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BUSS325 – Global Management
Final Exam Directions
This Assessment is worth 15% of your overall grade
Completing this Assessment (Final Exam Part 1) will help you
to:
Course Outcomes:
1. Identify cultural differences between other countries and
social institutions that are
transacting business internationally.
2. Describe the strategies necessary to become a participant in
global business.
3. Examine the organizational structures of international
companies.
4. Compare domestic and international business ethics and
social responsibility.
Program Outcomes:
1. Apply contemporary knowledge and skill sets to work
effectively in the business
community.
2. Display a working knowledge of strategic business
applications, evaluative techniques,
and management processes as well as the role business plays in
a global economy.
3. Demonstrate sensitivity to and appreciation for ethical issues
and deport themselves in
ethical manner at all times.
Institutional Outcomes:
1. Information Literacy and Communication - Utilize
appropriate current technology and
resources to locate and evaluate information needed to
accomplish a goal, and then
communicate findings in visual, written and/or oral formats.
2. Relational Learning - Transfer knowledge, skills and
behaviors acquired through formal
and informal learning and life experiences to new situations.
3. Thinking Abilities - Employ strategies for reflection on
learning and practice in order to
adjust learning processes for continual improvement.
Deadline:
The Final Exam will consist of two parts. Part 1 will be a Case
Study, and Part 2 will be an
assessment in Week 7.5.
Final Exam Due Date
Upload and submit your Final Exam Part 1 Case Study Week 7
Complete Final Exam Part 2 assessment. Week 7.5
Directions:
Read the following Case Study and respond to the items below.
Case Study: Whole Foods Market
Customers entering a Whole Foods store are greeted with a
visual feast: bright red peppers and
glossy green avocados in a colorful collage. “Beauty is an
important part of pleasure and how
we interpret the food experience,” says Whole Foods Market
founder and CEO John Mackey.
“We seduce the customer with produce.”
Offering beautiful produce and other fresh, natural, and often
organic foods is the foundation of
Whole Foods. The health food store Mackey started in Austin,
Texas in 1978 has grown into a
leading natural foods supermarket chain, with nearly 900 stores
and $9 billion in yearly sales. It
has helped create a $15 billion industry.
Throughout its growth, Whole Foods has honed and retained its
culture, which is based on a
commitment to simple, healthy food and environmental
sustainability. The company values and
strives to satisfy all its stakeholders: customers, employees,
community members, suppliers, and
the shareholders who have invested in its stock. Whole Foods
views itself as an alternative to the
usual business model and follows the principle that “the purpose
of business is not primarily to
maximize shareholder value,” says CEO Mackey. He believes
his company’s philosophy will be
the dominant business philosophy in the 21st century.
Focusing on customers first, Whole Foods provides consumer
education as well as fresh,
healthful products. After customers, the emphasis is on happy
employees. As the second largest
non-union U.S. retailer, Whole Foods has ranked fifth among
Fortune Magazine’s list of the 100
best companies to work for. Its “team members” earn an
average $15 an hour, receive full health
benefits, are given the company financial data, and have a say
in a store’s operations. The chain
buys as much as possible from local, organic farmers and
promotes them through store displays.
Whole Foods donates 5% of its profits to community projects
and shows its responsibility to the
environment by promoting “green” brands, purchasing
renewable energy, building energy
efficient stores, and leading the reusable shopping bags
movement. The company takes its
concern so far as to seek poultry and meat from animals raised
as naturally as possible and
treated compassionately.
Mackey inspires his company’s culture. Even though Whole
Foods executives have their
salaries capped at 19 times the average worker’s pay, he cut his
own pay to $1 a year. He says
he has enough money.
Industry analysts and stockholders have questioned whether
Whole Foods can maintain both its
culture and profitability as competition increases. Traditional
grocery chains now offer many
organic products, often at lower prices than those at Whole
Foods (nicknamed “whole
paycheck”). Lowering prices to compete would lower Whole
Foods’ profits and perhaps reduce
the service that marks the Whole Foods experience. Another
concern is that as more
supermarkets carry organic products, the limited number of
organic farmers may not be able to
meet the demand.
References (do not use these for your own references):
Fox, J. (2008). Employees first! Time, P. 45.
York, E. B. (2008, June 9). Whole Foods. Advertising Age, S6
Zuckerman, G. (2008). Look closely before biting: Whole
Foods needs to focus on costs, slow
store openings. Wall Street Journal, p. C8.
Click the following link to access more information: Whole
Foods
Respond to each of following items in 150 to 300 words with
support from at least two scholarly
sources (include APA citations):
• Analyze and describe the organizational culture that you
would say is dominant at Whole
Foods Market, and assess if the organizational culture been an
effective or non-effective
aspect of Whole Foods’ success.
• Propose and explain at least two strategies that Whole Foods
could use to become a
participant in global business. Suggest a country into which
Whole Foods can enter.
Justify your reasoning.
• Based on the country you feel Whole Foods can enter,
compare and contrast the country
of your choice with Whole Foods in terms of cultural
differences. Evaluate whether the
differences could affect Whole Foods’ entrance into that
country.
• Compare and contrast Whole Foods’ philosophy and practices
with international business
ethics and social responsibility. Evaluate and explain how ethics
and social responsibility
aid organizational success domestically, internationally, or
both.
Please refer to the grading rubric below.
Upload and submit your Final Exam Part 1 in Week 7.
http://www.wholefoodsmarket.com/company
BUSS325 – Final Exam Part 1 Rubric
Criteria Above Expectations Meets Expectations Below
Expectations Score
Content
60 points
60-54 points
Essay is clear and includes all of
the requirements in detail.
53-42 points
Essay is clear and includes all
requirements with Minimal details.
41-0 points
Essay is unclear, or contains less
than 50% of the requirements.
Minimal details.
APA Formatting
and
Mechanics
40 points
40-36 points
Used proper grammar, spelling
and punctuation.
35-28 points
Use proper grammar, with some
grammar and spelling errors (3-5)
27-0 points
Numerous grammar and spelling
errors making it difficult to read
(more than 10).
Instructor Comments:
Total Points:

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BUSS325 – Global Management Final Exam Directions This.docx

  • 1. BUSS325 – Global Management Final Exam Directions This Assessment is worth 15% of your overall grade Completing this Assessment (Final Exam Part 1) will help you to: Course Outcomes: 1. Identify cultural differences between other countries and social institutions that are transacting business internationally. 2. Describe the strategies necessary to become a participant in global business. 3. Examine the organizational structures of international companies. 4. Compare domestic and international business ethics and social responsibility. Program Outcomes: 1. Apply contemporary knowledge and skill sets to work effectively in the business community. 2. Display a working knowledge of strategic business applications, evaluative techniques,
  • 2. and management processes as well as the role business plays in a global economy. 3. Demonstrate sensitivity to and appreciation for ethical issues and deport themselves in ethical manner at all times. Institutional Outcomes: 1. Information Literacy and Communication - Utilize appropriate current technology and resources to locate and evaluate information needed to accomplish a goal, and then communicate findings in visual, written and/or oral formats. 2. Relational Learning - Transfer knowledge, skills and behaviors acquired through formal and informal learning and life experiences to new situations. 3. Thinking Abilities - Employ strategies for reflection on learning and practice in order to adjust learning processes for continual improvement. Deadline: The Final Exam will consist of two parts. Part 1 will be a Case Study, and Part 2 will be an assessment in Week 7.5. Final Exam Due Date Upload and submit your Final Exam Part 1 Case Study Week 7
  • 3. Complete Final Exam Part 2 assessment. Week 7.5 Directions: Read the following Case Study and respond to the items below. Case Study: Whole Foods Market Customers entering a Whole Foods store are greeted with a visual feast: bright red peppers and glossy green avocados in a colorful collage. “Beauty is an important part of pleasure and how we interpret the food experience,” says Whole Foods Market founder and CEO John Mackey. “We seduce the customer with produce.” Offering beautiful produce and other fresh, natural, and often organic foods is the foundation of Whole Foods. The health food store Mackey started in Austin, Texas in 1978 has grown into a leading natural foods supermarket chain, with nearly 900 stores and $9 billion in yearly sales. It has helped create a $15 billion industry. Throughout its growth, Whole Foods has honed and retained its culture, which is based on a commitment to simple, healthy food and environmental sustainability. The company values and strives to satisfy all its stakeholders: customers, employees, community members, suppliers, and the shareholders who have invested in its stock. Whole Foods views itself as an alternative to the usual business model and follows the principle that “the purpose of business is not primarily to
  • 4. maximize shareholder value,” says CEO Mackey. He believes his company’s philosophy will be the dominant business philosophy in the 21st century. Focusing on customers first, Whole Foods provides consumer education as well as fresh, healthful products. After customers, the emphasis is on happy employees. As the second largest non-union U.S. retailer, Whole Foods has ranked fifth among Fortune Magazine’s list of the 100 best companies to work for. Its “team members” earn an average $15 an hour, receive full health benefits, are given the company financial data, and have a say in a store’s operations. The chain buys as much as possible from local, organic farmers and promotes them through store displays. Whole Foods donates 5% of its profits to community projects and shows its responsibility to the environment by promoting “green” brands, purchasing renewable energy, building energy efficient stores, and leading the reusable shopping bags movement. The company takes its concern so far as to seek poultry and meat from animals raised as naturally as possible and treated compassionately. Mackey inspires his company’s culture. Even though Whole Foods executives have their salaries capped at 19 times the average worker’s pay, he cut his own pay to $1 a year. He says he has enough money. Industry analysts and stockholders have questioned whether Whole Foods can maintain both its culture and profitability as competition increases. Traditional grocery chains now offer many
  • 5. organic products, often at lower prices than those at Whole Foods (nicknamed “whole paycheck”). Lowering prices to compete would lower Whole Foods’ profits and perhaps reduce the service that marks the Whole Foods experience. Another concern is that as more supermarkets carry organic products, the limited number of organic farmers may not be able to meet the demand. References (do not use these for your own references): Fox, J. (2008). Employees first! Time, P. 45. York, E. B. (2008, June 9). Whole Foods. Advertising Age, S6 Zuckerman, G. (2008). Look closely before biting: Whole Foods needs to focus on costs, slow store openings. Wall Street Journal, p. C8. Click the following link to access more information: Whole Foods Respond to each of following items in 150 to 300 words with support from at least two scholarly sources (include APA citations): • Analyze and describe the organizational culture that you would say is dominant at Whole Foods Market, and assess if the organizational culture been an effective or non-effective aspect of Whole Foods’ success.
  • 6. • Propose and explain at least two strategies that Whole Foods could use to become a participant in global business. Suggest a country into which Whole Foods can enter. Justify your reasoning. • Based on the country you feel Whole Foods can enter, compare and contrast the country of your choice with Whole Foods in terms of cultural differences. Evaluate whether the differences could affect Whole Foods’ entrance into that country. • Compare and contrast Whole Foods’ philosophy and practices with international business ethics and social responsibility. Evaluate and explain how ethics and social responsibility aid organizational success domestically, internationally, or both. Please refer to the grading rubric below. Upload and submit your Final Exam Part 1 in Week 7. http://www.wholefoodsmarket.com/company BUSS325 – Final Exam Part 1 Rubric Criteria Above Expectations Meets Expectations Below Expectations Score
  • 7. Content 60 points 60-54 points Essay is clear and includes all of the requirements in detail. 53-42 points Essay is clear and includes all requirements with Minimal details. 41-0 points Essay is unclear, or contains less than 50% of the requirements. Minimal details. APA Formatting and Mechanics 40 points 40-36 points Used proper grammar, spelling and punctuation. 35-28 points Use proper grammar, with some grammar and spelling errors (3-5) 27-0 points
  • 8. Numerous grammar and spelling errors making it difficult to read (more than 10). Instructor Comments: Total Points: