BUS-FP4016 Capella Win’19 Assignment Global Market Variables Hello Again!Everything needed is attached. If you need any additional info please reach out. I

BUS-FP4016 Capella Win’19 Assignment Global Market Variables Hello Again!Everything needed is attached. If you need any additional info please reach out. I am also attaching the rubric. Use the distinguished column to give all the info the instructor is requesting. Thank you! 2/10/2019
Assessment 1 – BUS-FP4016 – Winter 2019 – Section 01
Assessment 1
Global Market Variables
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Attempt 3
Overview
Write a 250–500-word analysis of the feasibility and effectiveness of outsourcing legal services to another
country.
Many business processes and services can be outsourced to other countries. The success of such ventures
depends upon the ability of business managers to evaluate the feasibility and effectiveness of outsourcing any
particular processes or services.
By successfully completing this assessment, you will demonstrate your proficiency in the following course
competencies and assessment criteria:
Competency 1: Analyze cultural communications that affect international business.
Evaluate the practice of outsourcing in terms of cross-cultural communication.
Competency 2: Evaluate patterns of global organizational structure and hierarchies.
Determine the driving force behind outsourcing business processes and services.
Identify business processes and services that are good candidates for outsourcing.
Competency 3: Analyze the role of international business culture in the negotiation process.
Determine the feasibility of outsourcing in terms of cross-cultural organizational structures and
hierarchies.
Identify the most significant issues business managers should consider when determining whether
to outsource business processes and services.
Competency Map
Use this online tool to track your performance and
progress through your course.
CHECK YOUR
PROGRESS
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Context
During the latter part of the 20th century and continuing into the 21st century, one of the dominant themes in
business has been globalization. Advances in technology are undoubtedly a significant factor in enabling
globalization, such as the ability for business managers around the world to communicate instantly and
effectively using voice, text, and even video. The Internet and associated software and hardware have also had a
dramatic impact on that, allowing documents, databases, and a wide range of information to be shared without
concern for time or geographic boundaries. Capella courses are prominent examples of that, with faculty,
learners, and staff all involved in providing an efficient and effective learning environment spanning many
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Assessment 1 – BUS-FP4016 – Winter 2019 – Section 01
countries. The manufacturing sector is another prominent example of globalization, such as the manufacturing
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and assembly operations of automobile manufacturers
spanning
international
boundaries.
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Certainly some would say globalization has provided many benefits to businesses and people interested in
obtaining associated products and services. But at the same time, globalization has created significant
controversies and challenges. For example, governments throughout the world are now finding it difficult to
define and interpret the modern business world as related to historical “made in X” (X being some country)
guidelines or laws. At the very least, such definitions are often lengthy and complex these days.
One of the most intriguing (and likely challenging) issues facing business at present is the topic of cross-cultural
differences related to globalization. What’s considered perfectly acceptable in one country might be considered
inappropriate or even illegal in a different country. And at a more subtle level, topics such as how managerial
decisions are discussed, negotiated, and approved within an international business environment can have
significant cultural dimensions. Some countries have a highly participative culture, where a fairly large group of
managers will be involved in considering some issue. Others might have a more centralized decision-making
culture, whereby the senior manager involved has the responsibility for making relevant decisions.
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Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a
fellow learner, a work associate, an interested friend, or a member of the business community.
Using your own international business experience, reflect on the following:
What challenges might manager faces if they are unable to speak the language of a country in which they
are involved?
What attributes do you believe successful global managers should possess?
Resources
Suggested Resources
The following optional resources are provided to support you in completing the assessment or to provide a
helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left
navigation menu of your courseroom.
Library Resources
The following e-books or articles from the Capella University Library are linked directly in this course:
Adekola, A., & Sergi, B. S. (2007). Global business management: A cross-cultural perspective. Abingdon,
Oxon, GBR: Ashgate Publishing Group.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to
refer to the resources in the BUS-FP4016 – Global Business Relationships Library Guide to help direct your
research.
Internet Resources
Access the following resources by clicking the links provided. Please note that URLs change frequently.
Permissions for the following links have been either granted or deemed appropriate for educational use at the
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time of course publication.
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Michigan State University. (2009). GlobalEDGE: Global resource directory. Retrieved from
http://globaledge.msu.edu/resourcedesk
Bookstore Resources
The resources listed below are relevant to the topics and assessments in this course and are not required. Unless
noted otherwise, these materials are available for purchase from the Capella University Bookstore. When
searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.
Hill, C. W. L., & Hult, G. T. M. (2018). Global business today (10th ed.). New York, NY: McGraw-Hill.
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Assessment Instructions
Examine the issue of potentially outsourcing legal services to another country. Write an analysis that
addresses the following questions:
What are some of the variables associated with outsourcing legal services? Which major, or key,
variable constitutes the driving force behind this practice?
Do you consider legal services outsourcing a good practice in terms of cross-cultural communication
and cross-cultural organizational structures and hierarchies? Why or why not?
What other business processes or services might be good candidates for outsourcing? Why? How do
these business processes and services compare to legal services in terms of potential outsourcing risks
and benefits?
What are some of the issues business managers should consider as they determine whether to
outsource such services? Which of these issues are more or less important to a successful outcome
than others? Why?
Support your analysis with references from the Capella University Library, globalEDGE, or other Internet
sources.
Additional Requirements
Use the following guidelines when writing your analysis:
Length: 250–500 words.
Writing: Your analysis should be free of grammar and spelling errors, demonstrating strong written
communication skills.
Format and references: Use proper APA-formatted references and in-text citations when identifying
your sources.
Global Market Variables Scoring Guide
Use the scoring guide to enhance your learning.
VIEW SCORING
GUIDE
How to use the scoring guide
SUBMIT ASSESSMENT
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Global Market Variables Scoring Guide
Global Market Variables Scoring Guide
CRITERIA
NONPERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Determine the
driving force behind
outsourcing
business processes
and services.
Does not
identify
variables
associated
with
outsourcing
business
processes and
services.
Identifies variables
associated with outsourcing
business processes and
services, but does not
capture the driving force
behind this practice.
Determines the
driving force
behind
outsourcing
business
processes and
services.
Determines the driving force
behind outsourcing business
processes and services,
based on a clear ranking and
analysis of associated major,
or key, variables in terms of
their importance to the
business.
Evaluate the
practice of
outsourcing in
terms of crosscultural
communication.
Does not
evaluate the
practice of
outsourcing.
Evaluates the practice of
outsourcing, but not in
terms of cross-cultural
communication.
Evaluates the
practice of
outsourcing in
terms of crosscultural
communication.
Evaluates the practice of
outsourcing in terms of crosscultural communication,
based on a balanced
assessment of the pros and
cons.
Determine the
feasibility of
outsourcing in
terms of crosscultural
organizational
structures and
hierarchies.
Does not
determine the
feasibility of
outsourcing.
Determines the feasibility of
outsourcing, but not in
terms of cross-cultural
organizational structures
and hierarchies.
Determines the
feasibility of
outsourcing in
terms of crosscultural
organizational
structures and
hierarchies.
Determines the feasibility of
outsourcing in terms of crosscultural organizational
structures and hierarchies,
based on a balanced
assessment of the pros and
cons.
Identify business
processes and
services that are
good candidates for
outsourcing.
Does not
identify any
business
processes and
services that
are candidates
for
outsourcing.
Identifies business
processes and services,
but they are not good
candidates for outsourcing.
Identifies
business
processes and
services that are
good candidates
for outsourcing.
Identifies business processes
and services that are good
candidates for outsourcing,
based on a balanced
assessment of potential risks
and benefits.
Identify the most
significant issues
business managers
should consider
when determining
whether to
outsource business
processes and
services.
Does not
identify the
most
significant
issues
business
managers
should
consider when
determining
whether to
outsource
services.
Identifies issues business
managers should consider
when determining whether
to outsource business
processes and services,
but some or all of the
issues identified are
unlikely to have a
significant effect on a
successful outcome.
Identifies the
most significant
issues business
managers
should consider
when
determining
whether to
outsource
business
processes and
services.
Identifies the most significant
issues business managers
should consider when
determining whether to
outsource business
processes and services,
based on a clear ranking and
analysis of the issues in
terms of their importance to
the business.
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