My response to my professor’s feedback ,2) A response from my feedback, Custom Essay

Dear Writer please I need a good introduction for both responses

Please don’t forget to check the Harvard material
for more guidance on proper referencing and
citations.Remember you must have intext citations
and not only run your references at the bottom.

the topical response most have about 275 words and two reference for each but the quality is matter

1) This is my mate discussion post :

HI and AOA every body;

Following is my WEEK 3 Discussion assignment . Will be looking forward to have discussion on it.

Week 03 Discussion

Doing business in japan is very different than doing business in china, like wise doing business in sates is different than doing in Europe. In Middle East religion is given more importance. To understand the

Islamic culture and Islamic purpose to life and business is very import, otherwise if there is only concept of pour business, then it’s very dry and temporary business. When I was in 12th standard, my teacher

use to tell me a story to know about the humanity. He says, “All humanoid cultures grow in a linear evolution, starting with primeval civilization, slave civilization, subjugation, entrepreneurship, collectivism and

now we are end up with Marxism.”

As Seneca (2007) Said:

“As the soil, however rich it may be, cannot be productive without cultivation, so the mind without culture can never produce good fruit.”

Definition of Cultural Milieu:

Cultural Milieu (2014): It is a usual credence, taxes, rehearses and comport that occurs inside a populace. Worldwide firms commonly contain a scrutiny of both social and cultural environment earlier to enter

their goal arcades.

Shenkar and Luo (2008): Culture not only effect employee’s behavior but also stratagem that companies and business entities service.

Explanation of cultural and international business:

Filippouli, E. (2014): Culture is a multifaceted thought that is essential to lead the international business. It is erudite, pooled, interconnected agreed moralities that muddle followers of an assured humanity.

Irrespective of well-founded dimension, knowledge, or merchandise or amenities, traditional insinuations have an enormous effect on permanency and response to a latest celluloses and fiasco to recognize will

undoubtedly can take to an exodus.

Shenkar and Luo (2008): Culture plays and important role in the international business. Linguistic and conviction frequently generate collaborating and direction dares inside the MNE, but miscellany is also a

cause of power.

Stratagem adopted by a multinational company:

Strategic Management (1999): It divide international strategy into 2 parts. 1) Cosmopolitan strategy and 2) Worldwide Strategy.

Cosmopolitan strategy:

Merchandise modified for separate souk.
Regionalized rheostat, native verdict creating.
Operative once huge modifications occur amid kingdoms.
Benefits: merchandise diversity, resident receptiveness, abated dogmatic jeopardy, curtailed altercation jeopardy.

Worldwide Strategy:

Merchandise is similar in all kingdoms.
Central rheostat, diminutive conclusion production power on the resident flat.
Operative when variances among nations are trivial.
Benefits: price, synchronized events, quicker product expansion.

International business In Dubai (U-A-E)

Dubai is the 7th city of U-A-E. The birth of production was step-up from a desert to a most efficacious business center and tourist terminuses in the world. Dubai has a strong web of almost 20% on tourism

industries. Its substructure consists of seven start hotels, top best malls, historical places, beaches, nice islands, best parks, occasions and expositions. Some of all it organize every year a big festival in which all

different nation are united in one plate form, its known by Dubai shopping festival (DSF). World best horse racing and Golf and tennis championships are held in Dubai. Due to all this attractive popularity

places make Dubai the best ideal tourist place.

There are many cultural Characteristics for example, the UAE is more syndicalist and USA is more maverick. Some of all Dubai has permeable experience working with western countries as well as American

companies, which give them advantage to understand each other for better future business portfolio. The EMAAR is the management partner of Dubai which lead the projects and development plan in the

Dubai. It has the biggest Healthcare city holding different international hospitals in one platform. Dubai is known as the safest palace to travel in Middle East. It has different influence situations, mandate

situations, Associated and subsidiary industries such as Palm Island, 7 start hotels, Burj Khalifa and many more, help to arise the fund for other grand projects in Dubai.

Now a days Dubai is attracting a lot of businesses and stockholders and its economy is open and free. For example, no tolls charged on commercial and individual profit, except of oil and banking firms. The

both USA and UAE exchange rates are steady. Dubai is not popular only in tourists sector but also popular in other industrial level too.

Hofstede Dimensions.

The Hofstede analysis of Dubai is almost the same as of other Arab countries like Egipt, Iraq, Lebanon, Libya, Saudi Arab, and so on, where Muslim faith plays a significant role in the people subsists.

Power Distance (PD)
It emphases on degree of equality, or inequality, among folks in the region civilization. According to analysis the civilizations are more likely to follow a cast system which don’t not allow noteworthy rising

flexibility of its civilian, the power and wealth is permitted to breed inside the civilization.

b. Uncertainty Avoidance (UA)

UAE has low lenience for vagueness and abstruseness. There society are rule-oriented to decrease the vagueness. It does not accept the change at very high risk hostile. Whereas leaders have ultimate power

and ability to buttress their own management and governor.

c. Individualism/ collectivism ( I/C)

UAE has long term member group, which behave as family having long term relationship and all judgment is more frequently taken as one. No remote or separate accomplishment are appreciated in it.

d. Masculinity/ Femininity (M/F)

According to the Hofstede dimension the Masculinity of Dubai is 52 which is somewhat higher than average of 50.2 as compared to other countries. This mean that, females have partial rights because of

religion rather than cultural exemplar.

Conclusion:

The Dubai attracts the expatriates from the international companies and their folks to pander in the world class allures existing in Dubai. Tourism factor don’t include only visitors and vacationers, it also attract

the people to visit Dubai for business and employment determination.

The David Debry (2007) Said “Internationalization is like creating a round-toed shoe that t fits people with all types of feet. It is not as comfortable as a perfectly fitted shoe and doesn’t fit snugly, but can be

worn by many people”

References:

Cindyking.biz, Seneca (2007). Culture Quotes – Cindy King’s International Business Blog. [online] Available at: http://cindyking.biz/resources/useful-resources/culture-quotes/ [Accessed 30 May. 2014].
Mbaskool.com, (2014). Cultural Environment | Definition and Concept | Marketing | MBA Skool-Study.Learn.Share. [online] Available at: http://www.mbaskool.com/business-concepts/marketing-and-

strategy-terms/1802-cultural-environment.html [Accessed 30 May. 2014].
Shenkar, O. and Luo, Y. (2008). Age of Globalization (chapter 5,6 & 7). International business. 1st ed. Thousand Oaks, Calif. Sage Publications.
Filippouli, E. (2014). Cultural Understanding and Global Thinking in Business. [online] The Huffington Post. Available at: http://www.huffingtonpost.com/elizabeth-filippouli/cultural-understanding-and-global-

thinking_b_4913212.html [Accessed 30 May. 2014].
Quickmba.com, Strategic Management (1999). Global Strategy. [online] Available at: http://www.quickmba.com/strategy/global/ [Accessed 30 May. 2014].
Wikipedia, (2014). History of Dubai. [online] Available at: http://en.wikipedia.org/wiki/History_of_Dubai [Accessed 30 May. 2014].
Wikipedia, (2014). Emaar Properties. [online] Available at: http://en.wikipedia.org/wiki/Emaar_Properties#ArabianRanches [Accessed 30 May. 2014].
Cyborlink.com, (2014). United Arab Emirates Business Etiquette, Vital Manners, Cross Cultural Communication, and Geert Hofstede Analysis. [online] Available at: http://www.cyborlink.com/besite/uae.htm

[Accessed 30 May. 2014].
Cindyking.biz, David Debry (2007). Culture Quotes – Cindy King’s International Business Blog. [online] Available at: http://cindyking.biz/resources/useful-resources/culture-quotes/ [Accessed 30 May. 2014].

THIS IS MY RESPONSE TO HIM :

Hello dear ,
I have read your post and would like to express my opinion in regards to it. I like the way you argue that cultures often grow very differently in relation to linear evolution, and each culture starts with primeval

civilization, subjugation and collectivism. I totally agree with Seneca’ statement that however rich the soil might be it needs cultivation in order to be productive. This is the same case with the mind without

culture it can never produce good fruit . The view on Dubai is important and imperative and it is considered to be a step-up from a desert into a world renonwed busines center.
In my opinion you are right when you argues that Dubai has a very strong web when it comes to tourism industries, and being seen as the best place to shop (Shenkar & Luo, 2008). Culturally, Dubai can be

said to be more syndicalist, the country has a permeable business working experience with Western countries and consequently if is better plase to create a future business portfolio. However, I disagree with

you when you state that the Hofstede’s analysis of Dubai is the same as other Arab countries like Egypt, Saudi Arabia, and Lebanon (Mbaskool.com, 2014). This is because despite Muslim faith playing a

significant role in the people subsists; there is a difference in equality, and ease of business in Dubai. Further, it is able to attract a lot of expatriates from international companies as compared to other Islamic

states.
Best,
Hani
References
Mbaskool.com, (2014). Cultural Environment | Definition and Concept | Marketing | MBA Skool-Study.Learn.Share. [online] Available at: http://www.mbaskool.com/business-concepts/marketing-and-

strategy-terms/1802-cultural-environment.html [Accessed 31 May. 2014].
Shenkar, O. and Luo, Y. (2008). Age of Globalization (chapter 5,6 & 7). International business. 1st ed. Thousand Oaks, Calif. Sage Publications.

THIS IS MY PROFESSOR REPLID TO ME :

Dear Hani
What an interesting note you have put forward:
“However, I disagree with you when you state that the Hofstede’s analysis of Dubai is the same as other Arab countries like Egypt, Saudi Arabia, and Lebanon (Mbaskool.com, 2014). This is because despite

Muslim faith playing a significant role in the people subsists; there is a difference in equality, and ease of business in Dubai. Further, it is able to attract a lot of expatriates from international companies as

compared to other Islamic states”
Any other factor that might be also true when Hani disagreed?
Do you think location is an adavnatgae?
Do you think people’s perception about business is different than other ME countries?
Is it the difference in value system under same religious domain?

HERE I NEED response to my professor’s feedback , Please I need a good introduction AND ANSWERING TO HIS QUESTIONS .

2) THIS IS MY DISCUSSION ASSIGNMENT :

The current wave of globalization offers wider global markets for businesses as well as opportunities to disperse operations close to sources of raw materials and cheap labor. It offers an incentive to businesses

to expand to foreign markets where they often encounter challenges in their attempts to fit in new and different environments (Rajasekar & Renand, 2013, p. 144). The challenges emanate from the fact that

different nations have different laws and regulations to govern business, cultures that influence product preferences, as well as approach towards work. According to Katou et al. (2010, p. 729), culture

influences various strategies including the HRM strategy and components such as compensation, performance evaluation and communication choices. In this DQ, I discuss the cultural environment in Oman and

how this culture necessitates a network-based strategy as the ideal strategy that multinational companies can adopt to be successful in Oman.

Culture refers to a way of life as passed down through successive generations. Culture entails the totality of life and covers belief systems, customs, mannerisms, practices, behaviors, religion and attitudes

common to a given population (Katou et al., 2010, p. 731). It is vital that multinational companies undertake a cultural analysis prior to entering potential foreign markets. I live in Muscat, the capital city of the

Sultanate of Oman and work in the Optical business. I am charged with the management of four stores located in different locations within Muscat.

The Omani culture has deep roots in the Arabic culture and is also influenced by the Islamic religion. Islam is the major religion with significant subdivisions between the three major sects namely Ibadhi, Sunni

and Shia Muslims. The Muscat region and the wider Oman are known to be tolerant to other religions whose faithful are free to worship in churches and temples. Family structures in Oman are very cohesive

and these influence personal values and choices (Busaidy & Borthwick, 2012, p. 155) With regard to food, fish, goat and chicken are the major accompaniment to flavored rice dishes and make the Omani

cuisine. The use of frankincense is also common in Oman; hence expatriates should be tolerant to these cultural components.
In my opinion, the best strategy to ensure success in Oman is the network-based strategy where the company engages all stakeholders in Oman. According to Busaidy & Borthwick (2012, p. 156) Arab

cultures are best described as collective in opposition to the democratic, individualistic western cultures. As a manager in the optical business, I have observed that while western values emphasize democracy

and participative decision making, employees in Oman view an authoritative leader as capable. On the other side, they see participative leadership as one that is weak and cannot give guidance.

I believe that international businesses are likely to be more successful if they form alliances with local enterprises as opposed to standing alone as foreign entities. According to Peng, Wang & Jiang (2008, p.

927), informal institutions including cultural norms and beliefs govern interpersonal relationships and therefore, not only drive firm strategy but performance as well. In Oman, businesses should form alliances

with local players under the network-based strategy. An example of such is the strategic alliance between Commercial Bank International (CBI) and Oman Insurance Company forged in 2013. CBI did start a

subsidiary to forge a head-on competition with Oman Insurance but used an alliance to venture the Omani market. Through the alliance, CBI offers Banc assurance products while Oman Insurance Company

best understands the market needs and is poised to develop customer centric products. This strategy helps the international company to utilize the local companies which best understand the cultural dynamics

of Omani consumers.

References

Busaidy, N.S.M.A., & Borthwick, A. (2012). Occupational therapy in Oman: The impact of cultural dissonance. Occupational Therapy International 19(3): 154-164.

Katou, A.A., Budhwar, P.S., Woldu, H., & Al-Hamadi, A.B. (2010). Influence of ethical beliefs, national culture and institutions on preferences for HRM in Oman. Personnel Review 39(6): 728-745.

Peng, M.W., Wang, D.Y.L., & Jiang, Y. (2008). An institution-based view of international business strategy: a focus on emerging economies. Journal of International Business Studies 39: 920-936.

Rajasekar, J., & Renand, F. (2013). Culture Shock in a Global World: Factors Affecting Culture Shock Experienced by Expatriates in Oman and Omani Expatriates Abroad. International Journal of Business

and Management 8(13): 144-160.

THIS IS MY MATE REPLAYED TO ME :

Hello Hani,

As a resident in Oman, I can share with you all the Omani culture practices and nature that you have identified. Alliances are important strategies for foreign firms to operate in Oman due to the cultural

differences in conducting business and to other important factors such as the government law of Omanization and sponsorship obligation (every foreign firm has to have a Omani partner).

One major factor has to be mentioned is the Omanis have low mastery which is related to the competition level and aggressively in taking risks, leading to taking more time in approving any project or business,

to make sure that all risks are studied and ruled out or else the project or business will not see any approval by the government.

I believe this is one of the most important business culture behaviors in Oman is it is the reason why Oman’s economy is seeing slow growth and slow foreign investments, not like Dubai and Saudi Arabia.

Best,

HERE I NEED response to my mate , Please I need a good introduction AND ANSWERING TO HIS QUESTIONS .