Business Question

Imagine you work for one of the following global companies, which has recently merged with a fictitious smaller, domestic company:

• British Petroleum.
• Coca-Cola.
• Ecolab.
• Exxon Mobil.
• Hilton.
• Marriott.
• McDonald’s.
• McKesson.
• Modelo.
• PepsiCo.
• You may choose another company with approval from your instructor.

Note: You will use this same company in all of your assignments in this course.

Instructions

Create two company introductions and develop an 8–10 point checklist in which you:

• Give a succinct overview of the global company.
• Give a succinct overview of the fictitious domestic company your company has merged with.
• Develop an 8-10 point checklist of steps you would take to unify company culture.
• Explain your rationale for choosing each of the steps in your checklist.

This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the

Library site

for all support. Check with your professor for any additional instructions.

The specific course learning outcome associated with this assignment is:

• Create a checklist outlining the steps to unify company culture for a given organization.

Week 3 Assignment – Unifying Company Culture

Give a succinct overview of the global company.

Give a succinct overview of the fictitious domestic company your company has merged with.

/ 22 pts

Develop an 8–10 point checklist of steps you would take to unify company culture.

Explain your rationale for choosing each of the steps in your checklist.

/ 23 pts

Clarity, writing mechanics, and SWS formatting requirements.

Week 3 Assignment – Unifying Company Culture
Criteria	Ratings	Pts
22 to >19.79 ptsExemplaryThoroughly gave a succinct overview of the global company. 19.79 to >17.59 ptsCompetentCompetently gave a succinct overview of the global company. 17.59 to >15.39 ptsSatisfactorySatisfactorily gave a succinct overview of the global company. 15.39 to >13.19 ptsNeeds ImprovementInsufficiently gave a succinct overview of the global company. 13.19 to >0 ptsUnacceptableDid not submit a succinct overview of the global company.		/ 22 pts
22 to >19.79 ptsExemplaryThoroughly gave a succinct overview of the fictitious domestic company your company has merged with. 19.79 to >17.59 ptsCompetentCompetently gave a succinct overview of the fictitious domestic company your company has merged with. 17.59 to >15.39 ptsSatisfactorySatisfactorily gave a succinct overview of the fictitious domestic company your company has merged with. 15.39 to >13.19 ptsNeeds ImprovementInsufficiently gave a succinct overview of the fictitious domestic company your company has merged with. 13.19 to >0 ptsUnacceptableDid not submit a succinct overview of the fictitious domestic company your company has merged with.
23 to >20.69 ptsExemplaryThoroughly developed an 8–10 point checklist of steps you would take to unify company culture. 20.69 to >18.39 ptsCompetentCompetently developed an 8–10 point checklist of steps you would take to unify company culture. 18.39 to >16.09 ptsSatisfactorySatisfactorily developed an 8–10 point checklist of steps you would take to unify company culture. 16.09 to >13.79 ptsNeeds ImprovementInsufficiently developed an 8–10 point checklist of steps you would take to unify company culture. 13.79 to >0 ptsUnacceptableDid not submit an 8–10 point checklist of steps you would take to unify company culture.		/ 23 pts
23 to >20.69 ptsExemplaryThoroughly explained your rationale for choosing each of the steps in your checklist. 20.69 to >18.39 ptsCompetentCompetently explained your rationale for choosing each of the steps in your checklist. 18.39 to >16.09 ptsSatisfactorySatisfactorily explained your rationale for choosing each of the steps in your checklist. 16.09 to >13.79 ptsNeeds ImprovementInsufficiently explained your rationale for choosing each of the steps in your checklist. 13.79 to >0 ptsUnacceptableDid not submit an explanation of your rationale for choosing each of the steps in your checklist.
10 to >8.99 ptsExemplary0–2 errors present. 8.99 to >7.99 ptsCompetent3–4 errors present. 7.99 to >6.99 ptsSatisfactory5–6 errors present. 6.99 to >5.99 ptsNeeds Improvement7–8 errors present. 5.99 to >0 ptsUnacceptableMore than eight errors present.	/ 10 pts

Part 2

Week 3 Discussion – Standardization and Localization in MNEs Please respond to the following:

• What are the issues of standardization and localization in general for multinational enterprises (MNEs) and how do they particularly manifest themselves in IHRM activities? Which of these issues do you think is most important to effective IHRM? How should IHRM departments address this issue?
• Be sure to respond to at least one of your classmates’ posts.
• Classmate post 1-Hello Class,Some issues of standardization and localization in general for multinational enterprises are that they are trying to balance the HRM factors that consist of company size, strategy structures, and maturity. Corporate culture has a strong influence on standardization. International enterprises are also practicing standardization of HRM practices, but this approach does not seem suitable for groups of individuals that work across companies’ borders. The cultural and social environmental conditions of the local entity play a pivotal role in driving localization. National culture, as a moderating component of HRM, significantly shapes the way businesses operate. The effectiveness of standardizing procedures can vary significantly in different cultural contexts, underscoring the importance of cultural understanding in international business.Thanks,
• Classmate post 2- Standardization and localization both can be beneficial to any company depending on the type of business. Standardization in IHRM allows employees from all over to benefit from standardized compensation and benefits. It does not reflect on culture and legal differences. Localization helps with a more specific need. With localization MNEs can use local laws and institutions.