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Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
1. Global mindset is an openness to diversity and an ability to synthesize across
diversity.
32. Creates a willingness to deal with complexity and is enhanced by experiences in
different cultures.
II. Map-Bridge-Integrate model can help manage across cultures and develop a global mindset
in that it helps synthesize across cultures
A. Mapping is identifying the cultural differences and understanding them.
Bridging is communicating across these differences and building awareness of shared values.
Integrating is managing the differences
LO 3-6
Discuss cautions for using cultural frameworks in business
• Cultural Paradoxes
• Rules of thumb
Key Terms:
XIX.
ultural paradox
3.6 Discuss cautions for using cultural frameworks in business.
III. Going Forward: Cultural Paradoxes
A. As your tacit knowledge of culture builds, you’ll encounter paradoxes or times when your
expectations, based on the frameworks, are contradicted by experience.
1. US culture individualistic, yet U.S. has world’s highest rate of charitable giving.
33. People in Costa Rica, a high context culture, prefer automated tellers to real/people
tellers.
34. Japanese have low tolerance for ambiguity, while the U.S. has high tolerance for it.
Yet U.S. contracts are specific, while Japanese contracts are vague.
35. Awareness of paradoxes suggests that you are building your knowledge of cultures.
They are complex systems, and our knowledge of them lags reality.
IV. Frameworks are only an aid. They are at best sophisticated stereotypes.Rules of Thumb for
history, folklore, some of language, read local papers, etc.
Slow down. Low Context people may be seen as hurried, unfriendly, arrogant, and untrustworthy
in High Context markets.
Establish trust. U.S. business-style relationships may get you nowhere.
Understand the importance of language.
Respect the culture. You are a guest. You are the foreigner. Manners matter.
Understand the components of culture, surface and deep. Look below the surface.
Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
CONNECT TOOLS FOR CLASS PREPARATION
SmartBook
What is SmartBook?
SmartBook is a digital version of your course textbook. It contains the same content within the
ensures they are coming to class prepared.
• Proven to help students get a better grade. Studies show SmartBook technology can help
increase grades by a full letter.
• Save time. Study smarter. SmartBook makes sure students focus on the things you don’t
know so they can prioritize your study time wisely.
or finals. Know how well you understand the material now.
How to assign SmartBook to ensure students come to class prepared?
• On the Connect course homepage click “add assignment” > LearnSmart > Select the
chapter
• Decide what content you’d like your students to study, and how much time you’d like
students to spend on their work. Start by narrowing down the content prior adjusting the
slider bar. – Many instructors find it useful to limit the assignment to a maximum of 45
minutes.
• Assign points to the assignment. Instructors have found that if they give the
LearnSmart/SmartBook assignment a minimum of 10% of the course grade that students
are more likely to complete the assignment.
• The entire LearnSmart/SmartBook module is available to your student at all times,
however, assigning it will prompt students to try it. You are required to select a due date
for this assignment, however, this will not prevent the student from access to the tool; it
is designed to show you that the student has taken the LearnSmart/SmartBook
Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
13 Instructor’s Manual – Module 3 | Geringer, McNett, Minor, Ball © 2016 by McGraw-Hill Education.
This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. Thi s
document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
• Students may, and are encouraged, to continue to use LearnSmart/SmartBook
throughout the semester. After the assignment due date, they can continue to access
this tool. Continued use of LearnSmart will not affect their LearnSmart/SmartBook
assignment results in the Connect reports, but has shown to improve test scores by as
much as a full letter grade.
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Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
ENGAGEMENT & APPLICATION (FACE TO FACE & ONLINE & HYBRID)
BOXED TEXT DISCUSSION QUESTIONS WITH SUGGESTE DANSWERS
IB IN PRACTICE: Cultural Issues Engulf BP
British Petroleum’s Deepwater Horizon Oil Rig exploded on April 20, 2010 in the Gulf of Mexico, killing
11, injuring many, and allowing oil to gush from the wellhead for three months. This was the largest oil
spill recorded to date, with a release of 4.9 million barrels of oil. The clean up was well organized and
massive, with 1,074 miles of coastline contaminated. Many of the problems BP encountered may be
explained as a result of poor understanding of cultural differences between the UK and U.S.
Online and Hybrid: Assign questions to be prepared in virtual teams and submitted as a team
assignment
Face-to-Face: Students develop responses to the questions in class in teams/groups
1. Do you think the U. S. public’s response to the disaster would have been different had the
company been more localized, for example, with a U.S. PR firm and U.S. executives?
2. Do you think that BP should have had someone like Dudley in charge of the response from the
3. What role may our common use of English have played in BP’s decisions to have CEO Hayward
manage the public aspect of the recovery?
That Hayward’s language was English may have given him a false sense that he understood what
Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
GLOBAL DEBATE: When in Rome, Should You “Do as the Romans Do”. . . and Feel
Comfortable About It?
The global debate issue here is to what degree you follow local practices when these practices may
violate cultural or moral values of your home culture. Should a Saudi woman studying in the U.S.
localize and not cover her hair? Should an American in Amsterdam feel comfortable following local drug
laws? In business, do you follow local approaches to tax law in Italy or report taxable income as you
would in your home country? Do you avoid hiring women and transferring home country women to
Saudi Arabia, where the sexes do not work publically together?
Online and Hybrid: Virtual teams work out guidelines on when to adapt and when to resist adaptation.
1. Are all actions that conform to local customs morally defensible?
The answer to this question will vary, and it is intended to help people think through the issue. For
2. If the competitive environment includes legally marginal activities, and you can distance
yourself from those activities, should you follow them in order to compete successfully?
3. Recommend an approach to resolving ethical issues in the international arena.
GET THAT JOB! FROM BACKPACK TO BRIEFCASE
Mallory Wedeking: Attitude is Everything!
Mallory Wedeking describes her beginning international experience, the challenges she faced, and how
she overcame them.
Online and Hybrid: Virtual teams evaluate Wedeking’s advice for their own career development. Share
conclusions with class, either online or in face-to-face setting.
Face-to-Face: Students evaluate their own career strategy in light of Wedeking’s advice.
1. What does Mallory mean, “Attitude is everything!”?
Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
She means that how you deal with mistakes constitutes your attitude toward your new environment.
See your mistakes as a chance to learn rather than as major failures That is what matters most. People
can sense your sincerity and authenticity, regardless of your mistakes.
2. Would you consider taking her advice and beginning with an international internship or
volunteer position?
1. Drawing on Hall’s high and low context, describe some of the communication issues that
might well arise when an Arab manager in a global company who has spent his career in the Middle
East is sent on temporary assignment to Germany for a year to integrate there a process developed in
2. Your company has a policy of no gift giving or accepting. You are representing the company in
negotiations in China for design of a multiphased manufacturing facility. Discuss the role of gift giving
3. You are a Mexican who has just accepted a short-term assignment in Ireland. What are
some of the expectations you may have about Irish behavior, drawing on Hofstede’s cultural
dimensions?
The first challenge is to get the data correct. Ireland is PD 28, UA 35, I 70, M 68, P 24, I/R 65.
Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
might seem self-concerned, self-obsessed, not caring about the group to the Mexican. I/R
4. If you had the choice of sending either a U.S. or Mexican businessperson to Japan for a
three-year assignment, and both were equally qualified, why might sending the Mexican offer
5. How could Trompenaars’s universalism-particularism dimension be helpful in sorting out
confusion in the international division over ethical behavior?
6. Give a short description of an example of Trompenaars’s achievement-ascription dimension.
7. If you were advising a French colleague on her first work assignment to your home culture,
8. Choose a nationality of foreign worker that is found in your home environment and suggest
what culture-related difficulties such a worker may experience in your culture. Answers will vary, but
9. How do you evaluate your own global mindset levels?
MINICASE: Who Will Staff Up the China Operations?
Instructor Guide to Module 3
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 3
18 Instructor’s Manual – Module 3 | Geringer, McNett, Minor, Ball © 2016 by McGraw-Hill Education.
This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. Thi s
document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
best for the company. This assignment gives students an opportunity to apply the culture frameworks in
the selection process as well as to think about what is best for the firm, long and short term.
1. Drawing on the cultural dimensions that we have reviewed, along with your business
knowledge, whom would you recommend for the position?
Each of the candidates brings advantages to this position. In terms of culture experience, Tom is
2. What would be your reasoning for this choice?
This question addresses which of the factors would be most significant in making the assignment.
3. Whom would you suggest for a backup candidate, if the first selection declined the position?
Again, reasoning rather than a specific answer is the key here.
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