Running head: WORKFLOW ANALYSIS 1
Deliverable One: Memorandum and Workflow Analysis Flow Chart
Rasmussen University Online
LaToya T. Benson
Healthcare Strategic Planning and Marketing
October 23, 2022
Memorandum
To: Professor Dawn Ide, Chief Executive Officer
From: LaToya T. Benson, Strategic Planning Manager
Date: 10/23/2022
Re: Business Planning and Strategic Planning
Confidential
Business and Strategic planning are necessary to increase revenue and address potential risks that can negatively affect client relationships. Both can also help healthcare organizations prepare for future disruptions or crises.
A business plan is a framework of strategies and initiatives to start a new business. It outlines the services planned to be provided and how you intend to run your company ("Business plan vs. strategic plan," 2022). It details the financial aspects of the healthcare organization, such as its revenue streams, operational procedures, and resource allocation ("Business plan vs. strategic plan," 2022). It specifies when and how the organization plan to see a benefit from the investment. A business plan has short- or mid-term goals that define the steps necessary to achieve them. It usually lasts up to 12 months.
A strategic plan, in contrast to a business plan, details the objectives of an organization and the steps it will take to achieve those objectives. ("Business plan vs. strategic plan," 2022). A strategic plan is a business framework that existing companies implement when they want to improve their business processes and streamline their operations ("Business plan vs. strategic plan," 2022). It defines your organization's future, setting goals that will move you toward that future and determining the major projects you'll take on to meet those goals. It also includes sustaining that strategy focus over three to five years.
Adopting telehealth and telemedicine services is a focus area in the healthcare industry that could help our company increase revenue and client satisfaction. More outstanding communication with our clients' patients through telehealth and telemedicine services can lead to improved revenue cycle management, increasing revenue (Adepoju et al., 2022). One way to do this is through virtual check-ins, a messaging function within a telehealth platform, or video visits with patients that can save time and avoid unnecessary office visits. The benefits of telemedicine go beyond offering convenience to patients and reducing revenue loss for the clinic. Telemedicine is a promising investment that may prove to be worthwhile in reducing overall healthcare costs (Adepoju et al., 2022)
To ensure a strategic telemedicine plan is adopted in the organization, the following questions below must be considered and addressed appropriately:
· Is our telehealth strategy embedded in our organizational strategy? ("Strengthening your telehealth," n.d.)
· Do we understand patient needs and preferences around v.
Organizational Change Plan is evolving and it evaluates a problem-solving mechanism for communicating change in an organization to members of staff and stakeholders.
It is expected to be a part of an organization's culture and measure easily used to resolve issues and communicate.
Change is inevitable and human beings are resistant to change, however, the channel used in communicating such changes goes a long way in driving home to point to achieve stated objectives.
Great insight on what constitutes and effective business plan. Learn how to develop a strategic business plan that is guaranteed to get the attention of potential investors, business partners and other stakeholders.
This document discusses Wahid's view on using financial and economic analysis to support modern business decision making. It explains that financial analysis can help managers increase corporate and shareholder value through strategies like mergers and acquisitions. The document also discusses how financial analysis should be conducted effectively by regularly monitoring progress, applying standards, and identifying areas for improvement. It emphasizes that financial analysis is important for operational planning, strategy planning, performance reviews, and management decision making.
Chapter 2 Strategic Planning and Budgeting—Process, Preparation, .docxchristinemaritza
Chapter 2: Strategic Planning and Budgeting—Process, Preparation, and Control
OVERVIEW
Although it differs among companies, planning charts the direction of the company over a period of time to accomplish a desired result, such as improving profitability. Budgeting is simply one portion of the plan, and the annual budget should be consistent with the long-term goals of the business. Planning should link short-term, intermediate-term, and long-term goals. Plans are interrelated, and the annual plan may be based on the long-term plan. The objective is to make the best use of the company's available resources over the long term.
In planning, management selects long-term and short-term goals and draws up plans to accomplish those goals. Planning is more important in long-run management. The objectives of a plan must be continually appraised in terms of degree of accomplishment and how long implementation will take. There should be feedback as to the plan's progress. It is best to concentrate on accomplishing fewer targets so proper attention will be given to them. Objectives must be specific and measurable. For example, a target to increase sales by 20 percent is definite and specific. The manager can quantitatively measure progress toward meeting this target.
The plan is the set of details implementing a strategy. The plan of execution typically is explained in sequential steps, including costs and timing for each step. Deadlines are set.
The planning function includes all managerial activities that ultimately enable an organization to achieve its goals. Because every organization needs to set and achieve goals, planning often is called the first function of management. At the highest levels of business, planning involves establishing company strategies—that is, determining how the resources of the business will be used to reach its objective. Planning also involves the establishment of policies—the day-to-day guidelines used by managers to accomplish their objectives. The elements of a plan include objectives, performance standards, appraisal of performance, action plan, and financial figures.
All management levels should be involved in preparing budgets. There should be a budget for each responsibility center. Responsibility in particular areas should be assigned for planning to specific personnel. At MillerCoors Company, planning is ongoing, encouraging managers to assume active roles in the organization.
A plan is a predetermined action course. Planning has to consider the organizational structure, taking into account authority and responsibility. Planning is determining what should be done, how it should be done, and when it should be done. The plan should specify the nature of the problems, reasons for them, constraints, contents, characteristics, category, alternative ways of accomplishing objectives, and information required. Planning objectives include quantity and quality of products and services, as well as growth opportunities.
A pla ...
Quality Statements and Seven Steps to Strategic Quality PlanningDr.Raja R
What is a quality statement?, Quality statements and tenders, What does a quality statement include?, Define the term strategy?,
Vision Statement, Mission Statement, Quality Policy Statement and seven steps to strategic Quality Planning
This document discusses the differences between strategic planning and operational planning. Strategic planning focuses on the overall direction of an organization over multiple years and defines long-term goals and strategies. Operational planning focuses on short-term implementation of the strategic plan over one year or less and includes more detailed budgets, timelines, and actions. The strategic plan guides the organization's direction while the operational plan provides guidance for executive managers to carry out short-term goals.
Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docxtoddr4
Running head: ABC INTERNATIONAL, INC. 1
ABC International, Inc. 5
ABC International, Inc.
Marquita Watkins
HRM5000 | Strategic Human Resource Management
South University - Online
April 20, 2020
A balanced scorecard (BBC) is a management system and strategic planning performance metric that organizations use to identify and enhance different internal functions and their external outcomes. A balanced scorecard was first introduced by Robert Kaplan and David Norton in 1992. They took previous performance metrics and reformed them to incorporate nonfinancial information. This paper will, therefore, evaluate the purpose of a balanced scorecard, recognise the categories on the balanced scorecard, defend the significance of a balanced scorecard, and, lastly, design a supplemental graphic of a balanced scorecard.
Purpose of a Balanced Scorecard
BSC has several purposes. Organizations can use BSC to communicate what they want to accomplish. They can also use a balanced scorecard to prioritize products, services, and projects (balancedscorecard.org). Besides that, they can use the balanced scorecard to monitor and measure progress and to align the everyday work that every employee is doing with the company’s strategy.
Many large companies all over the world use the balanced scorecard. More than half big companies in Asia, Europe, and the U.S. are using a balanced scorecard, with the use increasing in those areas as well as Africa and the Middle East. According to recent research, BSC is among the top ten mostly largely used performance metric around the world (balancedscorecard.org). Harvard Business Review editors have also selected BSC as one of the most influential management tools of the past seventy-five years.
Categories on the BSC
Traditional Categories
The four categories of BSC are customer, learning and growth, internal, and financial perspective. The financial perspective is normally traditional measures. They usually seek to answer the following question: how should an organization appear to shareholders in order to thrive financially? Financial measures usually convey the economic results for the specific actions already undertaken by the company and focus on measures that relate to profitability (Malgwi & Dahiru, 2014). Under financial perspectives, the most common measures used include Cash Flow, Revenue Growth, Net Operating Income, and Return on Investment. Financial Data such as expenditures, income, and sales are used to understand and evaluate financial performance.
Communication Flow
The content of an organizational BSC must be communicated to all stakeholders in a clear, timely, correct, structured, complete, and honest manner to arouse company-wide commitment and to gain buy-in for it. When the BSC has been communicated in this manner, the entire company will realize the significance of continuous improvement, strategic thinking, learning, and personal development.
The Role of HR Professionals
HR professional.
Organizational Change Plan is evolving and it evaluates a problem-solving mechanism for communicating change in an organization to members of staff and stakeholders.
It is expected to be a part of an organization's culture and measure easily used to resolve issues and communicate.
Change is inevitable and human beings are resistant to change, however, the channel used in communicating such changes goes a long way in driving home to point to achieve stated objectives.
Great insight on what constitutes and effective business plan. Learn how to develop a strategic business plan that is guaranteed to get the attention of potential investors, business partners and other stakeholders.
This document discusses Wahid's view on using financial and economic analysis to support modern business decision making. It explains that financial analysis can help managers increase corporate and shareholder value through strategies like mergers and acquisitions. The document also discusses how financial analysis should be conducted effectively by regularly monitoring progress, applying standards, and identifying areas for improvement. It emphasizes that financial analysis is important for operational planning, strategy planning, performance reviews, and management decision making.
Chapter 2 Strategic Planning and Budgeting—Process, Preparation, .docxchristinemaritza
Chapter 2: Strategic Planning and Budgeting—Process, Preparation, and Control
OVERVIEW
Although it differs among companies, planning charts the direction of the company over a period of time to accomplish a desired result, such as improving profitability. Budgeting is simply one portion of the plan, and the annual budget should be consistent with the long-term goals of the business. Planning should link short-term, intermediate-term, and long-term goals. Plans are interrelated, and the annual plan may be based on the long-term plan. The objective is to make the best use of the company's available resources over the long term.
In planning, management selects long-term and short-term goals and draws up plans to accomplish those goals. Planning is more important in long-run management. The objectives of a plan must be continually appraised in terms of degree of accomplishment and how long implementation will take. There should be feedback as to the plan's progress. It is best to concentrate on accomplishing fewer targets so proper attention will be given to them. Objectives must be specific and measurable. For example, a target to increase sales by 20 percent is definite and specific. The manager can quantitatively measure progress toward meeting this target.
The plan is the set of details implementing a strategy. The plan of execution typically is explained in sequential steps, including costs and timing for each step. Deadlines are set.
The planning function includes all managerial activities that ultimately enable an organization to achieve its goals. Because every organization needs to set and achieve goals, planning often is called the first function of management. At the highest levels of business, planning involves establishing company strategies—that is, determining how the resources of the business will be used to reach its objective. Planning also involves the establishment of policies—the day-to-day guidelines used by managers to accomplish their objectives. The elements of a plan include objectives, performance standards, appraisal of performance, action plan, and financial figures.
All management levels should be involved in preparing budgets. There should be a budget for each responsibility center. Responsibility in particular areas should be assigned for planning to specific personnel. At MillerCoors Company, planning is ongoing, encouraging managers to assume active roles in the organization.
A plan is a predetermined action course. Planning has to consider the organizational structure, taking into account authority and responsibility. Planning is determining what should be done, how it should be done, and when it should be done. The plan should specify the nature of the problems, reasons for them, constraints, contents, characteristics, category, alternative ways of accomplishing objectives, and information required. Planning objectives include quantity and quality of products and services, as well as growth opportunities.
A pla ...
Quality Statements and Seven Steps to Strategic Quality PlanningDr.Raja R
What is a quality statement?, Quality statements and tenders, What does a quality statement include?, Define the term strategy?,
Vision Statement, Mission Statement, Quality Policy Statement and seven steps to strategic Quality Planning
This document discusses the differences between strategic planning and operational planning. Strategic planning focuses on the overall direction of an organization over multiple years and defines long-term goals and strategies. Operational planning focuses on short-term implementation of the strategic plan over one year or less and includes more detailed budgets, timelines, and actions. The strategic plan guides the organization's direction while the operational plan provides guidance for executive managers to carry out short-term goals.
Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docxtoddr4
Running head: ABC INTERNATIONAL, INC. 1
ABC International, Inc. 5
ABC International, Inc.
Marquita Watkins
HRM5000 | Strategic Human Resource Management
South University - Online
April 20, 2020
A balanced scorecard (BBC) is a management system and strategic planning performance metric that organizations use to identify and enhance different internal functions and their external outcomes. A balanced scorecard was first introduced by Robert Kaplan and David Norton in 1992. They took previous performance metrics and reformed them to incorporate nonfinancial information. This paper will, therefore, evaluate the purpose of a balanced scorecard, recognise the categories on the balanced scorecard, defend the significance of a balanced scorecard, and, lastly, design a supplemental graphic of a balanced scorecard.
Purpose of a Balanced Scorecard
BSC has several purposes. Organizations can use BSC to communicate what they want to accomplish. They can also use a balanced scorecard to prioritize products, services, and projects (balancedscorecard.org). Besides that, they can use the balanced scorecard to monitor and measure progress and to align the everyday work that every employee is doing with the company’s strategy.
Many large companies all over the world use the balanced scorecard. More than half big companies in Asia, Europe, and the U.S. are using a balanced scorecard, with the use increasing in those areas as well as Africa and the Middle East. According to recent research, BSC is among the top ten mostly largely used performance metric around the world (balancedscorecard.org). Harvard Business Review editors have also selected BSC as one of the most influential management tools of the past seventy-five years.
Categories on the BSC
Traditional Categories
The four categories of BSC are customer, learning and growth, internal, and financial perspective. The financial perspective is normally traditional measures. They usually seek to answer the following question: how should an organization appear to shareholders in order to thrive financially? Financial measures usually convey the economic results for the specific actions already undertaken by the company and focus on measures that relate to profitability (Malgwi & Dahiru, 2014). Under financial perspectives, the most common measures used include Cash Flow, Revenue Growth, Net Operating Income, and Return on Investment. Financial Data such as expenditures, income, and sales are used to understand and evaluate financial performance.
Communication Flow
The content of an organizational BSC must be communicated to all stakeholders in a clear, timely, correct, structured, complete, and honest manner to arouse company-wide commitment and to gain buy-in for it. When the BSC has been communicated in this manner, the entire company will realize the significance of continuous improvement, strategic thinking, learning, and personal development.
The Role of HR Professionals
HR professional.
The document discusses how to link a balanced scorecard to business strategy through cause-and-effect relationships, performance drivers, and financial outcomes. It emphasizes translating strategic goals to all levels of the organization through communication, linking individual goals to the scorecard, and aligning rewards. Regular strategic reviews using the scorecard can validate strategies and drive continuous improvement.
The balanced scorecard is a performance measurement framework that was developed to help organizations implement their strategies by translating strategic objectives into tangible goals and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides managers with a comprehensive view of business performance that more closely aligns operational activities to the vision and strategy of the organization. The balanced scorecard approach links long-term strategic objectives to short-term actions, allowing organizations to track progress and make necessary adjustments to ensure the achievement of goals.
Here is a strategic management essay analyzing Qantas Airways:
Background of Qantas
Qantas Airways is the flag carrier airline of Australia, established in 1920 making it one of the oldest airlines in the world. It operates major domestic and international flight routes and is a founding member of Oneworld airline alliance.
External Analysis
Industry - Qantas operates in the highly competitive commercial aviation industry.
General Environment - Factors like changing regulations, fuel prices, economic conditions, and technology impact Qantas.
Industry Environment - Intense competition from other airlines like Virgin Australia and Jetstar. Bilateral restrictions limit international routes.
Competitive Environment - Q
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
Running head STRATEGIC PLAN IMPLEMENTATION .docxagnesdcarey33086
Running head: STRATEGIC PLAN IMPLEMENTATION 1
STRATEGIC PLAN IMPLEMENTATION 2
Strategic Plan Implementation
Kizell Brown III (KB)
STR / 581
August 30, 2015
Professor Brian Rowland
The strategic plan is necessary for an organization because it serves as a guideline on how they carry out activities to ensure that, core organizational values, vision, and mission are realized (Pearce & Robinson, 2005). In this case, the core elements of strategic plan that will be discussed regarding ConAgra Foods company are the implementation plan, changes in the management to ensure that this strategy is successfully implemented; creation of budget and forecasted financial statements. And finally, for the risks that will be identified; a risk management and contingency plans will be developed.
Implementation Plan
Since ConAgra Foods Company has several smaller companies working under the umbrella group; there should be a way in which the new strategic plan will be communicated to all enterprises so that everyone will be striving towards attainment of the common goals. A circular containing the new strategies will be disseminated to all companies. The managers will be responsible for explaining what is included in the strategic plan and the methodologies that will be used in implementing the strategic plan.
The primary objective of coming up with the implementation plan is to make sure that, the strategic plan of the organization is implemented in a manner that is aligned with goals and core values of the organization. With this, since employees play a significant role in the achievement of strategies, they need to be enlightened on the function tactics and action items contained in the strategic plan. Teamwork will be much emphasized during the implementation of the strategic plan. The other objectives of coming up with the implementation plan are; awareness of all parties concerned, and setting up of feasible priorities and goals to be achieved within a specific timeframe (Dess, 2012).
As mentioned earlier, employees are the integral pillars of an organization, and thus their job satisfaction will determine if the organization will realize its goals or not. In this regard, therefore, a functional tactic of ensuring that employees are compensated for their hard work will be included in the strategic plan. The best performers will receive rewards in the form of payoff, bonuses, awards, trips to prestigious places while mediocre workers will not receive any rewards. This will be a way of communicating to employees that ConAgra Foods Company acknowledges their contributions towards growth, success and achievement strategic goals of the company (Dess, 2012).
The new strategic plan will have action items that need to be accomplished. First, ther.
Basic aspects of international marketingMegha Mishra
There are three basic aspects of international marketing: (1) the new product development process which involves generating product ideas, screening ideas, analyzing costs and demand, developing and testing products, and commercialization; (2) the demand management process which involves strategic planning, portfolio management, decision rights, financial planning, prioritization, and ensuring business value; and (3) the sales marketing process which involves researching the marketing mix and performance, financial forecasting, setting objectives, developing marketing strategies and action plans, and controlling results.
Bus 475 explain the ethical issues/tutorialoutletWymanz
FOR MORE CLASSES VISIT
tutorialoutletdotcom
BUS 475 Grading Rubric Content Met The business model, strategies,
and tactics section includes the development of marketing and information technology strategies and
tactics.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
Budgets translate organizational goals into operational terms and provide standards for control and evaluation. Control involves setting standards, monitoring actual performance, and taking corrective action. Budgeting benefits all organizations by facilitating planning and control. A master budget combines all individual budgets, while operating budgets concern income generation and financial budgets concern cash flows and capital expenditures. Flexible budgets are superior to static budgets for performance reporting because they allow comparison of actual costs to budgeted costs at the actual level of activity.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
This document discusses key concepts related to budgeting including:
1. Budgets translate organizational goals and strategies into operational terms and are used for planning and control by setting standards and comparing actual performance.
2. Master budgets combine all individual area and activity budgets, while operating budgets concern income generation and financial budgets concern cash flows and capital expenditures.
3. Flexible budgets are superior to static budgets for performance reporting because they allow comparison of actual costs to budgeted costs at the actual level of activity.
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This document provides an overview of the strategic planning process and discusses the importance of strategic planning for businesses. It outlines the key steps in strategic planning, which include current situation analysis, segmentation analysis, SWOT analysis, core competencies analysis, and developing a business strategy and balanced scorecard. The current situation analysis involves defining the company's mission and vision, collecting internal and external data, and getting feedback from employees. Segmentation analysis involves identifying customer segments and matching the company's products and services to the highest potential segments. SWOT analysis is an audit of the organization's internal strengths and weaknesses and external opportunities and threats.
The document discusses the balanced scorecard (BSC) as a strategic planning and management tool. It describes the BSC as having four perspectives - learning and growth, internal business processes, customer, and financial. Strategy maps are used to visually link objectives and measures across the four perspectives to translate strategy into operational terms. The steps to develop balanced scorecards and strategy maps are outlined, including assessing the environment, selecting customer segments, defining value propositions, and identifying key internal processes. Examples of goals for each perspective are also provided.
The purpose of strategic plan is to give a business a roadmap to its future. It answers three questions:
1. What is the mission of the business?
2. What goals should be met to accomplish
this mission?
3. What strategies should be employed to achieve these goals?
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Your new clientsThe Wagner’s – Scott and Ella are a young marri.docxDustiBuckner14
Your new clients:
The Wagner’s – Scott and Ella are a young married couple who just purchased a
townhome in the Heights area of Houston. He works in finance, and she is a Dr. They
prefer clean lines, not a lot of “fluff” but want their home to be comfortable and inviting.
The bedroom and bathroom need to have a relaxing “get away” feel as they both work
long hours. They have no children.
Develop and Prepare (3) Written Design Concepts for a Master Bedroom Suite - You
must use the “What, Why & How” Method presented in class
project will have its own unique Design Concept
You will use your Design Concepts to make selections and provide an overall design
scheme for each client
You will find images of all of your selections and include in your presentation
You will create (3) Schemes and present in a digital format.
Design/Presentation requirements are below:
Bedroom Materials/Finishes: Ceiling/Walls/Floors/Window Treatments
Bedroom Furniture Selections: Bed, Nightstands, Dresser, Art/Accessories, TV
Bedroom Light Fixtures
Bathroom Materials/Finishes: Ceiling/Walls/Floors/Millwork (counter & cabinets)
Bathroom FF&E Selections: Tub, Sinks, Shower & Sink Fittings, Lighting
Remember, you need to think about how you would like the bedroom to function,
and what your “concept” would be. Think about seating areas, sleeping area,
storage, dressing area, etc. This is your opportunity to be creative!
What is your concept statement? What is the programming? (Here are some questions
to ask)
What size bed?
What types of furniture needed? (Headboard, dresser, lounge chair, rug, etc.)
Comfort level and design style (contemporary, traditional, transitional)
Lighting and TV requirements?
Accessories?
You will:
Take the plan that was given to you and research and decide what furnishings
you would like to propose for each client.
Create a Programming slide identifying needs and requirements and your
solutions.
Create a brief Concept Statement slide summarizing your design intent. This
statement should also communicate the mood or feel you are attempting to
evoke.
Create a “working” presentation of your suggestions to review. This will consist of
several slides with your suggestions.
.
Writing Conclusions for Research PapersWhat is the purpose.docxDustiBuckner14
Writing Conclusions for Research Papers
What is the purpose of a conclusion?
A conclusion is supposed to provide the “final verdict,” or the “moral of the story” for the essay.
It is the writer’s last attempt at providing a memorable ending to the paper.
It explains why the topic is important and what the reader should learn from it.
A conclusion is not…
A repetition of the thesis statement and its points
Only a summary of the paper’s main points
A paragraph so detailed is resembles a body paragraph
A paragraph that goes into a new or unrelated topic
Two or three sentences long (i.e. “two sentences plus a catchy quote.”
Example of good conclusions
Making a recommendation or offering a solution to the problem
In conclusion, social media is not only responsible in many cases for ruining a marriage, sometimes it is responsible for ruining the entire family balance. These social platforms affect the stability of the couple creating a detachment in the everyday life; once the stability is broken and the distance starts to increase, most likely a sense of jealousy will generate and possibly lead to infidelity. It is easy for many users to blame social media for the end of their marriage, and because of this, it is important to use social media for a limited time with non-malicious intentions. The responsible use of the platforms may protect marriages from being permanently damaged and give a couple the possibility to live a much happier life together.
Painting a picture of the future if the problem is solved or handled correctly
Modern technology continues to prove its merit within the medical field furthering our understanding of ADHD as well as providing invaluable resources available to the public and educational institutions in which to simplify the management of this troublesome condition. It’s used to aid children throughout their academic endeavors, which, will dictate how they enter society and cope with symptoms that will be with them until future technology can find a cure. Data collection will only grow as technology is further implemented in ADHD treatment and is the key to developing the individual treatment plans that will help future generations thrive. The benefits of modern technology towards adolescents suffering from ADHD are plentiful and may one day eliminate the condition. This future is welcomed and one with great promise.
Painting a picture of the future if the problem is NOT solved or handled correctly
All in all, technology is growing at an extraordinarily exponential pace allowing us to be more connected and in tune than ever before. However, while we grow more connected online, we grow more apart in real life which in turn hurts our social skills, disconnects us from each other, degrades our interpersonal skills, makes it easier to commit crimes, and pulls friends and family apart. With almost everything in life there is undoubtedly an equal number of cons.
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The document discusses how to link a balanced scorecard to business strategy through cause-and-effect relationships, performance drivers, and financial outcomes. It emphasizes translating strategic goals to all levels of the organization through communication, linking individual goals to the scorecard, and aligning rewards. Regular strategic reviews using the scorecard can validate strategies and drive continuous improvement.
The balanced scorecard is a performance measurement framework that was developed to help organizations implement their strategies by translating strategic objectives into tangible goals and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides managers with a comprehensive view of business performance that more closely aligns operational activities to the vision and strategy of the organization. The balanced scorecard approach links long-term strategic objectives to short-term actions, allowing organizations to track progress and make necessary adjustments to ensure the achievement of goals.
Here is a strategic management essay analyzing Qantas Airways:
Background of Qantas
Qantas Airways is the flag carrier airline of Australia, established in 1920 making it one of the oldest airlines in the world. It operates major domestic and international flight routes and is a founding member of Oneworld airline alliance.
External Analysis
Industry - Qantas operates in the highly competitive commercial aviation industry.
General Environment - Factors like changing regulations, fuel prices, economic conditions, and technology impact Qantas.
Industry Environment - Intense competition from other airlines like Virgin Australia and Jetstar. Bilateral restrictions limit international routes.
Competitive Environment - Q
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
Running head STRATEGIC PLAN IMPLEMENTATION .docxagnesdcarey33086
Running head: STRATEGIC PLAN IMPLEMENTATION 1
STRATEGIC PLAN IMPLEMENTATION 2
Strategic Plan Implementation
Kizell Brown III (KB)
STR / 581
August 30, 2015
Professor Brian Rowland
The strategic plan is necessary for an organization because it serves as a guideline on how they carry out activities to ensure that, core organizational values, vision, and mission are realized (Pearce & Robinson, 2005). In this case, the core elements of strategic plan that will be discussed regarding ConAgra Foods company are the implementation plan, changes in the management to ensure that this strategy is successfully implemented; creation of budget and forecasted financial statements. And finally, for the risks that will be identified; a risk management and contingency plans will be developed.
Implementation Plan
Since ConAgra Foods Company has several smaller companies working under the umbrella group; there should be a way in which the new strategic plan will be communicated to all enterprises so that everyone will be striving towards attainment of the common goals. A circular containing the new strategies will be disseminated to all companies. The managers will be responsible for explaining what is included in the strategic plan and the methodologies that will be used in implementing the strategic plan.
The primary objective of coming up with the implementation plan is to make sure that, the strategic plan of the organization is implemented in a manner that is aligned with goals and core values of the organization. With this, since employees play a significant role in the achievement of strategies, they need to be enlightened on the function tactics and action items contained in the strategic plan. Teamwork will be much emphasized during the implementation of the strategic plan. The other objectives of coming up with the implementation plan are; awareness of all parties concerned, and setting up of feasible priorities and goals to be achieved within a specific timeframe (Dess, 2012).
As mentioned earlier, employees are the integral pillars of an organization, and thus their job satisfaction will determine if the organization will realize its goals or not. In this regard, therefore, a functional tactic of ensuring that employees are compensated for their hard work will be included in the strategic plan. The best performers will receive rewards in the form of payoff, bonuses, awards, trips to prestigious places while mediocre workers will not receive any rewards. This will be a way of communicating to employees that ConAgra Foods Company acknowledges their contributions towards growth, success and achievement strategic goals of the company (Dess, 2012).
The new strategic plan will have action items that need to be accomplished. First, ther.
Basic aspects of international marketingMegha Mishra
There are three basic aspects of international marketing: (1) the new product development process which involves generating product ideas, screening ideas, analyzing costs and demand, developing and testing products, and commercialization; (2) the demand management process which involves strategic planning, portfolio management, decision rights, financial planning, prioritization, and ensuring business value; and (3) the sales marketing process which involves researching the marketing mix and performance, financial forecasting, setting objectives, developing marketing strategies and action plans, and controlling results.
Bus 475 explain the ethical issues/tutorialoutletWymanz
FOR MORE CLASSES VISIT
tutorialoutletdotcom
BUS 475 Grading Rubric Content Met The business model, strategies,
and tactics section includes the development of marketing and information technology strategies and
tactics.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
Budgets translate organizational goals into operational terms and provide standards for control and evaluation. Control involves setting standards, monitoring actual performance, and taking corrective action. Budgeting benefits all organizations by facilitating planning and control. A master budget combines all individual budgets, while operating budgets concern income generation and financial budgets concern cash flows and capital expenditures. Flexible budgets are superior to static budgets for performance reporting because they allow comparison of actual costs to budgeted costs at the actual level of activity.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
This document discusses key concepts related to budgeting including:
1. Budgets translate organizational goals and strategies into operational terms and are used for planning and control by setting standards and comparing actual performance.
2. Master budgets combine all individual area and activity budgets, while operating budgets concern income generation and financial budgets concern cash flows and capital expenditures.
3. Flexible budgets are superior to static budgets for performance reporting because they allow comparison of actual costs to budgeted costs at the actual level of activity.
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This document provides an overview of the strategic planning process and discusses the importance of strategic planning for businesses. It outlines the key steps in strategic planning, which include current situation analysis, segmentation analysis, SWOT analysis, core competencies analysis, and developing a business strategy and balanced scorecard. The current situation analysis involves defining the company's mission and vision, collecting internal and external data, and getting feedback from employees. Segmentation analysis involves identifying customer segments and matching the company's products and services to the highest potential segments. SWOT analysis is an audit of the organization's internal strengths and weaknesses and external opportunities and threats.
The document discusses the balanced scorecard (BSC) as a strategic planning and management tool. It describes the BSC as having four perspectives - learning and growth, internal business processes, customer, and financial. Strategy maps are used to visually link objectives and measures across the four perspectives to translate strategy into operational terms. The steps to develop balanced scorecards and strategy maps are outlined, including assessing the environment, selecting customer segments, defining value propositions, and identifying key internal processes. Examples of goals for each perspective are also provided.
The purpose of strategic plan is to give a business a roadmap to its future. It answers three questions:
1. What is the mission of the business?
2. What goals should be met to accomplish
this mission?
3. What strategies should be employed to achieve these goals?
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Similar to Running head WORKFLOW ANALYSIS1Deliverabl.docx (20)
Your new clientsThe Wagner’s – Scott and Ella are a young marri.docxDustiBuckner14
Your new clients:
The Wagner’s – Scott and Ella are a young married couple who just purchased a
townhome in the Heights area of Houston. He works in finance, and she is a Dr. They
prefer clean lines, not a lot of “fluff” but want their home to be comfortable and inviting.
The bedroom and bathroom need to have a relaxing “get away” feel as they both work
long hours. They have no children.
Develop and Prepare (3) Written Design Concepts for a Master Bedroom Suite - You
must use the “What, Why & How” Method presented in class
project will have its own unique Design Concept
You will use your Design Concepts to make selections and provide an overall design
scheme for each client
You will find images of all of your selections and include in your presentation
You will create (3) Schemes and present in a digital format.
Design/Presentation requirements are below:
Bedroom Materials/Finishes: Ceiling/Walls/Floors/Window Treatments
Bedroom Furniture Selections: Bed, Nightstands, Dresser, Art/Accessories, TV
Bedroom Light Fixtures
Bathroom Materials/Finishes: Ceiling/Walls/Floors/Millwork (counter & cabinets)
Bathroom FF&E Selections: Tub, Sinks, Shower & Sink Fittings, Lighting
Remember, you need to think about how you would like the bedroom to function,
and what your “concept” would be. Think about seating areas, sleeping area,
storage, dressing area, etc. This is your opportunity to be creative!
What is your concept statement? What is the programming? (Here are some questions
to ask)
What size bed?
What types of furniture needed? (Headboard, dresser, lounge chair, rug, etc.)
Comfort level and design style (contemporary, traditional, transitional)
Lighting and TV requirements?
Accessories?
You will:
Take the plan that was given to you and research and decide what furnishings
you would like to propose for each client.
Create a Programming slide identifying needs and requirements and your
solutions.
Create a brief Concept Statement slide summarizing your design intent. This
statement should also communicate the mood or feel you are attempting to
evoke.
Create a “working” presentation of your suggestions to review. This will consist of
several slides with your suggestions.
.
Writing Conclusions for Research PapersWhat is the purpose.docxDustiBuckner14
Writing Conclusions for Research Papers
What is the purpose of a conclusion?
A conclusion is supposed to provide the “final verdict,” or the “moral of the story” for the essay.
It is the writer’s last attempt at providing a memorable ending to the paper.
It explains why the topic is important and what the reader should learn from it.
A conclusion is not…
A repetition of the thesis statement and its points
Only a summary of the paper’s main points
A paragraph so detailed is resembles a body paragraph
A paragraph that goes into a new or unrelated topic
Two or three sentences long (i.e. “two sentences plus a catchy quote.”
Example of good conclusions
Making a recommendation or offering a solution to the problem
In conclusion, social media is not only responsible in many cases for ruining a marriage, sometimes it is responsible for ruining the entire family balance. These social platforms affect the stability of the couple creating a detachment in the everyday life; once the stability is broken and the distance starts to increase, most likely a sense of jealousy will generate and possibly lead to infidelity. It is easy for many users to blame social media for the end of their marriage, and because of this, it is important to use social media for a limited time with non-malicious intentions. The responsible use of the platforms may protect marriages from being permanently damaged and give a couple the possibility to live a much happier life together.
Painting a picture of the future if the problem is solved or handled correctly
Modern technology continues to prove its merit within the medical field furthering our understanding of ADHD as well as providing invaluable resources available to the public and educational institutions in which to simplify the management of this troublesome condition. It’s used to aid children throughout their academic endeavors, which, will dictate how they enter society and cope with symptoms that will be with them until future technology can find a cure. Data collection will only grow as technology is further implemented in ADHD treatment and is the key to developing the individual treatment plans that will help future generations thrive. The benefits of modern technology towards adolescents suffering from ADHD are plentiful and may one day eliminate the condition. This future is welcomed and one with great promise.
Painting a picture of the future if the problem is NOT solved or handled correctly
All in all, technology is growing at an extraordinarily exponential pace allowing us to be more connected and in tune than ever before. However, while we grow more connected online, we grow more apart in real life which in turn hurts our social skills, disconnects us from each other, degrades our interpersonal skills, makes it easier to commit crimes, and pulls friends and family apart. With almost everything in life there is undoubtedly an equal number of cons.
What Is Septic TankSeptic or septic typically is used t.docxDustiBuckner14
What Is Septic Tank?
"Septic" or "septic" typically is used to describe the anaerobic bacteria environment that was created in Tank and decomposes to mineralizes domestic wastewater in the tank.
What exactly is septic tank Septic tank? It is a constructed in a scientifically sound underground chamber typically made of rcc, fiberglass, plain concrete, steel, or plastic. the domestic water, wastewater and fecal materials, excretory and toilet products flow into it to treat the primary source of waste material , which decomposes and transform into semi-solid or solid settleable liquid sludge.
In the United States, there are several types of ready-made Septic tanks that are available in the market. They include concrete septic tank plastic septic tank, as well as fibreglass septic tanks. Most well-known and widely used are concrete septic tanks for homes, based on the state and local rules and regulations.
When it comes to "what is a concrete septic tanks?", concrete septic tank is a basic design, water-tight container constructed from RCC or plain concrete typically rectangular or circular in shape and available in one chamber, two chambers, or three chambers that are that are used to treat primary liquid waste.
The typical capacity ranges from 500 to 1250 gallons 500 gallon or 750 gallon tanks are adequate for a two-bedroom home or a 1000 gallon concrete tank is sufficient for a three bedrooms, and a 1250 gallon septic tank is sufficient for a four bedroom house or a family of four.
In this regard, "what is the septic tank?", the septic tank is a single chamber or multi-chamber underground compartment that is composed out of RCC concrete fiberglass, plastic or steel used for the first-class treatment for domestic wastewater and fecal material as well as excretory products and toilets that
Also Read:
Rooftop Design Ideas
What Are Septic Tank?
What is the septic tanks? Septic tank is an submerged sedimentation tanks for the primary treatment of household waste and fecal materials via the process of bioanaerobic digestion, or decomposition, which results in semi-solid or solid sludge that can be settled.
The majority of septic tanks for homes can hold between 4000 and 7500 millilitres or 1,000 - 2000 gals of effluent, or semi-solid sludge.
What Size of Septic Tank Do I Need
?
In this article, we'll be talking about underground septic tanks and the size is a reference to the tank's total capacity for handling. Read our article about above ground septic tanks to get additional information about these tanks and the systems.
The minimum requirements for capacity of a septic tank are based on various variables. The state, county or city guidelines may require approved sizes , as can the material used for tank construction and its installation.
The local geography and soil conditions play a significant role in the effectiveness of the system, which could affect the size of drain fields and the size of the septic tank.
The type of septic .
· You should respond to at least two of your peers by extending, r.docxDustiBuckner14
· You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. Your reply posts are worth 2 points (1 point per response.)
· All replies must be constructive and use literature where possible.
# 1
Hearing & Eye Age-Related Diseases
Presbycusis, also known as age-related hearing loss, is a debilitating disease with a complicated etiology that affects tens of millions of people worldwide and roughly half of those over 65 in the United States (Say et al., 2021). The loss is usually bilateral, causing difficulty hearing high-pitched tones and conversational speech (Meiner & Yeager, 2019). The causes of age-related hearing loss are thought to be genetic and environmental. Men are more affected by this condition than women. This condition's origin is yet unknown.
Some signs and symptoms that could be seen in patients with this condition are not answering when spoken to, talking loudly, paying attention to the speaker's lips, turning up the radio or TV volume, putting one palm over one ear, and tilting the head to one side when someone is speaking (Meiner & Yeager, 2019). The causes of presbycusis are multifaceted. In addition to physiologic and anatomical alterations brought on by aging-related deterioration, genetic factors are among the additional contributing elements (Cheslock & De Jesus, 2022). It is believed that glutamate signaling, glucocorticoids, and sex hormones all contribute to it. Hearing loss occurs more frequently in postmenopausal women who use progestin and a combination of hormone replacement therapy. Presbycusis has also been linked to exposure to loud noises and ototoxic substances such as salicylates, loop diuretics, aminoglycosides, and some chemotherapeutic drugs. Ototoxicity has also been linked to certain occupational and environmental exposures to toxins such as toluene, styrene, lead, carbon monoxide, mercury, and other toxins (Cheslock & De Jesus, 2022). This problem has also been associated to a history of ear infections and the presence of several systemic disorders.
Studies aimed at establishing a clear association for the cause have not been successful. As a result, the diagnosis entails eliminating other potential causes of hearing loss, such as infections, head trauma, metabolic disorders, vascular diseases, and heart disease (Meiner & Yeager, 2019). It is important for nurses when caring for patients with this condition to speak clearly and use a normal tone of voice. Patients and their families need to be instructed on how to use and where to obtain assistive listening devices (Meiner & Yeager, 2019). Nurses must educate patients and family members that when using hearing aids, they need to perform daily listening and battery checks. These devices must be stored in a hearing aid drying container with batteries removed.
Vision is an important sense that is needed to complete ADLs. Age-related changes and macular or.
You are a medical student working your way throughcollege and ar.docxDustiBuckner14
You are a medical student working your way through
college and are assigned to a hospital given background information on a patient.
You were provided the chief complaint and long-term history of the patient
outlined below. You are asked by the nurse in charge to read the following case,
investigate the topic (Diabetes mellitus and chronic renal failure) and complete a
written report in MLA format including references addressing each of the
questions identified below.
.
[removed]THIS IEP INCLUDES FORMCHECKBOX Transitions.docxDustiBuckner14
[removed]
THIS IEP INCLUDES:
FORMCHECKBOX
Transitions
FORMCHECKBOX
Interim Service Plan
NEW YORK CITY
BOARD OF EDUCATION
INDIVIDUALIZED EDUCATION PROGRAM
CONFERENCE INFORMATION
CSE Case#
-
Home District:
Service District:
Date:
/
/
Type:
STUDENT INFORMATION
*Age as of the date of the conference
Name:
NYC ID#
- -
Date of Birth
/ /
Gender
FORMDROPDOWN
Address:
Age:
Phone:
( ) -
English LAB
Year
Spanish LAB
Year
Grade
FORMDROPDOWN
Language(s) Spoken/Mode of Communication
FORMDROPDOWN
Primary Agency with whom student is involved
Name of Contact
FORMTEXT
Phone:
( ) -
Agency Case#
PARENT/GUARDIAN INFORMATION
Relationship to Student
Name:
FORMDROPDOWN
Address:
Phone (Home):
( ) -
Phone (Work):
( ) -
Interpreter Required
FORMCHECKBOX
Yes
FORMCHECKBOX
No
Preferred Language/ Mode of Communication
FORMDROPDOWN
SPECIAL MEDICAL/PHYSICAL ALERTS
(Refer to Health & Physical Development Page for additional details.)
The student has
FORMCHECKBOX
medical conditions and/or FORMCHECKBOX
physical limitations which affect his/her FORMCHECKBOX
learning FORMCHECKBOX
behavior and/or FORMCHECKBOX
participation in school activities.
The student requires FORMCHECKBOX
medication and/or FORMCHECKBOX
health care treatment(s) or procedure(s) during the school day.
Other alerts:
SUMMARY OF RECOMMENDATIONS
Eligibility
FORMCHECKBOX
Yes FORMCHECKBOX
No
Recommended Services
Classification of Disability
FORMDROPDOWN
FORMDROPDOWN
Staffing Ratio
FORMDROPDOWN
Twelve Month School Year
FORMCHECKBOX
Yes FORMCHECKBOX
No
Recommended Services for the Twelve Month School Year
FORMDROPDOWN
Staffing Ratio
FORMDROPDOWN
Other Recommendations (Check all that apply) .
Using the Integrated Model of Work Motivation Figure 12.1 (Latham, 2.docxDustiBuckner14
Using the Integrated Model of Work Motivation Figure 12.1 (Latham, 2011), describe specific practices that may or may not have a positive effect on workplace attitudes, motivation, and job satisfaction. Evaluate the possible future directions and potential of leadership practices for positive workplace attitudes, motivation, and job satisfaction within the current workplace.
.
What We Can Afford” Poem By Shavar X. Seabrooks L.docxDustiBuckner14
“What We Can Afford”
Poem By: Shavar X. Seabrooks
Like the rice fields of Charleston, the wind blows limitlessly.
The slaves give peace to the land that hands they have touch.
In the mist of blood, sweat and tears, still the heartbeat sticks in the sweetgrass of mercy.
Gathered near the Stono River, they earned for freedom press against time which is not a
companion.
Fort Mose just in their reach, still time is not their companion.
Looking back to the Ancient Civilization, were Dark Skin People were King and Queens.
Wear Kenta cloths adorning the skin like silk.
And were the land being harvest for love and not for gain.
The children to grow and not wanting to be enslaved and the lips of the masters impales
the dreams.
Yet, the circle that remains the same, but the horizon is just to come.
The wind shall tell the truth and the African Experiences will be a drum of remembrance.
References
Higginbotham, R. D., Wickwire, F., & Wickwire, M. (1970). Cornwallis: The American
adventure. The Journal of Southern History, 36(4), 591. doi:10.2307/2206317
Morgan, E. S. (1972). Slavery and freedom: The American paradox. The Journal of American
History, 59(1), 5. doi:10.2307/1888384
Video clips on Ancient African Civilizations, Kente Cloth
Miranda Isabella Hurt
20 October 2020
Haiku about Emmett Till
Just a young black boy
Stripped of all his life and dreams
Where is the justice
Cinquain about the Civil Rights Movement
A movement ignited by Parks
A peaceful dream promoted by Dr. King
An education organized by Clark
A call to let freedom ring
The first poem is about the murder of Emmett Till. Till’s tragic tale is described in the Eyes on the Prize:
Awakenings and in the study guide. On August 28, 1955, “Emmett Till, a black boy from Chicago visiting
his uncle Moses Wright in Mississippi, is murdered for inappropriately addressing a white woman (page
14).” Even though Till’s murderers eventually confessed to the crime, they were never charged for his
murder (because of the no double jeopardy clause in the fifth amendment of the Constitution). This is
one of many instances of injustice against African Americans in the south during the Civil Rights
Movement. However, even now in the 21st century, African Americans are still facing prejudices and
being killed by cops, the people who are supposed to protect them.
The second poet highlights three big names of the Civil Rights Movement, Rosa Parks, Dr. Martin Luther
King Jr, and Septima Clark. The Eyes on the Prize videos mention King a lot, because he was quite a
significant man, and The Awakenings and Ready from Within discusses Rosa Parks. Rosa Parks sparked
the Montgomery bus boycott by refusing to give up her seat to a white person. Septima Clark’s impact
on the Civil Rights Movement with her citizenship schools was the main topic of Ready from Within.
Clark played a crucial role in educating many African American.
What are the techniques in handling categorical attributesHow.docxDustiBuckner14
What are the techniques in handling categorical attributes?
How do continuous attributes differ from categorical attributes?
What is a concept hierarchy?
Note the major patterns of data and how they work.
What is K-means from a basic standpoint?
What are the various types of clusters and why is the distinction important?
What are the strengths and weaknesses of K-means?
What is a cluster evaluation?
.
University of the CumberlandsSchool of Computer & Information .docxDustiBuckner14
University of the Cumberlands
School of Computer & Information Sciences
ISOL-536 - Security Architecture & Design
Chapter 8: Business Analytics
Chapter 8: Business Analytics
8.1 Architecture
8.2 Threats
8.3 Attack Surfaces
8.3.1 Attack Surface Enumeration
8.4 Mitigations
8.5 Administrative Controls
8.5.1 Enterprise Identity Systems (Authentication and Authorization)
8.6 Requirements
8.1 Architecture
Data science is a set of fundamental principles that guide the extraction of knowledge from data. Data mining is the extraction of knowledge from data via technologies that incorporate these principles.
Like many enterprises, Digital Diskus has many applications for the various processes that must be executed to run its business, from finance and accounting to sales, marketing, procurement, inventory, supply chain, and so forth. A great deal of data is generated across these systems. But, unfortunately, as a business grows into an enterprise, most of its business systems will be discreet. Getting a holistic view of the health of the business can be stymied by the organic growth of applications and data stores.
8.1 Architecture – Cont.
Figure 8.1 Business analytics logical data flow diagram (DFD).
8.1 Architecture – Cont.
Figure 8.2 Business analytics data interactions.
Figure 8.2 is a drill down view of the data gathering interactions of the business analytics system within the enterprise architecture. Is the visualization in Figure 8.2 perhaps a bit easier to understand? To reiterate, we are looking at the business analysis and intelligence system, which must touch almost every data gathering and transaction-processing system that exists in the internal network. And, as was noted, business analytics listens to the message bus, which includes messages that are sent from less trusted zones.
5
8.2 Treats
Figure 8.3 Business analytics system architecture.
As we move to system specificity, if we have predefined the relevant threats, we can apply the threats’ goals to the system under analysis. This application of goals leads directly on to the “AS” of ATASM: attack surfaces. Understanding your adversaries’ targets and objectives provides insight into possible attack surfaces and perhaps which attack surfaces are most important and should be prioritized.
It’s useful to understand a highly connected system like business analytics in situ, that is, as the system fits into its larger enterprise architectural context. However, we don’t yet have the architecture of the system itself. Figure 8.3 presents the logical components of this business analytics system.
There are five major components of the system:
1. Data Analysis processing
2. Reporting module
3. Data gathering module
4. Agents which are co-located with target data repositories
5. A management console
6
8.3 Attack Surfaces
In this context, where several components share the same host, how would you treat the communications between them? Should.
Theresa and Mike fully support creating a code of conduct for th.docxDustiBuckner14
Theresa and Mike fully support creating a code of conduct for the newly merged JEANSTYLE organization. They have asked you to recommend how they should approach the development of the code of conduct, especially given the need to merge the companies into one team with a shared mission, vision, and values. They are interested in knowing how the code of conduct will help establish the new organizational culture of JEANSTYLE.
Review the
scenario
( https://class.coloradotech.edu/CbFileShareCommon/ctu/INTD670/Assignment_Assets/ProblemB.pdf ) for this course, and address the following questions:
What set of steps should be used to create the
code of conduct
?
What topics should be included in the code of conduct?
What impact does a code of conduct have on an organization's culture?
Access the
assignment template
.
4-6 PAGES NEEDED
.
Unit VII 1. Suppose a firm uses sugar in a product tha.docxDustiBuckner14
Unit VII
1. Suppose a firm uses sugar in a product that you purchase. The firm vertically integrates by purchasing sugar farms that produce the sugar organically and in a way that makes it also sustainable for the environment. How would that influence your demand for that product? What other purpose than profitability might cause the firm to make this decision to vertically integrate in this way? 200 words min
2.
Identify a skill that you learned in this course, and explain how you can apply it to increase success in your career in a real-world scenario. 200 words3.
Instructions
Your assignment is to provide a final report for Ruby Red Movie Theater in which you address the concerns that have been outlined in the previous six units of this class, indicating any outsourcing or vertical integration options Ruby Red Movie Theater may be able to implement.
Be specific regarding the analysis you performed in each area of study. Your recommendations for improvements for the theater should be based on economic theory and your analysis. Your complete analysis of the theater, the industry, and opportunities that may exist are crucial for the future profitability of the theater.
Revise the information from previous assignments as needed and pull everything together to create a cohesive, comprehensive report. What this means is that this final report should be original updated work, though it is based on your previous assignments. Do not just copy and paste your previous assignments into one paper. Also, be sure to incorporate any suggestions your instructor made in your previous assignments.
New information will be added for Unit VII, which will focus on the information provided in this unit. The topics for this section will include why firms exist, the factors that create a situation where vertical integration is desirable, and why firms would use outsourcing, as well as how this information can be applied to the Ruby Red Movie Theatre.
The following is a list of items and sections you should include in your final report. Replace the unit numbers with appropriate titles for the information in each section.
· Title page
· Table of contents
· Introduction
· Unit I
· Results write-up from Unit I, including recommendations
· Unit II
· Results write-up from Unit II, including recommendations
· Unit II Tables
· Unit II Graphs
· Unit III
· Results write-up from Unit III, including recommendations
· Unit IV
· Results write-up from Unit IV, including recommendations
· Unit IV Tables
· Unit V
· Results write-up from Unit V, including recommendations
· Unit V Tables
· Unit VI
· Results write-up from Unit VI, including recommendations
· Unit VII
· Results write-up from Unit VII, including recommendations
· Conclusions and final recommendations
· Reference page
· Insert labeled tables after the reference page
Adhere to APA Style (APA 7th edition) when constructing this assignment, including in-text citations and references for all sources t.
Title If a compensation system works well for one business, that .docxDustiBuckner14
Title:
If a compensation system works well for one business, that same compensation system should not work well for other businesses.”
Company we choose : FEDEX & STARBUCKS
Introduction:
Contextual variables (Firm A and Firm B)
Based on the Title above and the companies provided just provide the overall introduction in the report and the contextual variables where we tell about the companies ( FEDEX & STARBUCKS)
.
Review the Article Below Keller, J. G., Miller, C., LasDulce, C.docxDustiBuckner14
Review the Article Below:
Keller, J. G., Miller, C., LasDulce, C., & Wohrle, R. G. (2021). Using a community-based participatory research model to encourage parental involvement in their children’s schools.
Children & Schools
,
43
(3), 149–158.
https://doi.org/10.1093/cs/cdab015
The article takes a participatory action approach. The text lists 7 criteria for participatory action research. How does the project described in the article you selected meet these 7 criteria?
Social phenomena are influenced by macro-level social influences.
Social structures and dynamics are contextualized by history
Theory and practice are simultaneously engaged.
Dialogue between the subject and the object is transformed into a single subject–subject
Research and action become a single process
Community and researcher produce knowledge together for social transformation
Research results should be immediately applied to a concrete state of affairs.
.
Teachers reach diverse learners by scaffolding instruction in ways t.docxDustiBuckner14
Teachers reach diverse learners by scaffolding instruction in ways that support content literacy and learning.
Think back when you were a student or during your own field experiences in which culturally or linguistically diverse learners were part of a classroom.
1. How did these students participate in the class? How did the teacher respond? Were modifications made for them? If so, describe the nature of those modifications.
2.
Language and culture are inextricably connected
. What are the implications of this statement for classroom practice?
Search entries or author
.
ScenarioThe HIT Innovation Steering Committee of a large.docxDustiBuckner14
Scenario
The
HIT Innovation Steering Committee
of a large, integrated healthcare system is in the process of examining the potential impact for new emerging technologies. The Committee is aware that HIT is rapidly changing and that they need to proactively plan for upcoming changes. As a member of this committee, select an emerging technology discussed in the module readings and lectures. Research how this new technology could affect patients, healthcare delivery and data analytics. Based on your learnings, write a White Paper for the Committee describing your findings and recommendations.
Instructions
Create a WHITE PAPEr that includes:
Discussion on why emerging technology poses a challenge for healthcare organizations
Discussion of the chosen emerging technology including reason(s) for selection
Discussion on the potential impact on patients, healthcare delivery, and healthcare organizations
Provide insight into how extracting and analyzing the potential data (administrative, financial, and clinical) benefits or poses challenges for healthcare organizations
Provide recommendations on how the organization can strategically plan for emerging technology
Reference page of resources utilized
A - 4 - Mastery
Clear and thorough discussion on why emerging technology poses a challenge for healthcare organizations, including multiple examples and supporting details.
A - 4 - Mastery
Clear and thorough discussion of the chosen emerging technology including reason(s) for selection, including multiple examples and supporting details.
A - 4 - Mastery
Clear and thorough discussion on potential impact to patients, healthcare delivery, and healthcare organizations, including multiple examples and supporting details
A - 4 - Mastery
Clear and thorough explanation of how extracting and analyzing the potential data (administrative, financial, and clinical) benefits or poses challenges for healthcare organizations.
A - 4 - Mastery
Clear and thorough recommendations on how the organization can strategically plan for emerging technology, including multiple examples and supporting details.
.
Space ... the final frontier. So, as I am sure everyone knows, .docxDustiBuckner14
Space ... the final frontier. So, as I am sure everyone knows, the National Aeronautical Space Administration (NASA) is located right here in H-town. OK, well, technically in Clear Lake. One rarely thinks of space exploration as an extension of government, but remember, one of President John F. Kennedy's challenges promises to the nation was sending an American to the moon.
Well recently, with the call to put an astronaut on Mars by President George W. Bush, and with the founding of SpaceX by Elon Musk, the discussion about space exploration has re-emerged. I would like you to address the following debate. What extent should the government use tax-payer dollars to fund space exploration? Should we leave space travel up to the private sector, or should the government invest more NASA mission. Perhaps there is a healthy balance between the two? What are your thoughts.
Below are some recent (and old) articles about this subject. In addition, I have also linked a report that NASA contributed to about the benefits of space exploration, and a finding by the Congressional Budget Office suggesting how money could be spent elsewhere.
you must reference at least one article correctly in the body of the post (not simply cutting and pasting the URL after your post), respond respectfully to one-classmate, use college level grammar and sentence structure, and be at least 250 words long.
Selected Articles:
https://www.pewresearch.org/science/2018/06/06/majority-of-americans-believe-it-is-essential-that-the-u-s-remain-a-global-leader-in-space/
https://www.cbo.gov/budget-options/2018/54771
https://www.nytimes.com/2020/07/28/science/mars-nasa-science.html
https://abcnews.go.com/Business/spacex-ula-score-multi-million-dollar-military-launch/story?id=72280019
https://www.planetary.org/articles/cost-of-perseverance-in-context
https://www.nasa.gov/sites/default/files/files/Benefits-Stemming-from-Space-Exploration-2013-TAGGED.pdf
https://www.texastribune.org/2017/03/21/trump-signs-nasa-bill-aimed-landing-mars/
https://newrepublic.com/article/60759/case-cutting-nasas-budget
.
The Internal EnvironmentInstitutionStudent’s name.docxDustiBuckner14
The Internal Environment
Institution:
Student’s name:
Date:
Part 1.
In business, "corporate culture" refers to the rules, customs, and beliefs that all employees follow and are taught (Wheelen, Thomas., & Hunger, J. David, 2014). However, in today's world, the CEO, CFO, and other top executives' actions and attitudes have a direct impact on the company's culture. FedEx has a culture that demonstrates to its employees and customers how much they are valued. FedEx prioritizes service, people, honesty, innovation, responsibility, safety, and loyalty (FedEx, 2019). FedEx understands the importance of a positive work environment and a strong corporate culture in order to achieve operational success and provide excellent customer service. As a result, FedEx has implemented a "People-Service-Profit strategy" (P-S-P) and continues to promote a high-performance culture. (FedEx, 2019). Frederick Smith, the company's current CEO and founder, came up with this idea because he believed that investing in employees would result in better work and, as a result, financial success. This philosophy emphasizes the importance of treating employees with respect and dignity, as well as rewarding team members based on how well they perform their duties.
FedEx believes that its employees are the best way to make big decisions, and it attributes its success to its innovative culture. Because service providers' employees are the ones who directly interact with customers, this philosophy is especially important in the service industry. Training, giving employees power, and providing incentives are all critical in a company whose culture is based on this philosophy (Peoplematters, 2019). FedEx Corporation's plan to make more money, in my opinion, is consistent with its core value of putting people first. People who are enthusiastic about their jobs are always more creative and productive. On the review site Glassdoor, current FedEx employees gave CEO Frederick Smith an 84% approval rating, and 73% said they would recommend working there to a friend (Glassdoor, 2019). FedEx is the company most likely to hire these individuals as a result of this. In addition, some FedEx freight drivers chose not to join a union in 2017, indicating a favorable work environment (Dcvelocity, 2017). FedEx Corporation employs approximately 300,000 people in over 250 countries and territories. As a result, there are numerous programs in place to thank employees for their efforts. This demonstrates how much FedEx cares about and values its employees.
There is a list of awards and recognition programs on the main website, including "The Humanitarian Award," "The Five Star," "Bravo Zulu," and "Purple Promise" (FedEx, 2019). A five-star rating is the highest you can achieve at FedEx. The manager gives the staff theater tickets and quick cash bonuses in the form of Bravo Zulu. Pilots, couriers, customer service representatives, and meteorologists are among those who benefit from the "purple promise.
THE RESEARCH PROPOSAL BUS8100 8Chapter 2 - Literature ReviewTh.docxDustiBuckner14
THE RESEARCH PROPOSAL BUS8100 8
Chapter 2 - Literature Review
The purpose of this quantitative correlational study was to examine whether relationships
exist among job performance, transformational leadership style, and employee turnover intention
in the United States. Interest grew in the past 30 years, combining transformational leadership
and employee turnover intention, based on the assumptions that employees are likely to be
influenced by their leader’s behavior (Gyensare et al., 2016). Gyensare et al. (2016) noted
transformational leadership style was a key variable in lowered employee turnover intention and
enhanced employee well-being. Buil et al. (2019) stated job performance was an organizational
benefit deriving from transformational leadership style.
This literature review was structured to provide key concepts and related factors to the
research variables. In the first section, the researcher defined job performance and measurements
related to this performance. This included the 360-feedback and performance appraisal. The next
section discussed and measured transformational leadership style followed by employee turnover
intention. The fourth section covered contrasting and supporting theories relative to my
theoretical framework. The final section entailed profitability and a discussion of the auto
manufacturing industry.
The existing research in the literature review focused on the relationships between the
variables of employee turnover intention, transformational leadership style, and job performance.
The top journals used include the International Journal of Academic Research in Business and
Social Sciences, International Journal of Productivity and performance management, Journal of
Managerial Psychology, International Journal of Business and Management, Journal of Human
Resources in Hospitality & Tourism, International Journal of Business Administration,
International Journal of Selection & Assessment, SAM advanced management journal, and
Journal of Applied Biobehavioral Research.
To locate research for this study, EbscoHosts and Education Resources Information
Center (ERIC) were used. The keywords used in the searches include employee turnover
intention, transformational leadership style, factors of employee turnover intention, job
performance impact, employee turnover and job performance, transformational and
transactional leadership style, the cost of employee turnover intention, LMX theory, measuring
job performance, employee turnover and profit, transformational leadership theory, and
measuring employee turnover intention.
The Automotive Industry
In the early days, the majority of U.S. manufacturing was centered in a small part of the
Northwest and eastern side of the Midwest (Krugman, 1991). The early automotive
manufacturers primarily put together the completed product by components and parts brought
from outside suppliers (Peterson, 1987). Henry Ford established a vision of the automobile by
introducing the Model T .
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
1. Running head: WORKFLOW ANALYSIS 1
Deliverable One: Memorandum and Workflow Analysis Flow
Chart
Rasmussen University Online
LaToya T. Benson
Healthcare Strategic Planning and Marketing
October 23, 2022
Memorandum
To: Professor Dawn Ide, Chief Executive Officer
From: LaToya T. Benson, Strategic Planning Manager
Date: 10/23/2022
Re: Business Planning and Strategic Planning
Confidential
Business and Strategic planning are necessary to increase
revenue and address potential risks that can negatively affect
client relationships. Both can also help healthcare organizations
prepare for future disruptions or crises.
A business plan is a framework of strategies and initiatives to
start a new business. It outlines the services planned to be
2. provided and how you intend to run your company ("Business
plan vs. strategic plan," 2022). It details the financial aspects of
the healthcare organization, such as its revenue streams,
operational procedures, and resource allocation ("Business plan
vs. strategic plan," 2022). It specifies when and how the
organization plan to see a benefit from the investment. A
business plan has short- or mid-term goals that define the steps
necessary to achieve them. It usually lasts up to 12 months.
A strategic plan, in contrast to a business plan, details the
objectives of an organization and the steps it will take to
achieve those objectives. ("Business plan vs. strategic plan,"
2022). A strategic plan is a business framework that existing
companies implement when they want to improve their business
processes and streamline their operations ("Business plan vs.
strategic plan," 2022). It defines your organization's future,
setting goals that will move you toward that future and
determining the major projects you'll take on to meet those
goals. It also includes sustaining that strategy focus over three
to five years.
Adopting telehealth and telemedicine services is a focus area in
the healthcare industry that could help our company increase
revenue and client satisfaction. More outstanding
communication with our clients' patients through telehealth and
telemedicine services can lead to improved revenue cycle
management, increasing revenue (Adepoju et al., 2022). One
way to do this is through virtual check-ins, a messaging
function within a telehealth platform, or video visits with
patients that can save time and avoid unnecessary office visits.
The benefits of telemedicine go beyond offering convenience to
patients and reducing revenue loss for the clinic. Telemedicine
is a promising investment that may prove to be worthwhile in
reducing overall healthcare costs (Adepoju et al., 2022)
To ensure a strategic telemedicine plan is adopted in the
3. organization, the following questions below must be considered
and addressed appropriately:
· Is our telehealth strategy embedded in our organizational
strategy? ("Strengthening your telehealth," n.d.)
· Do we understand patient needs and preferences around virtual
care, including differences by population segment?
("Strengthening your telehealth," n.d.)
· What is our plan to educate and engage patients and monitor
their experience and satisfaction?
· How will we research vendor products and technology relevant
to desired telehealth applications? ("Strengthening your
telehealth," n.d.)
· What is our plan to monitor and track performance?
· How are we aligning measurement with other quality
improvement initiatives?
· Which of our current systems support integration with
telehealth?
· What is our plan to address interoperability issues?
· What do we know about telehealth's payment and incentive
structure now and in the future?
· In which specialties or sub-specialties do we need to build
capacity for telehealth services?
· How will we conduct operational training for physicians, other
relevant providers, clinical staff, or patients? ("Strengthening
your telehealth," n.d.)
A strategic plan that addresses the listed questions can deliver
the destined vision for the organization.
4. Workflow Analysis Flow Chart
This work analysis flow chart shows the communication
hierarchy through the organization concerning the project. The
CEO will be responsible for figuring out how all the pieces fit
together, implementing a plan, executing it, and overseeing the
organization's operation following its overarching strategy
(Hayes, 2022). The CEO will also be responsible for managing a
company's overall operations (Hayes, 2022). These operations
will include delegating and directing agendas, driving
profitability, managing company organizational structure, and
process, and communicating with the board (Hayes, 2022).
The Account Manager's role is to identify those key customers
that generate maximum revenue and profitability compared to
regular accounts. They will act as a bridge between the
company and stakeholders on the customer side. Build and
maintain strong relationships with key business clients. They
regularly communicate with clients, resolve queries, and
increase revenue by promoting product innovation.
The Strategic Manager will develop and direct the
organization's strategic and long-range goals, including
proposals to enter new markets and expand existing market
presence. The Strategic manager will also oversee this process
within the organization (“What does a strategic marketing
manager do”, 2020).
The Project Manager is responsible for developing efficient
project management methods to achieve the highest customer
satisfaction and gain more revenue resources for the business.
They will analyze the current market trends, perform data and
statistical analysis, and generate opportunities to close more
business partnerships.
The Financial Analyst will be responsible for analyzing
financial statements and predicting the company's future
performance (“Financial analyst job description”, 2022).
5. Including forecasting future revenues and expenditures,
modeling capital structure, and budgeting. They will be
responsible for keeping track of a company's financial plan
(“Financial analyst job description”, 2022).
The Marketing Manager will be responsible for developing,
implementing, and executing strategic marketing plans for an
entire organization to attract customers and retain existing ones.
Their responsibilities revolve around performing research and
market analysis to identify new marketing opportunities,
producing sales forecasts and risk analysis, overseeing the
budgets and schedules, determining customer needs, and setting
goals in adherence to the company's vision and mission
(“Marketing manager job description”, 2022
).
References
(n.d.).
Blackboard learn. Retrieved October 21, 2022, from
https://learning.rasmussen.edu/ultra/courses/_120375_1/outline/
edit/document/_12360870_1?courseId=_120375_1.
Adepoju, O. E., Angelocci, T., & Matuk-Villazon, O. (2022).
Increased Revenue From
Averted Missed Appointments Following Telemedicine
Adoption at a Large Federally Qualified Health Center. Health
Services Insights, 1–4.
https://doi.org/10.1177/11786329221125409
Business plan vs. strategic plan. BDC.ca. (2022, October 14).
Retrieved October 22, 2022, from
https://www.bdc.ca/en/articles-tools/business-strategy-
planning/define-strategy/business-plan-vs-strategic-plan-whats-
difference
Financial analyst job description. Corporate Finance Institute.
(2022, April 23). Retrieved October 23, 2022, from
https://corporatefinanceinstitute.com/resources/careers/jobs/fina
ncial-analyst-job-description/
6. Hayes, A. (2022, October 21).
Chief executive officer (CEO): What they do vs. other
chief roles. Investopedia. Retrieved October 23, 2022, from
https://www.investopedia.com/terms/c/ceo.asp
Lhh. (2022, February 3).
Marketing manager job description. LHH. Retrieved
October 23, 2022, from https://www.lhh.com/us/en/insights/job-
descriptions/marketing-manager/
Strengthening your telehealth strategy - pbgh.org. (n.d.).
Retrieved October 23, 2022, from https://www.pbgh.org/wp-
content/uploads/2021/02/2021-01-28_Telehealth-
Strategy_Summary.pdf
What does a strategic marketing manager do. Zippia. (2020,
October 2). Retrieved October 23, 2022, from
https://www.zippia.com/strategic-marketing-manager-jobs/what-
does-a-strategic-marketing-manager-do/
image1.tmp
PLEASE READ CAREFULLY
- Please cite your work in your responses
- Please use APA (7th edition) formatting
- All questions and each part of the question should be answered
in detail (Go into depth)
- Response to questions must demonstrate understanding and
application of concepts covered in class,
- Use in-text citations and at
7. LEAST 2 resources per discussion from the school
materials that I provided to support all answers. -
The use of course materials to support ideas is HIGHLY
RECOMMENDED
- Responses MUST be organized (Should be logical and easy to
follow)
- Include at least 2 references and include in-text citations.
“USING REFERENCES FROM THE CLASS MATERIALS IS A
MUST. IF YOU CAN’T, THEN DON’T ACCEPT THIS OFFER”
Please refer to the attached "
Case Study" and complete Part 2 ONLY.
Minimum 3 full pages
Part 2 of the Case Study allows you to demonstrate mastery of
several course outcomes, including:
ging
globalized workforce in order to implement effective human
resource practices.
practices, and functions in order to meet an organization's goals
and objectives while maintaining the values and traditions of
the local culture.
MUST WATCH THESE 3 minutes VIDEO FOR MORE
GUIDANCE FROM THE TEACHER:
Assignment 2 Guidance
https://umgc-edu.zoom.us/rec/play/G-KunBV4ybGKi-
dU6xiqcjFt0CswGy-
raW_rLZQLISzSaeNaYyViYXLkUlWTMhyU9p2ilB-
iTID0u30Y.WfrZCcghFBvst7P5?continueMode=true&_x_zm_rt
aid=r8Uouv7cS7SGimS3JNICpA.1668810201917.2a833fcc5886
4a8c243f5ce568d01294&_x_zm_rhtaid=768
Rubrics to get an A for this assignment:
· Demonstrates a sophisticated understanding of the topic(s) and
issue(s) (goes beyond the superficial and simply repeating what
8. the literature says). Shows analysis and synthesis of
information.
· Makes appropriate and powerful connections between the
issues identified and the strategic concepts studied in the
reading (relevant connections back to the literature and
supported by facts).
· Presents an insightful and thorough analysis of all issues
identified. Explains in own words how evidence supports
specific connections. Does not just restate the quote or
summarize the readings.
· Presents detailed, realistic, and appropriate recommendations
clearly supported by the information presented and concepts
from the reading.
· Writing demonstrates a sophisticated clarity, conciseness, and
correctness; includes thorough details and relevant data and
information; extremely well organized. Includes cover page and
alphabetized bibliography.
Staffing Internationally
LEARNING OBJECTIVES
1. Be able to explain the three staffing strategies for
international businesses and the advantages
and disadvantages for each.
2. Explain the reasons for expatriate failures.
9. One of the major decisions for HRM when a company decides to
operate overseas is how the overseas
operation will be staffed. This is the focus of this section.
Types of Staffing Strategy
There are three main staffing strategies a company can
implement when entering an overseas market,
with each having its advantages and disadvantages. The first
strategy is a home-country national strategy.
This staffing strategy uses employees from the home country to
live and work in the country. These
individuals are calledexpatriates. The second staffing strategy is
a host-country national strategy, which
means to employ people who were born in the country in which
the business is operating. Finally, a third-
country national strategy means to employee people from an
entirely different country from the home
country and host country. Table 14.4 "Advantages and
Disadvantages of the Three Staffing Strategies" lists
advantages and disadvantages of each type of staffing strategy.
Whichever strategy is chosen,
communication with the home office and strategic alignment
with overseas operations need to occur for a
successful venture.
10. Table 14.4 Advantages and Disadvantages of the Three Staffing
Strategies
Home-Country National Host-Country National Third-Country
National
Advantages
Greater control of organization
Language barrier is
eliminated
The third-country national
may be better equipped to
bring the international
perspective to the business
Managers gain experience in
local markets
Possible better
understanding of local rules
and laws
Costs associated with hiring
such as visas may be less
11. expensive than with home-
country nationals
Possible greater understanding
and implementation of business
strategy
Hiring costs such as visas
are eliminated
Book: UMGC (n.d.). Staffing Internationally.
Link:
https://learn.umgc.edu/d2l/le/content/721593/viewContent/2910
2369/View
Home-Country National Host-Country National Third-Country
National
Cultural understanding
Morale builder for employees
of host country
Disadvantages
Adapting to foreign
environment may be difficult
12. for manager and family, and
result in less productivity
Host-country manager may
not understand business
objectives as well without
proper training
Must consider traditional
national hostilities
Expatriate may not have
cultural sensitivity
May create a perception of
“us” versus “them”
The host government and/or
local business may resent
hiring a third-country
national
Language barriers
Can affect motivation of
13. local workers Cost of visa and hiring factors
HUMAN RESOURCE RECALL
Compare and contrast a home-country versus a host-country
staffing strategy.
Expatriates
According to Simcha Ronen, a researcher on international
assignments, there are five categories that
determine expatriate success. They include job factors,
relational dimensions, motivational state, family
situation, and language skills. The likelihood the assignment
will be a success depends on the attributes
listed in Table 14.5 "Categories of Expatriate Success
Predictors with Examples". As a result, the
appropriate selection process and training can prevent some of
these failings. Family stress, cultural
inflexibility, emotional immaturity, too much responsibility,
and longer work hours (which draw the
expatriate away from family, who could also be experiencing
culture shock) are some of the reasons cited
for expatriate failure.
Table 14.5 Categories of Expatriate Success Predictors with
Examples
14. Job Factors
Relational
Dimensions Motivational State
Family
Situation Language Skills
Technical skills
Tolerance for
ambiguity Belief in the mission
Willingness of
spouse to live
abroad
Host-country
language
Familiarity with host
country and
headquarters
operations Behavioral flexibility
15. Congruence with
career path
Adaptive and
supportive
spouse
Nonverbal
communication
Managerial skills Nonjudgmentalism
Interest in overseas
experience
Stable marriage
Administrative
competence
Cultural empathy and
low ethnocentrism
Interest in specific
host-country culture
Interpersonal skills
16. Willingness to
acquire new patterns
of behavior and
attitudes
Source: Adapted from Simcha Ronen, Training the International
Assignee (San Francisco: Jossey-Bass,
1989), 426–40.
Most expatriates go through four phases of adjustment when
they move overseas for an assignment. They
include elation/honeymoon, resistance, adaption,
andbiculturalism. In the elation phase, the employee is
excited about the new surroundings and finds the culture exotic
and stimulating. In the resistance phase,
the employee may start to make frequent comparisons between
home and host country and may seek out
reminders of home. Frustration may occur because of everyday
living, such as language and cultural
differences. During the adaptation phase, the employee gains
language skills and starts to adjust to life
overseas. Sometimes during this phase, expatriates may even
tend to reject their own culture. In this
phase, the expatriate is embracing life overseas. In the last
phase, biculturalism, the expatriate embraces
17. the new culture and begins to appreciate his old life at home
equally as much as his new life overseas.
Many of the problems associated with expatriate failures, such
as family life and cultural stress, have
diminished.
Host-Country National
The advantage, as shown in Table 14.4 "Advantages and
Disadvantages of the Three Staffing Strategies",
of hiring a host-country national can be an important
consideration when designing the staffing strategy.
First, it is less costly in both moving expenses and training to
hire a local person. Some of the less obvious
expenses, however, may be the fact that a host-country national
may be more productive from the start, as
he or she does not have many of the cultural challenges
associated with an overseas assignment. The host-
country national already knows the culture and laws, for
example. In Russia, 42 percent of respondents in
an expatriate survey said that companies operating there are
starting to replace expatriates with local
specialists. In fact, many of the respondents want the Russian
18. government to limit the number of
expatriates working for a company to 10 percent. [1] When
globalization first occurred, it was more likely
that expatriates would be sent to host countries, but in 2011,
many global companies are comfortable that
the skills, knowledge, and abilities of managers exist in the
countries in which they operate, making the
hiring of a host-country national a favorable choice. Also
important are the connections the host-country
nationals may have. For example, Shiv Argawal, CEO of ABC
Consultants in India, says, “An Indian CEO
helps influence policy and regulations in the host country, and
this is the factor that would make a global
company consider hiring local talent as opposed to foreign
talent.” [2]
Third-Country Nationals
One of the best examples of third-country nationals is the US
military. The US military has more than
seventy thousand third-country nationals working for the
military in places such as Iraq and Afghanistan.
For example, a recruitment firm hired by the US military called
Meridian Services Agency recruits
hairstylists, construction workers, and electricians from all over
the world to fill positions on military
19. bases. [3] Most companies who utilize third-country national
labor are not new to multinational
businesses. The majority of companies who use third-country
national staffing have many operations
Figure 14.2 Phases of Expatriate Adjustment
already overseas. One example is a multinational company
based in the United States that also has
operations in Spain and transfers a Spanish manager to set up
new operations in Argentina. This would be
opposed to the company in the United States sending an
American (expatriate) manager to Argentina. In
this case, the third-country national approach might be the
better approach because of the language
aspect (both Spain and Argentina speak Spanish), which can
create fewer costs in the long run. In fact,
many American companies are seeing the value in hiring third-
country nationals for overseas
assignments. In an International Assignments Survey,[4] 61
percent of United States–based companies
surveyed increased the use of third-country nationals by 61
20. percent, and of that number, 35 percent have
increased the use of third-country nationals to 50 percent of
their workforce. The main reason why
companies use third-country nationals as a staffing strategy is
the ability of a candidate to represent the
company’s interests and transfer corporate technology and
competencies. Sometimes the best person to
do this isn’t based in the United States or in the host country.
KEY TAKEAWAYS
international business. First, in the home-
country national strategy, people are employed from the home
country to live and work in the
country. These individuals are called expatriates. One advantage
of this type of strategy is easier
application of business objectives, although an expatriate may
not be culturally versed or well
accepted by the host-country employees.
-country strategy, workers are employed within that
country to manage the operations
of the business. Visas and language barriers are advantages of
this type of hiring strategy.
-country national staffing strategy means someone
21. from a country, different from home
or host country, will be employed to work overseas. There can
be visa advantages to using this
staffing strategy, although a disadvantage might be morale lost
by host-country employees.
EXERCISES
1. Choose a country you would enjoy working in, and visit that
country’s embassy page. Discuss the
requirements to obtain a work visa in that country.
2. How would you personally prepare an expatriate for an
international assignment? Perform
additional research if necessary and outline a plan.
[1] “Russia Starts to Abolish Expat jobs,” Expat Daily, April
27, 2011, accessed August 11, 2011, http://www.expat-
daily.com/news/russia-starts-to-abolish-expat-jobs/.
[2] Divya Rajagorpal and MC Govardhanna Rangan, “Global
Firms Prefer Local Executives to Expats to Run Indian
Operation,” Economic Times, April 20, 2011, accessed
September 15,
2011, http://articles.economictimes.indiatimes.com/2011-04-
22. 20/news/29450955_1_global-firms-joint-ventures-
investment-banking.
[3] Sarah Stillman, “The Invisible Army,” New Yorker, June 6,
2011, accessed August 11,
2011,http://www.newyorker.com/reporting/2011/06/06/110606fa
_fact_stillman.
[4] “More Third Country Nationals Being Used,” n.d., SHRM
India, accessed August 11,
2011,http://www.shrmindia.org/more-third-country-nationals-
being-used.
http://www.expat-daily.com/news/russia-starts-to-abolish-expat-
jobs/
http://www.expat-daily.com/news/russia-starts-to-abolish-expat-
jobs/
http://articles.economictimes.indiatimes.com/2011-04-
20/news/29450955_1_global-firms-joint-ventures-investment-
banking
http://articles.economictimes.indiatimes.com/2011-04-
20/news/29450955_1_global-firms-joint-ventures-investment-
banking
http://www.newyorker.com/reporting/2011/06/06/110606fa_fact
_stillman
http://www.shrmindia.org/more-third-country-nationals-being-
used
23. Chapter 2
Expatriate Adjustment and Expatriate
Learning
2.1 International Assignments
2.1.1 Definition and Classification of International
Assignments
International work experience is one of the major requirements
for promotion to
higher-level managerial positions. International assignments are
a powerful mech-
anism through which managers acquire new business skill sets,
international per-
spectives, and basic cross-cultural assumptions (Furuya et al.
2009). The topic of
international assignments (IAs) has an established pedigree in
the international
management literature and has in particular dominated the
research agenda of
international human resource management (IHRM) for over
three decades (Collings
et al. 2007; Stahl and Bjorkman 2006). It has been argued that
entrepreneurs have
recognised the importance of physically relocating managers to
foreign locations
where business operations are based since approximately 1900
B.C. (Collings et al.
2007). Owners of international organisations realised the
benefits of utilising people
known to them and socialised into the organisation in
minimising the agency
problems associated with managing spatially diverse
organisations from an early
25. organizational structure and decision processes. Thirdly, as a
means of management
development, aim at developing the competence of the
individual manager.
Although it is important to note that assignments generally have
more than one
rationale (Sparrow et al. 2004), Edstrom and Galbraith’s (1977)
typology provides a
useful point of departure for the consideration of why MNCs
use international
assignments and expatriates. Hocking et al. (2004) argue that
Edstrom and
Galbraith (1977)’ classification of international assignments
lack a strong concep-
tual framework to explain the underlying strategic significance
of the categories and
their relationships. They reclassify the principal strategic
purpose of international
assignments and present the underlying relationships. According
to Hocking et al.
(2004, 2007), international assignments’ principal purposes
comprise three cate-
gories: business applications, organization applications, and
expatriate learning. In
particular, expatriate learning refers to either business- or
organization-related
knowledge acquisition by the expatriate, which equivalent to the
two knowledge
application categories: business applications and organization
applications.
Alongside the conventional international assignment (usually
more than one year
and involving the relocation of the expatriate), there is the
emergence of a portfolio
of alternatives to the traditional international assignment,
26. referred to as a
non-standard international assignment including: short-term
assignments (SIAs);
commuter assignments; international business travel; and virtual
assignments
(Brookfield Global Relocation Trends 2005; Collings et al.
2007). Research sug-
gests there is little evidence of a significant decline in the use
of long-term (tra-
ditional) international assignments but does identify the
growing use of alternative
forms of international assignments (Collings et al. 2007). A
recent survey by
Brookfield Global Relocation Trends (2005) reported that 62 %
of respondents
suggested that their organizations were seeking alternatives to
long-term assign-
ments. This suggests that what is happening is the emergence of
a portfolio of
international assignments within the MNC (Roberts et al. 1998).
The most popular form of non-standard assignments appears to
be the short-term
international assignment (SIA). Compared to traditional
assignments, SIA has three
key advantages: flexibility; simplicity; and cost effectiveness.
Long-term IAs had
uncertain benefits and potential drawbacks. Many expatriates
felt that they had to
work harder to preserve the home network and their social
capital suffered through
the traditional IAs. Short-term international assignment seems
to be a better choice
(Tharenou and Harvey 2008). Managers can be assigned to some
challenging tasks
in a foreign country. They are not away from the headquarters
27. for a long period of
time and can be assigned to several different countries before
they are appointed to
some important managerial position. Such an approach
optimizes the economic
efficiency of human resources—providing required skills and
developing interna-
tional capabilities simultaneously (Tharenou and Harvey 2008).
However,
Yamazaki and Kayes (2007) claim that if MNCs expect their
expatriates to perform
successfully within their assignment periods, they may need to
provide the
8 2 Expatriate Adjustment and Expatriate Learning
expatriates with at least a three-year tenure. Therefore, this
study adopts a pseudo
longitudinal research method that examines expatriates with
different lengths of
assignment tenure to investigate whether short-term
international assignments are as
effective for expatriate adjustment and learning as traditional
long-term interna-
tional assignments.
2.1.2 Expatriates and International Assignments
An expatriate is the person that MNCs assign to an international
assignment.
Expatriates usually are home country nationals or third country
nationals. Edstrom
and Galbraith (1977) define expatriates as individuals who,
irrespective of their
28. national origin, are transferred outside their native country to
another country
specifically for employment purposes. Expatriates are usually
classified into three
broad categories based on their national origin relative to that
of the parent com-
pany (Shaffer et al. 1999). Parent country nationals (PCNs) are
expatriates who are
from the home country of the MNC; third country nationals are
non-PCN immi-
grants in the host country (e.g., those transferred between
foreign subsidiaries);
inpatriates are employees from foreign subsidiaries who are
assigned to work in the
parent country. There are several reasons why MNCs select
various types of
expatriates. For example, parent country nationals facilitate
communication
between corporate and foreign offices, while third country
nationals tend to be more
sensitive to cultural and political issues.
Harzing (2001) identified three specific control roles of
expatriates, namely: the
bear, the bumble-bee, and the spider. Bears act as a means of
replacing the cen-
tralisation of decision-making in MNC and provide a direct
means of surveillance
over subsidiary operations. The title highlights the degree of
dominance these
assignees have over subsidiary operations. Bumble bees fly
‘from plant to plant’
and create cross-pollination between the various ‘offshoots’
(Harzing 2001:369).
These expatriates can be used to control subsidiaries through
socialisation of host
29. employees and the development of informal communication
networks. Finally
spiders, as the name suggests control through the weaving of
informal communi-
cation networks within the MNC. Significantly, Harzing (2001)
argues that
although expatriates generally appear to perform their role as
bears regardless of the
situation, the study suggests that their roles as spiders and
bumble bees tend to be
more contexts specific. Specifically, the bumble bee and spider
roles appeared to be
more significant in longer established subsidiaries (longer than
50 years) while the
bumble bee role appeared to be important in newly established
subsidiaries also.
Besides, the level of localization of subsidiary operations and
further lower levels of
international integration (the subsidiary was not greatly reliant
on the headquarters
for sales and purchases) were positively related to the
likelihood of expatriates
performing the bumble bee and spider roles.
2.1 International Assignments 9
2.1.3 Cultural Differences Between Nations
2.1.3.1 High-Context Versus Low-Context Cultures
Hall (1977) claims a cultural classification of high-context
culture and low-context
culture based on how, in each individual, identity rests on total
communication
30. frameworks. In high-context cultures, surrounding situations,
external physical
environments, and non-verbal behaviours are all important for
its members to
determine the meanings of messages conveyed in
communication. Covert clues in
these contexts make differences to the members and are used to
search for a real
meaning beyond verbal messages. In a high-context culture, its
members tend to be
related to each other in relatively long lasting relationships. For
their effective
communications, high-context culture requires its members to
become sensitive to
immediate environments through feelings. Yamazaki (2005)
contends that the
communication patterns in high-context cultures are
conceptually associated with
the Concrete Experience learning mode. Chinese, French,
Japanese, and Arabic
countries are classified as high-context cultures (Hall 1977).
In a low-context culture, on the other hand, surrounding
situations, external
physical environments, and non-verbal behaviours are relatively
less important in
generating and interpreting meanings, whereas explicit verbal
messages are crucial
in communication (Hall 1977). Most information is conveyed in
explicit codes and
therefore, explicit communicative styles in logical forms are
placed with high
importance. In low-context culture, interpersonal relationships
last for a relatively
shorter period. The communication patterns of low-context
cultures focus less on
31. interpersonal relationships while more on rationally detached
analyses. Yamazaki
(2005) contends that the communicative traits of low-context
culture are consonant
with the characteristics of the Abstract Conceptualization
learning mode and
thereby, individuals in low-context culture are likely to learn by
logical thinking and
analytical cognition. The United States, the United Kingdom,
Canada, Australia,
Germany, and Switzerland are classified as low-context cultures
(Hall 1977). In the
present research, the sample of western expatriates constitutes:
35.5 % of the sample
comes from the United Kingdom, 29.8 % from the United
States, 21.5 % from
Canada, 9.1 % from Australia, and 4.1 % from other countries.
Basically, western
expatriate managers participated in this research are assigned
from countries with
low-context cultures to a country with high-context culture,
China.
2.1.3.2 Collectivism Versus Individualism Cultures
Hofstede (1997) proposes five dimensions of cultural
differences: individualism
versus collectivism, masculinity versus feminity, long-term
orientation versus
short-term orientation, power distance, and uncertainty
avoidance (see Fig. 2.1).
This section begins with a discussion of the dimension
collectivism versus
individualism.
10 2 Expatriate Adjustment and Expatriate Learning
32. Hofstede (1997) defines the collectivism and individualism
cultural dimension as
‘the degree to which a society reinforces individual or
collective achievement and
interpersonal relationships’. The fundamental issue addressed
by this dimension is
the degree of interdependence a society maintains among its
members. It has to do
with whether people’s self-image is defined in terms of ‘I’ or
‘we’. A high score on
individualism indicates that individuality and individual rights
are paramount
within the society. In individualistic cultures, individuals tend
to form a large
number of looser relationships and they are supposed to look
after themselves and
their direct family only (Hofstede 2010). On the other hand, a
low score on indi-
vidualism, or a high score on collectivism, indicates that the
society has a more
collectivist nature with close ties between individuals. In
collectivist cultures, the
society reinforces extended families and collectives and
everyone takes responsi-
bility for fellow members of their group. Markus and Kitayama
(1991) examined
the culturally different self-construal and proposed two
classifications:
interdependent-self and independent-self, each of whose
attributes differs among
cultures. Interdependent-self is represented as the self-construal
of people in Asian,
African, Latin American, and many southern European cultures,
33. while
independent-self is exemplified as the self-construal of those in
American culture as
well as many western European cultures (Markus and Kitayama
1991). Triandis
(1995) and Hofstede (1997) categorized this cultural dimension
of
interdependent-self versus independent-self as analogous to that
of collectivism
versus Individualism. Anderson (1988) supports this cultural
dimension from a
cognitive perspective. He illustrates that Eastern cultures are
holistic, relational, and
field-dependent, while Western cultures are analytical and field-
independent.
People with collectivism cultures have the strong sense of
belongingness to
social contexts and relationships (Hofstede 1997). Markus and
Kitayama (1991)
claim that individuals with interdependent-self tend to base the
relationship with
others as a crucial and functional unit of conscious reflection
and, they have a
strong tendency to seek information about others’ perception
about self in the
relationship. In contrast, independent-self, the American and
western European
Cultural differences
Power distance
Uncertainty
avoidance
34. Individualism vs.
collectivism
Masculinity vs.
feminity
Long-term
orientation
Fig. 2.1 Hofstede’s 5 cultural dimension model
2.1 International Assignments 11
notion of self, is seen as separate from context (Markus and
Kitayama 1991). There
is a widespread belief that people are inherently detached and
distinct in individ-
ualistic cultures where the cultural norm is to become
independent from others and
to express one’s uniqueness. Collectivistic cultures, such as the
cultures of most
Asian countries, emphasize a communication style in which
‘most of the infor-
mation is either in the physical context or internalized in the
person’ (Hall 1976:
79), whereas individualistic cultures, such as those of the
United States, Germany,
and the United Kingdom, use a ‘low-context’ communication
style (Hall 1976).
Chinese and Japanese are classified with high collectivist
culture, while the North
American and most western European countries are classified
with individualistic
cultures (Hofstede 2010). According to the national culture
35. comparisons of
Hofstede (2010), China is a highly collectivist culture where
people act in the
interest of the group and not necessarily of themselves. In-
group considerations
affect hiring and promotions with closer in-groups (such as
family) are getting
preferential treatment. Whereas relationships with colleagues
are cooperative for
in-groups, they are cold or even hostile to out-groups. In China,
personal rela-
tionships prevail over task and organization (Hofstede 2010).
In the present research, western expatriate managers are
assigned from countries
with individualistic cultures to a country with a high collectivist
culture, China. As
we can see, the collectivists’ cultural characteristics of China
may present a major
obstacle for western expatriates. The researcher suggests that an
awareness of the
history, culture, and behaviour of Chinese people would reduce
expatriates level of
frustration, anxiety, and concern.
2.1.3.3 Power Distance
Hofstede (1997) defines power distance as ‘the degree of
equality, or inequality,
between people in the country’s society’. Power distance refers
to ‘the extent to
which the less powerful members of institutions and
organisations within a country
expect and accept that power is distributed unequally’ (Hofstede
1997). High scores
on a Power distance index indicate that inequalities of power
36. and wealth have been
allowed to grow within the society. These societies are more
likely to follow a caste
system that does not allow significant upward mobility of its
citizens. Low scores
on a Power distance index, on the other hand, indicate that the
society deempha-
sizes the differences between citizen’s power and wealth. In
these societies, equality
and opportunity for everyone is stressed.
According to the national culture comparisons in Hofstede
centre (Hofstede
2010), China sits in the higher rankings of his Power Distance
Index, i.e. a society
that believes that inequalities amongst people are acceptable.
The
subordinate-superior relationship tends to be polarized and there
is no defense
against power abuse by superiors. Individuals are influenced by
formal authority
and sanctions and are in general optimistic about people’s
capacity for leadership
and initiative. People should not have aspirations beyond their
rank. On the other
hand, the United State, the United Kingdom, and most western
European countries
12 2 Expatriate Adjustment and Expatriate Learning
are classified with low power distance cultures (Hofstede 2010).
Within organi-
zations in low power distance societies, hierarchy is established
for convenience,
37. superiors are always accessible and managers rely on individual
employees and
teams for their expertise. Both managers and employees expect
to be consulted and
information is shared frequently. At the same time, the
communication is informal,
direct, and participative. In the present research, western
expatriate managers are
assigned from countries with lower power distance cultures to a
country with a high
power distance culture, China.
2.1.3.4 Strong Uncertainty Avoidance Versus Weak Uncertainty
Avoidance Cultures
Hofstede (1997) defines uncertainty avoidance as ‘the extent to
which the members
of a culture feel threatened by uncertain or unknown situations’.
Furthermore,
uncertainty avoidance index refers to the level of tolerance for
uncertainty and
ambiguity. High scores on uncertainty avoidance index indicates
that the country
has a low tolerance for uncertainty and ambiguity and is a rule-
oriented society that
institutes laws, rules, regulations, and controls in order to
reduce the amount of
uncertainty. On the other hand, a low score on the uncertainty
avoidance index
indicates that the country has less concern about ambiguity and
uncertainty and has
more tolerance for a variety of opinions. A society with weak
uncertainty avoidance
culture is less rule-oriented and more readily accepts change.
The characteristics of
strong uncertainty avoidance are reflected in Chinese culture
38. (Hoppe 1990). The
main concern of the society is to control everything in order to
eliminate or avoid
the unexpected. As a result, the society does not readily accept
change and is risk
adverse.
Organizational members in strong uncertainty avoidance
countries have a feeling
of anxiety or fear when encountering unfamiliar risks, deviant
ideas, or conflicts in
their work place. Those members need to take time for action
until they acquire
enough knowledge and information to reduce or resolve unclear
and unstructured
situations. In contrast, organizational members in weak
uncertainty avoidance
countries tend to feel less uncomfortable in unclear and
unstructured circumstances
and are more likely to take risks in unfamiliar situations when
encountering deviant
or innovative ideas and behaviours (Hofstede 1997). Self-
actualization in a weak
uncertainty-avoidance work place functions as a great
motivational factor, while no
failure is the main concern in a strong uncertainty-avoidance
work place. Hoppe
(1990) tested the relationship between the strong/weak
uncertainty avoidance cul-
tural dimension and Kolb’s (1986) learning styles. He examined
a sample of 1544
adults from 19 countries: 17 European countries (Great Britain,
Germany, France,
Italy, and so on), the US, and Turkey. His results showed that
people from strong
uncertainty avoidance cultures tend to learn through the
39. reflective observation
learning mode, while those from weak uncertainty-avoidance
cultures tend to learn
through the active experimentation learning mode.
2.1 International Assignments 13
Japanese, South Korea, and Germany are classified with strong
uncertainty
avoidance cultures; Chinese is classified with medium to strong
uncertainty
avoidance culture; the United State, the United Kingdom,
Australia, and Denmark
are classified with weak uncertainty avoidance cultures
(Hofstede 2010). In the
present research, western expatriate managers are assigned from
countries with
weak uncertainty avoidance cultures to a country with a medium
to strong uncer-
tainty avoidance culture, China.
2.1.3.5 Long-Term Orientation
Hofstede (1997) defines Long-term orientation as ‘the degree to
which a society
embraces, or does not embrace, long-term devotion to
traditional, forward thinking
values’. High scores on a Long-term orientation index indicate
that the country
prescribes to the values of long-term commitments and respect
for tradition. This is
thought to support a strong work ethic where long-term rewards
are expected as a
result of today’s hard work. In a society with a long-term
40. orientation, businesses
may take longer to develop, particularly for an ‘outsider’. Low
scores on a
Long-term orientation index, on the other hand, indicate that the
country does not
reinforce the concept of long-term, traditional orientation. In a
society with this
culture, change can occur more rapidly as long-term traditions
and commitments do
not become impediments to change.
According to the national culture comparisons in Hofstede
centre (Hofstede
2010), China is a highly long-term oriented society in which
persistence and per-
severance are normal. Resources and investment tend to be in
long-term projects,
such as real estate. The United States, on the other hand, is
classified as a short-term
culture. American businesses tend to measure their performance
on a short-term
basis, with profit and loss statements being issued on a
quarterly basis. This also
drives its people to strive for quick results within the work
place. In the present
research, western expatriate managers are assigned from
countries with relatively
short-term orientation cultures to a country with a highly long-
term oriented culture,
China.
2.1.3.6 Masculinity Versus Feminity
Hofstede (1997) defines the Masculinity/Feminity cultural
dimension as ‘the degree
to which a society reinforces, or does not reinforce, the
41. traditional masculine work
role model of male achievement, control, and power’. High
scores on the
Masculinity index indicate that the country experiences a high
degree of gender
differentiation. Males dominate a significant portion of the
society and power
structure, with females being controlled by male domination. On
the other hand,
low scores on the Masculinity index indicate that the country
has a low level of
differentiation and discrimination between genders. Females are
treated equally to
males in all aspects of the society. In the present research,
western expatriate
14 2 Expatriate Adjustment and Expatriate Learning
managers are assigned to a country with a slight Masculinity
oriented culture,
China.
In summary, Chinese culture is highly contrasted with western
(American and
Western Europe) cultures. China is distinct different from most
other countries.
From a western perspective, China ‘is seen as the most foreign
of all foreign places.
Its culture, institutions, and people appear completely
baffling—a matter of absolute
difference’ (Chen 2001: 17). Also, companies in different
cultures have different
ways of conducting business. There is a wealth of evidence that
cultural differences
42. can act as important barriers for business expatriates. According
to Torbiorn (1988),
the more dissimilar, foreign, or strange a situation appears, the
more negative the
expatriates’ attitudes towards those situations. Psychological
cultural barriers are
typically associated with negative reactions towards another
culture, norms of the
other culture appear as less familiar, less normal, less good, and
so forth than those
to which the individual is acculturated (Selmer 2004). A
psychological cultural
barrier is said to be more obvious when two cultures are
different in terms of
language and other cultural norms (Selmer 2004).
2.2 Expatriate Adjustment
International assignments involve significant changes in the job
the individual
performs and the corporate culture in which responsibilities are
executed. It also
involves dealing with unfamiliar norms related to the general
culture, living con-
ditions, weather, food, health care, daily customs, and political
systems. It is esti-
mated that 20–40 % of all expatriates sent on foreign
assignments return home
prematurely. McGinley (2008) suggests that expatriate failure
rates vary from
country to country. National Foreign Trade Council (2006)
demonstrates that the
rate of early return from expatriate assignment was
approximately 21 %. However,
failure rates are said to increase further when repatriation
failure (expatriates who
43. return from overseas assignments but then leave their firms
within one year) rates
are considered (McGinley 2008). Expatriate failure is a
significant issue for MNCs
due to the high costs of expatriate failure which are both direct
(e.g. salary, training
costs, travel and relocation expenses) and indirect (damaged
relations with host
country organizations and loss of market share). Research
suggests that the latter
should be considered as the most significant costs by MNCs, as
damage to repu-
tation in key strategic foreign markets could be highly
detrimental to the prospects
of successfully developing international business in particular
regions. Expatriate
failure also bears considerable costs for managers themselves,
including loss of
self-esteem, self-confidence, and reputation. In summary, the
literature indicates
that the failure rate of expatriates has been reported to range
from 10 to 80 %,
costing MNCs from $40,000 to $1million for each failed
assignment. The inability
of expatriates to successfully adjust to foreign environments has
been cited as one
of the most frequent reasons for unsuccessful international
assignments (Black et al.
1991; Shaffer et al. 1999; Takeuchi et al. 2005; Okpara and
Kabongo 2010).
2.1 International Assignments 15
Liu and Lee (2008) contend that management researchers have
44. largely failed to
study systematically the psychological, social and behavioural
concerns of
managing overseas operations. In order to advance the research
on expatriate failure
and increase our understanding on expatriate adjustment,
additional research is
needed, particularly from a non-western context like China,
because the majority of
the researches conducted on these issues have been done in the
west (Black et al.
1991; Grainger and Nankervis 2001; Selmer 2004).
Expatriate adjustment is generally described as a process where
a manager
leaves a familiar cultural environment and enters an unfamiliar
one. It is the per-
ceived degree of psychological comfort and familiarity an
expatriate has working
with the new culture (Black et al. 1991). Scholars have only
focused their research
efforts on the problem of expatriate adjustment and
effectiveness since the late
1970s (Black et al. 1991). Previous to that time, some research
had been conducted
on Peace Corps volunteers and foreign exchange students, but
little work was done
on expatriate managers (Church 1982, cited in Black et al.
1991). Selmer (2004)
contends that psychological adjustment is a main component of
expatriate adjust-
ment. Psychological adjustment connotes subjective well-being
or mood states (e.g.
depression, anxiety, tension, and fatigue), emphasizing
attitudinal factors of the
process of adjustment. The theoretical concept of subjective
45. well-being is associ-
ated with the psychological aspects of international adjustment
(Selmer 2004).
The concept of socio-cultural adjustment has been proposed and
defined in the
literature on international adjustment (Searle and Ward 1990;
Ward and Searle
1991). Research on international assignments highlights
psychological or
socio-cultural adjustment as the vital construct underlying the
rewards and costs of
expatriate experiences to individuals, their families, and their
firms
(Bhaskar-Shrinivas et al. 2005). Socio-cultural adjustment
relates to the ability to
‘fit in’ or effectively interact with members of the host culture
(Ward and Kennedy
1992). Socio-cultural adjustment has been associated with
variables that promote
and facilitate culture learning and acquisition of social skills in
the host culture
(Selmer 2006). The socio-cultural notion of adjustment is based
on cultural learning
theory and highlights social behaviours and practical social
skills underlying atti-
tudinal factors (Black and Mendenhall 1991). Selmer (2006)
claims that Black
et al.’s (1991) theoretical framework of international adjustment
covers
socio-cultural aspects of international adjustment. A significant
amount of existent
empirical research supports a positive correlation between
expatriates’ international
adjustment and their work performance (Caligiuri 1997; Selmer
2006).
46. 2.2.1 Expatriate Adjustment Dimensions and Process
Black (1988) contends that expatriate adjustment to the cross-
cultural environment
can be viewed as having three primary dimensions: degree,
mode, and facet.
Degree of adjustment can be viewed as both a subjective and
objective concept.
Subjectively, it is the degree of comfort the expatriate feels in
the new role and the
16 2 Expatriate Adjustment and Expatriate Learning
degree to which he/she feels adjusted to the role requirements.
Objectively, on the
other hand, it is the degree to which the expatriate has mastered
the role require-
ments and is able to demonstrate that adjustment via his/her
performance (Black
1988). Mode of adjustment refers to the manner in which the
expatriate adjust to the
new role, i.e. expatriates can adjust by altering the new role to
match better
themselves or by altering their own attitudes and behaviours to
match better the role
expectations or altering both to compromise. Black (1988)
proposes that there are at
least two facets of expatriate adjustment: work adjustment and
general adjustment.
Black and Stephens (1989) further extended this framework and
suggest that there
are three specific facets of expatriate adjustment: adjustment to
work, which
47. encompasses supervision, responsibilities, and performances;
adjustment to inter-
acting with host nationals; adjustment to the general
environment, which encom-
passes life conditions in the foreign country. Several
researchers have confirmed
this typology (Black and Gregersen 1991; Shaffer et al. 1999;
Okpara and Kabongo
2010).
Expatriate adjustment is the process of adaptation to living and
working in a
foreign culture. Torbion (1988) proposed that cross-cultural
adjustment occurred in
four phases which is often referred to the U-curve. It depicts a
progression of
adjustment through four sequential stages: honeymoon, culture
shock, adjustment,
and mastery. The trajectory of adjustment over time resembles a
U-curve: initially
rising during the honeymoon, falling when culture shock occurs,
recovering as
adjustment take place, and stabilizing during mastery.
Black and Mendenhall (1991) explained the U-curve in terms of
social learning
theory. The first phase occurs during the first few weeks after
arrival. At this time,
the new arrival is fascinated with the new and different aspects
of the foreign culture
and country (Torbion 1988). During the initial stage, the person
has not had suf-
ficient time and experience in the new country to discover that
many of his/her past
habits and behaviours are inappropriate in the new culture. This
lack of negative
48. feedback and the newness of the foreign culture combine to
produce the ‘honey-
moon’ effect. Once the newcomer begins to cope seriously with
the real conditions
of everyday life, the second phase of cross-cultural adjustment
begins. This stage is
characterized by frustrations and hostility toward the host
country and its people
(Torbion 1988). This is because the person discovers that
his/her past behaviours
are inappropriate in the new culture but as yet has not learned
what to substitute.
Torbion (1988) argues that culture shock generally occurs at the
transition between
phase two and phase three when the person has received the
maximum amount of
negative feedback but as yet has very little idea about what the
appropriate beha-
viours are. The third stage begins as the person acquires some
language skills and
adaptive ability to move around on his/her own. In the third
phase, the person
begins to learn not only how to get around but also some new
appropriate beha-
viours. By the third phase, the person also has developed some
proficiency in
performing the new set of behaviours (Black 1988). In the
fourth phase, the per-
son’s adjustment is generally complete and the incremental
degree of adjustment is
minimal. In this stage, the person now knows and can properly
perform the nec-
essary behaviours to function effectively and without anxiety to
cultural differences
2.2 Expatriate Adjustment 17
49. (Black 1988). Bhaskar-Shrinivas et al.’s (2005) Meta-analyses,
using data from
8474 expatriates in 66 studies, provided support for the U-
curve, or sideways
S-shape, to expatriate adjustment’s trajectory.
Integrating the international and domestic adjustment
literatures, Black et al.
(1991) propose two major components (including seven
dimensions) of the expa-
triate adjustment process. Figure 2.2 presents Black et al.’s
(1991) International
adjustment model. The first component, anticipatory
adjustment, describes issues
that exist before expatriates leave their home countries; the
second component,
in-country adjustment, deals with issues that become relevant
after the expatriates
arrive at their foreign assignments. Anticipatory adjustment
includes three dimen-
sions: pre-departure training, previous overseas experience, and
organizational
selection mechanisms. In-country adjustment, on the other hand,
includes four
dimensions: individual skills, job-related factors, organizational
factors, and
non-work factors. Shaffer and Harrison (2001) propose that an
expatriate’s language
skills should also be considered in anticipatory adjustment.
Black (1988) explains
that in both domestic and international adjustment literatures,
an individual leaves a
familiar setting and enters an unfamiliar one. However, because
50. international
adjustment usually entails greater disruptions of old routines
than domestic adjust-
ment, the magnitude of uncertainty is usually higher in
international versus domestic
adjustment. In general, the domestic adjustment literature has
focused on pre- and
post-entry adjustment variables, especially those related to the
job and the organi-
zation, whereas the international adjustment literature has
focused on individual and
Anticipatory
adjustment
Previous
international
experience
Cross-cultural
training
Selection
mechanism and
criteria
In-country adjustment
Individual
•
•
•
•
52. Family adjustment
Culture novelty
Expatriate adjustment
Work adjustment
Interaction adjustment
General adjustment
•
•
•
Fig. 2.2 Black et al.’s (1991) International adjustment model
18 2 Expatriate Adjustment and Expatriate Learning
non-job variables and on degree of adjustment (Black et al.
1991). Black et al. (1991)
further suggest that general adjustment and interaction
adjustment may be much
stronger predictors of organizational commitment, intent to
leave, or turnover in the
case of international adjustment versus domestic adjustment.
Hechanova et al.
(2003) argue that the adjustment model proposed by Black et
al.’s (1991) has
instigated and galvanized a large body of evidence. While Tan
et al. (2005) argue
that Black et al.’s (1991) cross-cultural adjustment model is
53. mainly descriptive and
needs to be more prescriptive, Bhaskar-Shrinivas et al. (2005)
produced evidence
that strongly supported the model, through meta-analyses using
data from 8474
expatriates in 66 studies. They contend that Black et al.’s
(1991) model is the most
influential and often-cited theoretical treatment of expatriate
experiences.
2.2.2 Factors Influencing Expatriate Adjustment
The present research will discuss the factors that influence
expatriate adjustment
from four aspects: individual factors, job-related factors,
organizational factors, and
non-work factors based on Black et al.’s (1991) International
adjustment model (see
Fig. 2.2). It should also be noted that different adjustment
influencing factors may
have different impacts on each facet of expatriate adjustment
(general adjustment,
work adjustment, and interaction adjustment).
2.2.2.1 Individual Factors
The present research will discuss the individual factors that
influence expatriate
adjustment from two aspects: individual characteristics
(including self-efficacy and
interpersonal skills) and previous international experience.
1. Individual characteristics
Black (1988) reviewed the individual factors that were
hypothesized to facilitate
54. expatriate adjustment and reported a summary of these which
includes: (1) the
individual’s desire to adjust; (2) technical or managerial
competence (Hays 1971,
cited in Black 1988); (3) a person’s social relation skills
orientation (Ratiu 1983);
(4) an individual’s tolerance for ambiguity or open mindedness
(Ratiu 1983); (5) an
individual’s self-confidence. Mendenhall and Oddou (1985)
reviewed the individ-
ual skills necessary for a manager to be effective in a cross-
cultural setting. They
categorized all these skills into three dimensions: the self-
dimension, which
encompasses skills that enable the expatriate to maintain mental
health, psycho-
logical well-being, self-efficacy, and effective stress
management; the relationship
dimension, which constitutes the array of skills necessary for
the fostering of
relationships with host nationals; and the perception dimension,
which entails the
cognitive abilities that allow the expatriate to correctly perceive
and evaluate the
host environment and its actors (Mendenhall and Oddou 1985).
Ones and
2.2 Expatriate Adjustment 19
Viswesvaran (1997) confirmed the appropriateness of using
individual traits and
temperaments for understanding differences in how managers
respond to expatriate
and repatriate experiences. More recently, Mol et al. (2005)
55. conducted a quanti-
tative review of the Big Five personality factors and found that
they were as
predictive of expatriate performance. However, Tan et al.
(2005) contend that
expatriates’ emotions should also be considered as an important
individual factor in
the international adjustment model. They claim that expatriates’
emotions play a
major role in cross-cultural success, especially for
individualists working in col-
lectivistic culture for long periods of time. They further suggest
that emotional
demands caused by cultural differences in expatriate encounters
impact negatively
on their experience. Klein and Lee (2006) found that certain
personality traits, such
as openness, increased expatriate adjustment and their learning.
Despite criticisms
such as these, Okpara and Kabongo (2010) contend that Black et
al.’s (1991)
international adjustment model is a well-established theoretical
model and allows
for further inclusion of related factors on each level.
‘Self-efficacy’ was initially conceptualized as a belief in a
person’s ability to
succeed in the enactment of a specific task (Bandura 1977).
Sherer et al. (1982,
cited in Shaffer et al. 1999) explored the concept of general
‘self-efficacy’ and
defined it as ‘an individual’s past experiences with success and
failure in a variety
of situations which should result in a general set of expectations
that the individual
carries into new situations’. In case of expatriate adjustment,
56. ‘self-efficacy’ refers to
the ability to believe in one self and one’s ability to deal
effectively with the foreign
surroundings, even in the face of great uncertainty (Mendenhall
and Oddou 1985).
Bandura (1977) first explored the impact of the concept ‘self-
efficacy’ in social
learning. Bandura (1977) suggests that individuals with higher
levels of
self-efficacy tend to persist in exhibiting new behaviours that
are being learned
longer than do individuals with less self-efficacy. Based on this,
Black et al. (1991)
propose that high level of self-efficacy would drive the
expatriate to persist in
exhibiting new behaviours which, in turn, would facilitate
his/her degree of
adjustment. They contend that expatriates with high overall
self-efficacy persist in
exhibiting newly learned behaviours despite negative feedback;
they use the
resulting learning to improve their adjustment.
Relational skills, or interpersonal skills, refer to a repertoire of
tools and tech-
niques that facilitate the formation of one’s interpersonal ties.
Through those ties,
expatriates obtain necessary information and behaviour-relevant
feedback in host
cultures (Black et al. 1991). Interaction with host nationals is
another important
adjustment facilitating factor. Because interaction with host
nationals can provide
cues concerning appropriate behaviour in the new culture,
greater interaction with
host nationals would reduce novelty and positively affect
57. adjustment.
Black et al. (1991) propose that the accuracy of the expectations
held by
expatriates is a key to effective international adjustment. The
more accurate
expectations expatriates can form, the more uncertainty they
will reduce and the
better their adaptation will be. Relational skills, or interpersonal
skills, provide an
important means of increasing the cues expatriates receive
about what is expected
and how they are doing regarding the expectations. In summary,
interpersonal skills
20 2 Expatriate Adjustment and Expatriate Learning
have two main beneficial impacts on expatriate adjustment.
First, the greater
expatriates’ interpersonal skills, the easier it is for them to
interact with host
nationals (Mendenhall and Oddou 1985). Second, the more
expatriates interact with
host nationals, the more information they can receive about
what is and what isn’t
appropriate in the host culture and how they are doing. Black
(1988) found a
significant positive relationship between percentage of time
spent with host
nationals and general international adjustment. Bhaskar-
Shrinivas et al. (2005)
claim that relational skills allow the expatriates to gain
familiarity with what is
acceptable and/or unacceptable in the host cultures.
58. 2. Prior international experience
Prior international experience refers to individuals’ prior
experience in living and/or
working abroad. Prior international (working and/or non-work)
experience that
expatriates possess is likely to influence their adjustment to a
host country (Okpara
and Kabongo 2010). Previous international non-work
experiences, such as travel-
ling and studying, are likely to be associated with the extent to
which expatriates
adjust to foreign cultures (Okpara and Kabongo 2010). When
people travel to
foreign countries, they learn the behaviors, customs, and norms
of those cultures
through direct experience or through observation of the host
nationals’ behaviours
(Bandura 1977). Past international experience provides
expatriates with direct
opportunities to learn a variety of skills. Intercultural
communication, relocation,
and adaptive skills will be gained, all of which should have a
positive influence on
the expatriates’ cross-cultural adjustment (Black et al. 1991;
Selmer 2002, 2004;
Shaffer et al. 1999). Black (1988) suggests that the experience
of a prior expatri-
ation lowers the difficulties related to work adjustment. Black
et al. (1991) suggest
that previous international experience is an important source of
information from
which accurate expectations can be formed and the accuracy of
the expectations
held by expatriates is a key to effective international
59. adjustment. Yamazaki (2005)
argue that previous experience may change how expatriates
adjust by allowing
them to ignore what had not worked for them in the past and to
concentrate on what
did work. Research examining the extent of prior international
working experience
(Black 1988; Okpara and Kabongo 2010) has generally
indicated a slightly positive
association with adjustment, especially with work adjustment.
However, Torbiorn
(1988) found that specific length of previous overseas
experience was not related to
higher levels of adjustment. Therefore, quantity of prior
international experience
does not seem to necessarily relate to current international
adjustment. These
inconsistent findings indicate that exactly how previous
international experience
influences expatriate adjustment and what factors inhibit or
magnify the impact of
previous experience needs to be comprehensively investigated.
Selmer (2002) explored the possibility that prior international
experience mod-
erated the relationship between current assignment tenure and
adjustment, studying
western expatriates in Hong Kong. His results showed that the
impact of prior
Asian experience on the novice group (less than one year on an
international
assignment) was significant, but prior international experience
outside Asia was not
significant for either group. In the light of Selmer’s (2002)
research results,
60. 2.2 Expatriate Adjustment 21
Takeuchi et al. (2005) organized previous international
experience along two
dimensions (domain (work/non-work) and cultural specificity)
and examined the
effects of expatriates’ current past international experience on
their cross-cultural
adjustment. They targeted 243 Japanese expatriates working in
the United States
and their results indicate that past international experience
moderates the relation-
ship between current assignment tenure and both general and
work adjustment.
Takeuchi et al. (2005) made explanations to previous
inconsistent research findings
regarding the impact of prior international experience: the
interaction effects of
previous international experience differed depending on the
measurement mode
being used. The interaction figures for the length-based
measures of prior inter-
national experience illustrated both direct and indirect effects,
while the
number-based measure of prior international experience only
exhibited the medi-
ating effects. Takeuchi et al. (2005) further conclude that
previous international
experience acts as a moderator rather than as an antecedent to
expatriates’
cross-cultural adjustment. Bhaskar-Shrinivas et al. (2005) also
examined the
mediating influences of prior overseas assignments. They
suggest that time spent on
61. current assignment may enhance the effect of previous
international experience on
work adjustment and expatriates may leverage past experiences
better as they stay
on assignments longer. As their assignments progress,
expatriates may be better
able to pick out the experiences that best enable them to adjust
to their work
surroundings.
2.2.2.2 Job-Related Factors
Black (1988) reviewed the job-related factors that were
hypothesized to influence
(facilitate or inhibit) expatriate adjustment based on both
international adjustment
and domestic adjustment literature and proposes four job-related
factors that can
increase the uncertainty, uncontrollability, unfamiliarity, or
unpredictability of the
new work role and consequently inhibit the adjustment. These
four adjustment
inhibiting job-related factors are: role novelty (role novelty
involves the difference
between the past role and the new role), role ambiguity, role
conflict, and role
overload. Moreover, he proposed three job-related factors that
have the potential for
reducing the uncertainty and facilitating expatriate adjustment:
role discretion,
previous transfer or previous overseas work experience, and
pre-departure
knowledge.
International assignments are often associated with policy and
procedural con-
62. flicts with parent companies (Gregersen and Black 1992).
Bhaskar-Shrinivas et al.
(2005) further explain that role clarity refers to exact
understanding of position
requirements; role discretion refers to decision-making
autonomy; role novelty
refers to differences between host and native country work
roles; and role conflict
refers to incompatible cues regarding job expectations. These
four job-related
factors are likely to influence expatriates’ ability to adjust to
the new environment.
For example, role clarity may reduce the ambiguity associated
with foreign work
surroundings, whereas role discretion may enable expatriates to
use previously
22 2 Expatriate Adjustment and Expatriate Learning
employed behavioural mechanisms to minimize that ambiguity.
Bhaskar-Shrinivas
et al.’s (2005) meta-analyses using data from 8474 expatriates
in 66 studies pro-
vided support for a significant correlation between job role
clarity and work
adjustment. Obviously, the uncertainty regarding objectives and
role requirements
are the strongest stressors in expatriates’ overseas work
environments.
(a) Current assignment tenure
Black (1988) also found a significantly positive relationship
between the length of
63. current assignment tenure and work adjustment. It is reasonable
to argue for a
positive relationship between the length of time in a current
work assignment
(current international assignment tenure) and expatriate
adjustment. When expa-
triates initially arrive in the host country, they face considerable
uncertainty about
many different aspects of both life and work. However, over
time, they are likely to
acquire information that enables them to function more
effectively in the new
environment. With prolonged exposure to the differences of the
host culture,
expatriates are likely to become more familiar with the general
surroundings and
find more suitable standards and become better adjusted
(Takeuchi et al. 2005).
Takeuchi et al. (2005) examined the effects of current
assignment tenure on
expatriate adjustment, studying 243 Japanese expatriates
working in the United
States. Their results showed that current assignment tenure had
significant rela-
tionships with expatriates’ general and work adjustment.
Takeuchi et al. (2005)
propose that the time spent in an international assignment is
very important for
expatriates’ work adjustment and suggest researchers adopt a
time perspective for
understanding expatriate adjustment. Longer tenure increases
opportunities for
expatriates to learn appropriate work behaviours through direct
as well as vicarious
modelling (Bandura 1977). In addition, an extended period of
64. time is also required
before expatriates are fully accepted by their peers and develop
work relationship
with their peers. Accordingly, the length of current assignment
tenure is related to
an enhanced understanding of the culture of a host country and
an increased ability
to adapt to the host country (Takeuchi et al. 2005). Black and
Mendenhall (1991)
define ‘time to proficiency’ as the period it takes an employee
in a new job to reach
an acceptable performance level. The time expatriates take to
become proficient
after transfers may have several important implications both for
themselves and
their organizations. Typically, the total costs for an
organization of an international
assignment will exceed the total contribution an expatriate
makes for some time
during a post-entry period of settling-in. Hence, the longer the
time to proficiency,
the greater the balance of costs will be to the organization. It
would be in the
interest of both the expatriate and the assigning organization to
keep the time to
proficiency as short as possible.
2.2.2.3 Organizational Factors
Organizations’ selection criteria and mechanisms are also
important expatriate
adjustment influencing factors. Black et al. (1991) claim that
the closer the selected
2.2 Expatriate Adjustment 23
65. expatriate matches the needs of the organization, the easier the
expatriate’s
adjustment after entering the international assignment. Also, the
greater the dif-
ference between the organizational culture of the subsidiary
organization in the
foreign country compared to the organization in the home
country (i.e. high
organizational culture novelty) the more difficult the expatriate
adjustment would be
(Black et al. 1991).
Moreover, logistical support from the organization, parent firm
assistance with
day-to-day living, such as help with housing, schools, grocery
stores, and so on,
could potentially reduce uncertainty associated with
international assignments and
therefore facilitate expatriate adjustment (Black et al. 1991).
Social support from
co-workers and logistical support from the parent company can
play important roles
in easing adjustment. By providing expatriates with information
about culturally
suitable norms and behaviours in their work context, social
support from
co-workers reduces uncertainty emanating from an expatriate’s
new circumstances.
Logistical support, on the other hand, could assist adjustment by
making critical
resources available to the expatriate at times of necessity and
thus, meeting the
demands of the new environment. In a study by Guzzo et al.
(1994), expatriates’
66. judgments of sufficiency of employer benefits and their
perceptions of support were
significant predictors of organizational commitment and
intention to leave.
Organization’s social support, defined in terms of the sources
and quality of helping
relationships, acts as a stress buffer and has an indirect effect
on strains such as job
dissatisfaction.
2.2.2.4 Non-work Factors
The present research will also discuss the non-work factors that
influence expatriate
adjustment from two aspects: expatriate’s family’s adjustment
and host culture
novelty.
(a) Expatriate’s family’s adjustment
Poor cross-cultural adjustment of a spouse is likely to inhibit an
expatriate’s
adjustment. In Tung’s (1982) survey of American MNC
executives, she found that
these executives believed that a spouse’s inability to adjust to
the foreign host
culture was the number one reason for expatriate failures. Tung
(1982) further
claims that an expatriate’s family’s inability to adjust is the
biggest reason for the
expatriate’s inability to make the transition. Black (1988)
contends that the expa-
triate’s family’s ability to adjust to the new culture/country has
a significant impact
on the expatriate’s transition at work and adjustment. Black and
Stephens (1989)
67. investigated a large sample of American expatriates on
assignment in several dif-
ferent countries and their spouses. They found positive and
significant relationships
between expatriates and spouse cross-cultural adjustment. In a
recent study by
Black and Stephens (1989), family situation was rated by
expatriates as the most
important contributor to successful international assignments.
Bhaskar-Shrinivas
24 2 Expatriate Adjustment and Expatriate Learning
et al.’s (2005) meta-analyses using data from 8474 expatriates
in 66 studies pro-
vided support for the idea that there is a strong correlation
between spouse and
expatriate adjustment.
(b) Culture novelty
There is a wealth of evidence that cultural differences can act as
important barriers
for business expatriates. As we discussed in Sect. 2.1.3
(‘cultural differences
between nations’), Chinese culture is highly contrasted with
western (American and
Western Europe) cultures. Western expatriate managers
experience high culture
novelty when they work in China. Mendenhall and Oddou
(1985) refer to culture
novelty as culture toughness and suggest that some countries,
like China, seem to
be more difficult to adapt to than others. They claim that the
68. greater the difference
between the cultures of the host country compared to the home
country, i.e. high
culture novelty, the more difficult would be the expatriate
adjustment. Torbiorn
(1988) noted that culture novelty has its largest impact on
expatriates during the
first two years of their assignments. After that, the impact of
culture novelty
diminishes somewhat. Some authors such as Pires and Stanton
(2005) question the
efficacy of culture immersion strategies. They contend that
cultural values and
norms in the individual typically are not changed by simply
living in, or learning
the language of another culture.
According to Selmer’s (2002) study of 36 UK-based companies,
he found that
respondents from similar cultures (e.g., USA) were as likely to
report adjustment
problems as expatriates assigned to more dissimilar cultures
like China. He con-
cluded that the degree of cultural novelty of the country does
not seem to have any
correlation with the outcome of the international assignment.
Based on in-depth
interviews of ethnic Hong Kong Chinese business managers
assigned to China,
Selmer and Shiu (1999) found that the perceived cultural
closeness seemed to build
up expectations of easy and quick adjustment, which could, if it
was not accom-
plished, result in frustration and withdrawal. Furthermore,
comparing the adjust-
ment of western and overseas Chinese business expatriates in
69. China, Selmer (2002)
found that although the westerners perceived a higher degree of
culture novelty than
the overseas Chinese, they were better adjusted in work
environment. More
recently, Selmer (2006) examined 165 western business
expatriates assigned by
western firms to China to find out whether the culture novelty is
a relevant factor in
assessing the adjustment of business expatriates. Their results
showed that there
was no significant relationship between culture novelty and
expatriate adjustment.
A possible explanation for this is that an expatriate from a very
different culture,
may be tolerated and given the benefit of the doubt going
through the process of
trying to adjust to a new culture. An expatriate from a similar or
presumed identical
culture, on the other hand, could be treated with less patience
and given less latitude
for culturally deviant behaviours (Selmer 2006). Expatriates,
overlooking any
possible cultural differences that may exist in foreign locations
with a similar
culture, exhibiting even minor inappropriate behaviours, will
most probably be
unfavourably assessed. Hung (1994) argues that in China, Hong
Kong Chinese may
2.2 Expatriate Adjustment 25
be judged by different standards and more harshly than a
70. westerner for any mistake
made because he/she is presumably knowledgeable about
Chinese etiquette and
manners and would be expected to fully understand the
appropriate social protocol
and behave accordingly.
2.2.3 Adjustment of Expatriates in China
Since the introduction of the ‘Open Door’ policy in the late
1970s, China has
undergone enormous social and economic transformations. In
1979, when China
opened up for foreign investment, foreign businesses started to
move into claim a
share of the country’s vast markets. China continues to attract
more foreign direct
investment than any other developing country. However, many
parts of the Chinese
mainland still have the character of a developing country. China
has enjoyed an
average annual growth rate of 9 per cent since 1980, partly
because of a huge inflow
of foreign direct investment (FDI). The country’s entry into the
World Trade
Organization has accentuated its importance as a current and
potential market for
Western and other international business firms. China has
emerged as the world’s
most desirable market (Selmer 2006).
Selmer (2006) indicate that wholly owned subsidiaries in
mainland China per-
form better if the companies have subsidiaries elsewhere in
Greater China. The area
‘Greater China’ encompasses mainland China, Hong Kong,
71. Singapore, and Taiwan
(Selmer 2006). In doing so, business firms may accumulate
substantial benefits in
terms of enhanced experience of their expatriate staff that may
facilitate their
eventual entry into mainland China. Selmer (2006) examined
the comparative
adjustment of expatriates in Greater China and their empirical
findings suggest that
adjustment of business expatriates is better elsewhere in Greater
China than in
mainland China. He further proposed an expansion strategy for
the international-
ization of an organization that using other Greater China
locations, like Singapore
or Hong Kong, as a stepping-stone and source of experience in
the ultimate quest to
enter mainland China.
Obviously, interpersonal interactions are relatively difficult in
China in the
absence of a common language. The official language of China
is Mandarin, but,
beside that, local dialects are spoken in different regions.
Business expatriates in
China tend to see language differences as a fundamental
obstacle to interaction
adjustment. The language barrier is substantial, despite the fact
that the level of
English proficiency is generally rising in China. Accordingly,
there is reason to
believe that western expatriate managers in China have a lower
degree of inter-
action adjustment than their general adjustment. Many western
business expatriates
found their assignment in China frustrating (Selmer 2006).
72. General adjustment for
western expatriates in Beijing and Shanghai, China should be
relatively easy. Both
Beijing and Shanghai are highly dynamic cities with a good
provision of modern
conveniences. Living conditions in general are good, with ample
supply of Western
and Asian food, excellent shopping, good housing conditions,
good health care
26 2 Expatriate Adjustment and Expatriate Learning
facilities as well as modern entertainment facilities and
opportunities. With regard
to anticipatory adjustment, it has been argued that previous
international experience
may be an important source from which accurate expectations
can be formed
(Church 1982) and that ‘several previous international
adjustment experiences
would provide more information from which uncertainties could
be reduced and
accurate expectation formed’ (Black et al. 1991, p. 306).
Empirical evidence has
also shown that prior international experience facilitates an
individual’s ability to
function and work effectively (Takeuchi et al. 2005; Selmer
2002) and the more
contact assignees have had with the host culture, the greater
their cross-cultural
adjustment. This leads to the present research’s first hypothesis:
Hypothesis 1 Duration of managers’ international experiences in
the host culture
73. will positively influence their adjustment to the current
international assignment.
2.3 Experiential Learning Theory
Experiential learning theory (ELT) is a learning theory that is
characterized by six
basic propositions (Kolb 1984).
1. Learning is best conceived as a process, not in terms of
outcomes (p. 26).
2. Learning is a continuous process grounded in experience (p.
27).
3. The process of learning requires the resolution of conflicts
between dialectically
opposed modes of adaptation to the world (p. 29).
4. Learning is a holistic process of adaptation to the world (p.
31).
5. Learning involves transactions between the person and the
environment (p. 34).
6. Learning is the process of creating knowledge (p. 36).
Despite the wide acceptance of Kolb’s experiential learning
theory, there are
salient issues concerning the structure and validity of its use.
Kolb’s theory has
been criticized for logical inconsistencies in theory construction
and for the psy-
chometric properties of the learning style inventory. In the
1970s, critical analysis
began to emerge regarding the theoretical limitations of Kolb’s
theory. Critics
mainly questioned the psychometric properties of its measure.
In response to these
criticisms, Kolb redesigned the inventory in 1986 (Mainemelis
74. et al. 2002).
Research results indicated that the updated versions largely
addressed earlier con-
cerns related to measurement validity (Mainemelis et al. 2002).
However,
researchers still pointed out several issues concerning data
validity and ipsative
measurement of the revised model of the learning style
inventory. Reynolds (1997)
claim that Kolb’s experiential learning theory is in
decontextualizing learning the
concept of style which may provide a discriminatory basis for
dealing with dif-
ference in gender or race. DeCiantis and Kirton (1996) argue
that Kolb’s theory
conflated three unrelated elements (cognitive style, cognitive
level and cognitive
process) and attempted to measure all three using a single
instrument. They further
contend that the experiential learning model is unrelated to style
but rather is a
2.2 Expatriate Adjustment 27
‘map’ of the learning process (DeCiantis and Kirton 1996). De
vita (2001) claims
that the cognitive nature of Kolb’s theory over-emphasizes the
role of the individual
and dedecontextualizes the learning process. Kolb (1999)
responded to this critique
by saying that this critique has been more focused on the theory
than the instrument
examining the underlying assumptions of the experiential
learning theory; however,
75. if the role of the learner is disproportionate to the process,
results from the measure
instrument would not have consistency and validity. Kolb’s
experiential learning
theory emphasizes the central role of the experiences and the
individual. Since the
experiential learning theory (ELT)’s first statement in 1971
(Kolb 1971, cited in
Kolb 1986), there have been many studies using ELT to advance
the theory and
practice of experiential learning. The July 2005 update of the
Experiential Learning
Theory Bibliography (Kolb and Kolb 2005) includes 1876
studies. Because
Experiential Learning Theory is a holistic theory of learning
that identifies learning
style differences among different academic specialties, it is not
surprising to see that
ELT research is highly interdisciplinary, addressing learning
and educational issues
in many areas. An analysis of the 1004 entries in the 1999 ELT
bibliography (Kolb
et al. 2001) shows that 207 studies in management, 430 in
education, 104 in
information science, 101 in psychology, 72 in medicine, 63 in
nursing, 22 in
accounting, and 5 in law. About 55 % of this research has
appeared in refereed
journal articles, 20 % in doctoral dissertations, and 10 % in
books and book
chapters.
2.3.1 Experiential Learning Process and Cycle
Kolb (1984) defines learning as ‘the process whereby
knowledge is created through
76. the transformation of experiences’. According to ELT, learning
requires people to
resolve a dialectic confrontation both when they grasp
experience and when they
transform experience. The learning processes lie in the bases of
four adaptive
learning modes that create the experiential learning cycle
(Mainemelis et al. 2002).
These four adaptive learning modes are concrete experience,
reflective observation,
abstract conceptualization, and active experimentation
respectively. Zull (2002)
supported ELT’s learning cycle from a biological perspective of
human brain
mechanisms, based on the examination of left-brain functions
that correspond to the
four adaptive learning modes.
2.3.2 Learning Style
According to ELT, an effective learner is required to use each
of the four funda-
mental learning abilities at the base of these four adaptive
modes (Kolb 1984).
Kolb’s learning style that he proposed in his Experiential
Learning Theory (1984) is
influential in explaining aspects of individual differences in
modes of adaptation
28 2 Expatriate Adjustment and Expatriate Learning
and adjustment in learning. Yamazaki (2005) illustrates that
learning styles refer to
cognitive, affective, and physiological behaviours that perform
77. as relatively stable
indicators of how people perceive, interplay with, and respond
to their outside
environment in learning situations. In Kolb’s learning model,
concrete experience
(CE) abilities call for being involved in experiences and dealing
with immediate
human situations in a subjective manner; in contrast, abstract
conceptualization
(AC) abilities require using logic, ideas, and concepts.
Reflective observation
(RO) abilities require understanding the meaning of thoughts
and situations by
carefully watching and listening; in contrast, active
experimentation (AE) abilities
demand actively influencing people and changing situations.
A combination of two learning abilities constitutes an
associated learning style
(Kolb 1984; Kolb and Fry 1975). Learning style denotes an
individual’s general
preference for using two sets of learning abilities over other
two. The diverging
learning style specializes in the two modes CE (feeling) and RO
(reflecting), while
the converging learning style specializes in AC (thinking) and
AE (acting). The
assimilating learning style specializes in AC and RO, whereas
the accommodating
learning style specializes in CE and AE. It should be noted that
the names quoted to
these learning styles were originally diverger, converger,
assimilator, and accom-
modator. To emphasize the dynamic nature of learning style, the
latest version of
the learning style inventory has changed the style names from
78. diverger to diverging,
from converger to converging, from assimilator to assimilating,
and from accom-
modator to accommodating accordingly (Kolb and Kolb 2005).
Individuals with diverging learning styles are best at viewing
concrete situations
from many different points of view (Kolb 1984). The style is
labelled ‘diverging’
because a person with it performs better in situations that call
for generation of ideas,
such as a ‘brainstorming’ session. People with diverging
learning styles have broad
cultural interests and like to gather information. They are
interested in people and tend
to be imaginative and emotional. On the other hand, an
individual with a converging
learning style is best at finding practical uses for ideas and
theories (Kolb 1984). They
have the ability to solve problems and make decisions based on
finding solutions to
questions or problems. People with converging learning styles
prefer to deal with
technical tasks and problems rather than with social and
interpersonal issues.
Individuals with assimilating learning styles are best at
understanding a wide
range of information and putting it into concise, logical form
(Kolb 1984). People
with assimilating learning styles are less focused on people and
more interested in
ideas and abstract concepts. An individual with an
accommodating learning style is
best at doing things, carrying out plans and tasks, and getting
involved in new
79. experiences. They prefer to solve problems in a trial-and-error
manner, relying on
their own intuition or other people for information, rather than
their own analytic
ability. People with accommodating learning styles are inclined
to learn from pri-
marily “hands-on” experience. Accommodating learning style is
important for
effectiveness in action-oriented careers where one must adapt
oneself to changing
circumstances (Armstrong and Mahmud 2008). People with
accommodating
learning styles tend to pursue careers in organizations and
businesses where they
can bring to bear their competencies in acting skills:
Leadership, Initiative, and
2.3 Experiential Learning Theory 29
Action (Kolb et al. 2001). Diverging, assimilating, converging,
and accommodating
learning styles are the four fundamental learning styles in
experiential learning
theory. Figure 2.3 describes Kolb’s experiential learning style
model.
Recent theoretical and empirical work shows that the original
four learning
styles can be expanded to nine distinct styles (Kolb and Kolb
2005). Learning styles
appear as an individual’s preference for a particular region of
the learning space that
enables us to discriminate the individual preference in more
detail. Kolb (1984)
80. identified four additional learning styles, which they identified
as Northerner,
Easterner, Southerner, and Westerner. Kolb and Kolb (2005)
describe and develop
these styles in more detail based on Hunt’s analysis, which
emphasizes the impact
of the style’s weakest learning mode on the learner’s learning
process.
The Northerner specializes in CE while balancing AE and RO,
in which feeling
serves as an integrative link between acting and reflecting
dialectic modes. People
with northern learning styles learn by involving themselves in
new and challenging
situations while being comfortable in the outer world of action
and the inner world
of reflection. The Easterner specializes in RO while balancing
CE and AC, in which
reflection and observation serve as an integrative link between
feeling and thinking
dialectic modes. People with eastern learning styles learn by
deep reflection as well
as the ability to be both feeling oriented and conceptual. The
Southerner specializes
in AC while balancing AE and RO, in which thinking serves as
an integrative link
between acting and reflecting dialectic modes. People with
southern learning styles
excel in inductively developing a particular concept or idea and
deductively eval-
uating the validity and practicality of that concept or idea by
testing them in the real
world. The Westerner specializes in AE while balancing CE and
AC, in which
acting serves as an integrative link between feeling and thinking
81. dialectic modes.
People with western learning styles combine the ability of
finding solutions to
questions or problems based on their technical analysis as well
as by relying on
people and immediate concrete situations as sources of
information. The balancing
learning style (Mainemelis et al. 2002) refers to individuals who
position
Fig. 2.3 Kolb’s learning styles
30 2 Expatriate Adjustment and Expatriate Learning
themselves in the central region. People with balancing learning
style integrate CE
and AC and RO and AE. They are equally comfortable in
moving across two
dialectic modes in a balanced manner. Overall, Fig. 2.4
describes Kolb’s
Nine-Region Learning Style Type Grid.
2.3.2.1 Influence of Culture on Learning Style
Among learning theories, Kolb’s experiential learning model
has received special
attention to the examination of cross-cultural activities (Hoppe
1990). In examining
cross-cultural differences in learning styles and other learning
programs, Kolb’s
learning model has been extensively applied in the field of
cross-cultural and
international studies (e.g., Katz 1988; Hoppe 1990; Yuen and
Lee 1994; Jackson
82. 1995; Auyeung and Sands 1996; Fridland 2002; Barmeyer 2004;
Yamazaki and
Kayes 2007, etc.). Learning styles are determined by the
interplay between people
and their environment (Kolb 1984). Kolb (2001) further
explains that such interplay
shapes learning styles at five levels (Kolb et al. 2001):
psychological type, edu-
cational specialization, professional career, current job, and
adaptive competencies.
In addition to these five levels, Yamazaki and Kayes (2004)
indicate that the culture
of the country around people is the sixth level of interplay that
shapes learning
styles. The continuity and development of a certain learning
situation fitted to each
country relates to the way in which learning styles vary among
cultures. Culture as
an environmental characteristic has a great influence on
learning styles. Certain
learning styles within one country tend to developed in learning
environments that
are influenced by its particular culture. Many researchers have
examined the
interplay between the person and the environment at the cultural
level. Hayes and
Allinson (1988) suggest that the culture of a country may be one
of the powerful
NW
Feeling-Acting
Accommodating
N