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IBUS255 Cross Cultural Business

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IBUS255 Cross Cultural Business

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IBUS255 Cross Cultural Business

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Course Code: IBUS255
University: Capilano University is not sponsored or endorsed by this college or university

Country: Canada


Basically, I need a nice fully answered solving questions. Please not a professor writing, make it easy to read and understand! Study carefully the material that I attached.
Is there a successful best solution for all stakeholders in the partnership? What is it? Provide a strong rationale to support your solution. 3 Paragraphs (one page needed)
What are some cross- cultural competencies that are needed in cross bordering hiring and assignments?
Please answer those questions in full, especially question one, it seems like prof wants to hear a good and clear solution.


Yes there can be a successful solution for all stakeholders in partnership between SSSL and Al Zulfi Group Qatar. According to King, Maniam & Leavell  (2017) some industries like Construction are pre dominantly male oriented workplace which needs to focus on areas to develop gender fairness opportunities and Qatar being a nation that has male dominated culture with restricted role of women at work, majorly limiting to clerical or administrative jobs needs to show a clear definition of workplace transition. Hence the solution that can be considered in this situation is to make the management as well as major clients of Al Zulfi group aware of role of gender equality at workplace and its evolving significance globally. Al Zulfi management can be convinced to set role model image for new transitioning workplace within Qatar where slowly there have been signs of growing gender equality. Mr Singh can discuss scope with Mr Khan that how the partnership between SSSL and Al Zulfi can become a milestone foundation by introducing a women project manager in security service industry in Doha (Qatar) that will set apart a new foundation and example for others in cross sector or inter sector industry. Other than this Mr Singh can discuss challenges of acquiring skilled resources in security service industry such as availability of alternative options in other sectors as well as issue of aging workforce that is retiring. So if prospective partnership between SSSL and Al Zulfi can demonstrate a successful accommodation of women project manager in a multi-valued project then the public image and branding of company will come into spotlight which will give a huge boost to attract other like-minded companies and people to encourage participation of women in workforce with efforts to engage targeted female candidates (Eden & Gupta 2017). This influence of employee branding can have a strong impact to influence decisions of other clients mainly overseas who look for cultural mind shift to equality thus opening up new alliance scope from competing firms to gain better collaboration with accommodating culture and neutral policies.  
According to Calvin, Beale & Moore (2017) some cross cultural competencies that are required in cross border hiring and projects includes specific knowledge, skills and attitude that makes potential resource to be hired fit into cross cultural competency. The first and foremost requirement is understanding of human relationship and effective interaction capabilities that can develop mutual relationship with people from other culture and beliefs in order to attain professional goals. As opined by Baba (2018) the competency to engage in effective interaction with people from any culture helps in cross border projects by building focused relationship that can help to get the work done. Another competency that is needed is managing own attitude towards culture where resource to be hired need to keep control on self-reactions so as to value other customs that are different. Another requirement to fit in cross cultural project is ability to learn new culture efficiently where efforts can be made to learn new things and make networks to cope with cultural surprises with proactive preparation and new insights.  
Baba, A. J. (2018). Cross-cultural communication imperatives. Critical Perspectives on International Business, 14(2), 170-187. Retrieved from doi: [Accessed on 18 Nov. 2018]
Calvin, J. R., Beale, R. L., & Moore, K. (2017). ACCULTURATION AND ALLIED CONTRIBUTING FACTORS THAT FURTHER ADVANCE CROSS-CULTURAL MANAGEMENT LEARNING AND EDUCATION: A CONCEPTUAL APPROACH.  Journal of Organizational Culture, Communications and Conflict, 21(2), 1-11. Retrieved from [Accessed on 18 Nov. 2018]
Eden, L., & Gupta, S. F. (2017). Culture and context matter: Gender in international business and management. Cross Cultural & Strategic Management, 24(2), 194-210. Retrieved from doi:  [Accessed on 18 Nov. 2018]
King, J., Maniam, B., & Leavell, H. (2017). SHATTERED GLASS AND CREAKY STEPS: REMODELING THE GLASS CEILING AND GLASS ESCALATOR THEORIES USING AN INTERSECTIONAL TOOLBOX. Southern Journal of Business and Ethics, 9, 194-203. Retrieved from [Accessed on 18 Nov. 2018]

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