it is easier to direct focus internally during performance of a single-joint movement. Subjects were instructed to refrain from performing any additional resistance-type or high-intensity anaerobic training for the duration of the study. Training for both routines consisted of 3 weekly sessions performed on non-consecutive days for 8 weeks. All routines were directly supervised by the research team, which included a National Strength and Conditioning Association certified strength and conditioning specialist and certified personal trainers, to ensure proper performance of the respective routines. Subjects performed 4 sets of 8-12 repetitions per exercise. The supervising research staff member provided relevant cues to subjects on each repetition to reinforce the given focus of attention. For INTERNAL, subjects were cued to “squeeze the muscle!” on each repetition; for EXTERNAL, subjects were cued to “get the weight up!” on each repetition. All sets were carried out to the point of momentary concentric muscular failure, operationally defined as the inability to perform another concentric repetition while maintaining proper form. To maintain ecological validity, cadence of repetitions was carried out in a fashion that allowed subjects to best achieve the given attentional focus. Subjects were afforded 2 minutes rest between sets. The loads were adjusted for each exercise as needed on successive sets to ensure that subjects achieved failure in the tar.

1. Introduction 1 page
Conclusion 1 page
Fix the format, spelling and grammatical error
Subjects
Materials and Methods
Subjects were 30 male volunteers recruited from a university
population. Subjects were between the ages of 18-35, had no
existing cardiorespiratory or musculoskeletal disorders, claimed
to be free from consumption of anabolic steroids or any other
legal or illegal agents known to increase muscle size currently
and for the previous year, and had not performed any
regimented resistance training for at least the past year.
Participants were pair-matched according to baseline strength
and then randomly assigned to 1 of 2 experimental groups: an
internal focus group (INTERNAL) that focused on directly
contracting the target muscle during training (n = 15) or an
external focus group (EXTERNAL) that focused on the outcome
of the lift during training (n = 15). Approval for the study was
obtained from the college Institutional Review Board. Informed
consent was obtained from all participants prior to beginning
the study. Experimental design
The investigation was carried out over a period of 10 weeks,
with 8 weeks dedicated to the RT program and 2 weeks
allocated for testing. Pre-study testing was carried out in week
1 and post-study testing was carried out in week 10. A
supervised progressive RT was performed between weeks 2-
9. Resistance Training Procedures
The RT protocol consisted of two exercises: Standing barbell
curl and machine leg extension. These exercises were chosen
because it is easier to direct focus internally during performance
of a single-joint movement. Subjects were instructed to refrain
from performing any additional resistance-type or high-intensity

2. anaerobic training for the duration of the study.
Training for both routines consisted of 3 weekly sessions
performed on non-consecutive days for 8 weeks. All routines
were directly supervised by the research team, which included a
National Strength and Conditioning Association certified
strength and conditioning specialist and certified personal
trainers, to ensure proper performance of the respective
routines. Subjects performed 4 sets of 8-12 repetitions per
exercise. The supervising research staff member provided
relevant cues to subjects on each repetition to reinforce the
given focus of attention. For INTERNAL, subjects were cued to
“squeeze the muscle!” on each repetition; for EXTERNAL,
subjects were cued to “get the weight up!” on each repetition.
All sets were carried out to the point of momentary concentric
muscular failure, operationally defined as the inability to
perform another concentric repetition while maintaining proper
form. To maintain ecological validity, cadence of repetitions
was carried out in a fashion that allowed subjects to best
achieve the given attentional focus. Subjects were afforded 2
minutes rest between sets. The loads were adjusted for each
exercise as needed on successive sets to ensure that subjects
achieved failure in the target repetition range. Attempts were
made to progressively increase the loads lifted each week within
the confines of maintaining the target repetition range. Prior to
training, subjects underwent 10-repetition maximum (RM)
testing to determine individual initial training loads for each
exercise. The RM testing was consistent with recognized
guidelines as established by the National Strength and
Conditioning Association (3). Dietary Adherence
To avoid potential dietary confounding of results, subjects were
advised to maintain their customary nutritional regimen and to
avoid taking any supplements other than that provided in the
course of the study. Dietary adherence was assessed by self-
reported 5-day food records using MyFitnessPal.com
(http://www.myfitnesspal.com), which were collected twice
during the

3. study: 1 week before the first training session (i.e. baseline) and
during the final week of the training protocol. Subjects were
instructed on how to properly record all food items and their
respective portion sizes consumed for the designated period of
interest. Each item of food was individually entered into the
program, and the program provided relevant information as to
total energy consumption, as well as amount of energy derived
from proteins, fats, and carbohydrates for each time period
analyzed. To maximize anabolism, subjects were supplied with
a supplement on training days containing 25g protein and 1g
carbohydrate (Iso100 Hydrolyzed Whey Protein Isolate,
Dymatize Nutrition, Dallas, TX). The supplement was consumed
within 1 hour post-exercise, as this time frame has been
purported to help potentiate increases in muscle protein
synthesis following a bout of RT (2).
Measurements
Body Composition and Anthropometry: Participants’ height was
measured using a Detecto Physicians Scale (Cardinal Scale
Manufacturing Company, Webb City, MO). Assessment of fat
mass, fat free mass, segmental body mass, and body water
content was carried out using an InBody 770 multi-frequency
bioelectrical impedance device (Biospace Co. Ltd., Seoul,
Korea) according to the manufacturer’s instructions. Subjects
were told to refrain from eating for 12 hours prior to testing,
eliminate alcohol consumption for 24 hours, abstain from
strenuous exercise for 24 hours, and void immediately before
the test. Prior to each measurement, the subject’s palms and
soles were cleaned with an electrolyte tissue. Subjects then
stood on the InBody 770, placing the soles of their feet on the
electrodes. The instrument derived the subject’s body mass, and
their age and sex subject were manually entered into the display
by the researcher. Subjects then grasped the handles of the unit
ensuring that the palm and fingers of each hand made direct
contact with the electrodes. Arms were fully extended and
abducted approximately 20 degrees. Analysis of body
composition was determined by the unit with subjects remaining

4. as motionless as possible.
Muscle Thickness: Ultrasound imaging was used to obtain
measurements of muscle thickness (MT). A trained technician
performed all testing using a B-mode ultrasound imaging unit
(ECO3, Chison Medical Imaging, Ltd, Jiang Su Province,
China). The technician applied a water-soluble transmission gel
(Aquasonic 100 Ultrasound Transmission gel, Parker
Laboratories Inc., Fairfield, NJ) to each measurement site, and a
5 MHz ultrasound probe was placed parallel to the tissue
interface without depressing the skin. When the quality of the
image was deemed to be satisfactory, the technician saved the
image to hard drive and obtained MT dimensions by measuring
the distance from the subcutaneous adipose tissue-muscle
interface to the muscle-bone interface, as described previously
(1). Measurements were taken on the right side of the body at 3
sites: 1) elbow flexors; 2) mid-thigh 3) lateral thigh. For the
anterior upper arm, measurements were taken 60% distal
between the lateral epicondyle of the humerus and the acromion
process of the scapula; for the mid- and lateral thigh,
measurements were taken 50% between the lateral condyle of
the femur and greater trochanter for the quadriceps femoris. In
an effort to ensure that swelling in the muscles from training
did not obscure results, images were obtained 48-72 hours
before commencement of the study, as well as after the final
training session. This is consistent with research showing that
acute increases in muscle thickness return to baseline within 48
hours following a RT session (6). To further ensure accuracy of
measurements, 3 images were obtained for each site and then
averaged to obtain a final value. The test-retest intraclass
correlation coefficient (ICC) from our lab for thickness
measurement of the elbow flexors, middle thigh, and lateral
thigh are 0.986, 0.972, and 0.997, respectively. The
standard error of the measurement (SEM) for these measures are
0.16, 0.40, and 0.25 mms, respectively.
Isometric Muscle Strength: Strength assessment were carried
out using isometric dynamometry testing (Biodex System 4;

5. Biodex Medical Systems, Inc. Shirley, NY, USA). After
familiarization with the dynamometer and protocol, subjects
were seated in the chair and performed isometric actions of the
knee extensors and elbow flexors. All isometric testing was
carried out on the subjects dominant limbs. During knee
extension trials, subjects sat with their back flush against the
seat back pad and maintained a hip joint angle of 85 degrees
with the center of the lateral femoral condyle aligned with the
axis of rotation of the dynamometer. The dynamometer arm
length was adjusted for each subject to allow the shin pad to be
secured with straps proximal to the medial malleoli. Subjects
were instructed to hold onto handles for stability, and were also
strapped in across the ipsilateral thigh, hips, and torso to help
prevent extraneous movement during performance. Testing was
carried out at a knee joint angle of 70-degrees (4).
During elbow flexion trials, subjects were seated with the right
arm flexed to 30-degrees and supported in the saggital plane to
eliminate the effects of gravity. The right forearm was strapped
into the upper extremity attachment, and the wrist was placed in
a supinated position. The hip and knee joint angles were
maintained at 85 and 90 degrees, respectively. The left arm was
kept pinned to the left side of the trunk with the forearm on the
abdomen. Subjects were strapped in by crossover shoulder
harnesses and an abdominal belt to help prevent extraneous
movement during performance. Testing was carried out at an
elbow joint angle of 90-degrees (4).
Each maximum voluntary contraction trial lasted 5 seconds,
followed by 30 seconds rest, for a total of 3–4 trials in each
position; that is, if a participant’s net joint moment continued to
increase in the third trial, then a fourth trial was performed.
Participants were verbally
encouraged and were also allowed to view the screen for
biofeedback and increased performance (Campenella et al.
2000). The highest peak net extension moment from each of the
three trials for each maximum voluntary contraction position
was used for analysis.

6. Isotonic Muscle Strength: Upper and lower body strength was
assessed by 6RM testing in the machine knee extension
(6RMknee) followed by the barbell elbow flexion (6RMelbow)
exercises. Subjects reported to the lab having refrained from
any exercise other than activities of daily living for at least 48
hours prior to baseline testing and at least 48 hours prior to
testing at the conclusion of the study. Repetition maximum
testing was consistent with recognized guidelines as established
by the National Strength and Conditioning Association (3). In
brief, subjects performed a general warm-up prior to testing that
consisted of light cardiovascular exercise lasting approximately
5-10 minutes. A specific warm-up set of the given exercise of
10 repetitions was performed at ~50% of the subject’s 1RM.
Subjects then performed sets of 6 repetitions of increasing
weight for 6RM determination. Three to 5 minutes of rest were
provided between each successive attempt. All 6RM
determinations were made within 5 attempts.
For this assignment:
Please reply to 3 classmate’s post that is below.
150 words or more
APA format
3 scholar references
In cite citation
Response 1
Why Global Managers?
In this class we have learned about the globalization of business
and its intricacies. I have posted about barriers to trade, export
financing, and hedging. For my last post of this class I think it
proper to discuss how you manage these instances. Global
manger has become a bit of buzz word in the business word as
most companies seek opportunities outside of their geography.

7. That said, you don’t have to be an international company in
order to have to manage people that are from a diverse
background and culture. It is more important than ever the
managers of a company are able to navigate cultural and social
complexities that come with the world that is becoming smaller
by the day. By learning what being a global manager entails it
will allow the reader to understand what a vital concept this is
for global business in the 21st century.
What is a Global Manager?
The term global manager doesn’t necessary pertain to an actual
job title, but is more of a set of skills or an idea of what a
manager needs in this global marketplace. When you look at the
cultural differences amongst all the countries in the world it is
easy to see that the leaders of a company need to be able to deal
with this. When you are managing a team that can span globally
it is important for that manager to get some insight into the
intricacies and nuances of those cultures. Even if a manager
isn’t him or herself managing those from another county they
are still likely to come into contact with those from another
region in the course of business. Deals can be won and loss by
how they are able to deal with the diversity they face. They
must think like a diplomat does.
The New Global Manger: Learning Cultures on the Fly
It has been characterized in popular culture, though many would
argue some truth in, that Americans rarely take the time to take
in the culture when they are travelling (Nardon & Steer, 2008).
In this world that is increasingly interconnected by the
advancement of travel and internet it is a major challenge for
today’s managers to deal with people they don’t understand
(Nardon & Steer, 2008). It is easy to blame this on language
barriers, but that is over simplifying the matter (Nardon &
Steer, 2008). The biggest issue facing those whom deal in
international business is the difference in cultures (Nardon &
Steer, 2008). As Nardon and Steer state in their article, “how
can we trust or do business with prospective foreign business
partner when we know so little about them” (p. 47, 2008). It

8. may be easy when you deal with one or two counties only, but
that is rarely the case in today’s business environment. The key
here is to learn to be able to adapt and learn about another
culture as quickly as possible (Nardon & Steer, 2008). The first
of the three proposed ways for a manager to accomplish this is
called cultural fluency (Nardon & Steer, 2008). This is simply
learning the language and culture of the country and to immerse
yourself in it (Nardon & Steer, 2008). The second is to develop
of global mindset (Nardon & Steer, 2008). To take yourself
outside of your culture and region and place that in the place of
a global citizen will enable you to more easily gain cultural
fluency (Nardon & Steer, 2008). The last subject is one that will
be touched on briefly due to constraints, but it ties the previous
two together (Nardon & Steer, 2008). Learning cultures on the
fly refers to the ability to use a basic framework in order to
expedite the process in which one would be proficient in
another culture (Nardon & Steer, 2008).
Discussion
How Does Learning Cultures on the Fly Tie into Global
Mangers as a Whole?
It is easy to say that you should just study as much as
you can about a culture and call it day. Maybe do some
Wikipedia research and learn some basic knowledge of the
country. I can tell you from personal experience in my time as a
Marine rifleman in Ar Ramadi Iraq that it is not enough. I
learned a lot about the history, culture, and religion of the
region, but when put into practice I will ill prepared for what
awaited me in real life. Just like a manager initiating trade or
deals with a new foreign partner it is easy to think that you
know what you are talking about. The biggest example that I
had overseas in the Middle East was the concept of punctuality.
Here in the United States we live such a structured life and we
are about schedules. When we planned to meet a leader of a
tribe and planned a date he was 4 hours late. Of course we were
frustrated, but we later learned that they do not abide by
schedules the same way we do. They show up and conduct

9. business when they are ready not on someone else’s terms.
Tying Together Additional Resources
Barakat, Lorenz, Ramsey, and Cretoiu’s article deals with the
impact of cultural intelligence plays on job satisfaction and
performance. This was good example of the practical effects a
successful global manager can have. Tung’s article deals with
examples of the success of female expatriates have had being
global managers. This was good to be able to focus in on a
demographic and show the diversity of the field. In line with
this I chose Griffith and Hoppner’s article to show a section of
the industry, marketing. One of the biggest players in the global
market is the marketing of the products that are sold
internationally (Griffith & Hoppner, 2013). It is very hard to
sell something to someone that you do not understand (Griffith
& Hoppner, 2013). Finally, I chose Babu’s article to show a
country specific distinction in the field. India is quickly
becoming an international export giant the way the China was
decades ago and it is more important than ever that their
managers become adept at cultural fluency (Babu, 2011).
Response 2
Key Term and Why You Are Interested in It
I am interested in the key term “Expanding Into the Global
Marketplace” because of its diversity. If a company wanted to
expand their business they would have to do research and talk to
experts about the next steps. The company can ask their Human
Resources department to look into who to contact in order to
talk about plans. This is where someone like me who is hoping
to jump into this field comes into play. Plus, I have always
wondered how companies are able to make that transition when
wanting to take their brand global. In my recent GBCA paper
Australia was having trouble with their businesses going global
and losing jobs.
Explanation of the Key Term
Expanding Into The Global Marketplace is when a company
decides to consider opportunities to try promoting and selling

10. their products overseas. Before making this transition a
organization must first consider a few possibilities. They should
start by identifying their strengths and weaknesses and
understand how it could apply overseas.( Satterlee, 2014) By
doing this it will tell if their product will have any profit in the
area they are researching. The transition would go smoother if
foreign relations were established before hand and willing to
adapt is easy to agree with. When first starting off execution
from all levels of management is going to be the most important
part. There is going to have to be times where hours are much
longer, and sometimes you will have to travel overseas in order
to insure a smooth transition.
Major Article Summary
The article I chose deals with Netflix finally branching out into
the global marketplace. In 2016 Netflix CEO Reed Hastings set
a goal for his business, wanting to make Netflix available
everywhere in the world. Netflix is now available in every
major market in the world except for China sparking research
into why this has not yet happened. In order to expand Reed
Hastings and his management had to do research on which
markets had available broadband. A nation/territory needs to
have internet in order to be able to use Netflix.
Also some nations/territories try to shy away from using things
like the internet due to lack of money so it could be less
entertained. Before trying to branch out to unfamiliar markets
Netflix chose to work with local languages. Netflix is dedicated
to adding a few dominant languages to their repertoire that
could move their expansion forward: Chinese, Korean, and
Arabic.(Levine-Weinberg, 2016) It does not appeal to many
markets that a English only version will be able to succeed.
After doing research Netflix realized that they would have to
worry about spending a lot of money on content licensing
because they own most of it already. Their worry is going to be
adding languages which is going to take expenses in rounds of
expansion.
The cost of entering a new market from now should become

11. lower which will make it an easier transition. Their will be
major expenses when it comes to marketing themselves in other
regions. It will not be able to branch out and succeed if nobody
will extend a hand in helping promote this product. As of now
Netflix is experiencing international loses but expect for it to be
for a good cause due to expansion. If domestic streaming starts
to slow then a problem could occur with finances.
Discussion
The cited work relates to my key term because it deals with
expanding business. Netflix went through the protocols to figure
out how they can become a more global business. The factors of
depending on domestic income to stay stable was very important
due to loss of revenue Netflix has to experience in global
marketing transition. Netflix going global relates to this module
just based off Chapter seven’s title “Global Market Entry”.
Entering into a global market has to be taken very serious by
major businesses because one slip up could mean a bad
reputation. This module explains options for a CEO to consider
when wanting to research how their products can benefit other
territories.
The first work I cited dealing with Expanding Into The Global
Marketplace deals with reasons why many companies do not
succeed. It explains some steps in which a CEO leaves out when
considering options for relocation. Staying local will keep a
steady income and products will become well known.
Sometimes a CEO does not have enough revenue in order to
keep up the transition. The second cited work deals with ten
reason companies decide to try branching into global marketing.
They feel that once their product succeeds in one territory it
could open up a field of foreign relations in order to keep
growing. Some territories offer really cheap labor which could
mean more money for a CEO to think of future expansion. My
third citation explains why Starbucks is expanding its business
in China even though their economy is slowing. Starbucks is
thriving in a slow growing economy and tends to build more
businesses in this territory. My final citation is about why

12. American businesses are failing to succeed in China’s economy.
China is seen to be a nation where businesses can not get a clear
angle on how to transition. Netflix is going to transition into
this economy hoping to prove that they can be viewed in every
part of this world.
Response: 3
Key Termand Why You Are Interested in It
This week I have chosen to discuss the concept of
Standardization vs. Adaptation. I am interested in learning
more about this term because I believe it can apply to any
aspect of life. The key decision I believe is whether we chose
to standardize or adapt. It is within this aspect that I what to
gain a better understanding of the causes and factors of each.
With regards to international business, I am curious to better
understand if there are any key points or deciding factors that
cause international companies to choose to standardize or adapt,
whether it be cultural, social or economic factors.
Explanation of the Key Term
Standardization versus Adaptation is a concept or even
requirement within international businesses. The idea stems
from various cultural, social and economic factors that must all
be considered when introducing a new product on a global
scale. The idea behind the key term is that companies must
choose whether they want to standardize or adapt.
Standardization is concept that a product and its manufacturing
remain uniform throughout the entire process regardless of
various outside influences. Adaptation is where a company
realizes potential shortfalls within a specific area and amends
the product or manufacturing process to increase the product
marketability. An example of this would be various vehicle
manufactures. Vehicles sold and produced overseas have
different requirements than those sold in the United States.
Because of this, vehicle companies are forced to adapt to US
standards in order to sell vehicles with United States borders.

13. 3. Major Article Summary
The debate of whether companies should standardize versus
adapt is one that continues to rise as the global economy
continues to strengthen. Authors Marios Theodosiou and
Leonidas Leonidou present a well-established argument in their
review Standardization versus adaptation of international
marketing strategy: an integrative assessment of the empirical
research. They discuss how standardization forces market
similarity and technological uniformity while offering
additional benefits of the following:
Significant economies of scale in all value-adding activities,
particularly in research and development, production, and
marketing; (b) the presentation of a consistent corporate/brand
image across countries, especially in light of the increasing
consumer mobility around the world; and (c) reduced
managerial complexity due to better coordination and control of
international operations.
The authors then discuss that the adaptation approach varies
based upon consumer needs, societal infrastructure, cultural
traditions, laws and infrastructure. They criticize that the idea
of standardization overcomplicates an already simple concept
and contradicts the marketing concept. They end their
discussion about adaptation by stressing how the objective of a
company should be to earn profits. While standardization might
offer the potential for a company to reduce costs within specific
areas, long-term sales through adaptation would likely far
outweigh the potential savings from standardizing a product or
service by allowing companies to exploit specific consumer
needs across countries and cultures.
By discussing the findings of a group of third party
researchers, the authors validated that the decision to
standardize or adapt is situation dependent. The third part
researches concluded, “the decision to standardize of adapt the
marketing strategy is situation specific, and this should be the
outcome of thorough analysis and assessment of the relvant

14. contingency factors prevailing in a specific market at a specific
time.” (Theodosiou & Leonidou 2003)
The authors conclude their study by stating that the
strategic goal for international companies, with regards to
standardization versus adaptation, remains unresolved and
inconclusive.
4. Discussion
A. The above work by authors Marios Theodosiou and Leonidas
Leonidou relates to my explanation of the key term by posing
similar questions. The authors conducted a study on the topic
and primarily found that their results were inconclusive in
presenting a definitive argument or reason as to why companies
should standardize versus adapt. The authors give adequate
pros and cos for each reason, but the findings from the third
party researchers relate most the explanation above. In regards
to the content assigned in the course, the book, Cross Border
Commerce, focuses primarily on the definitions of
standardization and adaptation. The assigned reading offers no
insight as to what factors may potentially be beneficial for
companies to choose one or the other. This further strengthened
the claim by the third party researchers that the various
cultures, social and economic factors play a significant and
deciding role as to whether companies standardize or adapt.
B. The primary concept that was most common when doing
continued research on the subject is defined by Rekha Rao-
Nicholson and Zaheer Khan in the article Standardization versus
adaptation of global marketing strategies in emerging market
cross-border acquisitions. The author’s conclusion states
“institutional factors have a stronger effect than organizational
identities on global marketing strategies, including branding.”
(Rao-Nocholson & Khan 2017) This statement is supported by
the additional sources researched for a better understanding of
the key term. The overall consensus of the debate is that the
decision to standardize versus adapt depends solely on the goals
and vision of the company, combined with the social, cultural
and economic values of the region. The debate will likely

15. continue as companies continue to invest and produce products
within economies, cultures and societies that are vastly different
from the parent company. As globalization continues, firms
will be forced to decided which products to standardize, and
which to change.