Hi, i have some problems about the question i asked you last time
First,make brief answer for this which the teacher asked me
Yamamoto Iron & Steel, a Japanese company, is considering setting up a minimill outside Atlanta, Georgia. At present, the company is planning to send a group of executives to the area to talk with local and state officials regarding this plant. In what way might misperception be a barrier to effective communication between the representatives for both sides? Identify and discuss two examples. How will communication expectations differ between American and Estonian companies?
And i have to response two other students in class, below are their airticle, just brief response, whatever from which aspect
A globally intelligent manager that is preparing to do business in Chile should know that the GDP per capita has been steadily growing since 1975. (Trading Economics) Certainly factors such as inflation must be taken into account, but the increase from 693.09 in 1975; 21,030 in 2013; and 22,500 in 2015; must be noted. Though the GDP has been on a fairly steady incline over the last 4 years, there was a momentary decline in 2009. The decline in 2009 was a result of the financial crisis that occurred on a global scale. Chile’s industry sector is responsible for earning 35% of $424.3 Billion GDP that flowed into the nation in 2015. (WorldBank) Nearly all of the sources that I referenced mention the impacts that cooper have on the Chilean economy. Cooper provides for an astounding 20% of government revenue. (CIA) A globally intelligent manager could incorporate Chile’s natural resources into their business to minimize costs of doing business.
On January 1, 2004, the free-trade agreement between Chile and the U.S. went into effect. Chile currently has active trade agreements with over 20 countries and that figure is climbing. Coming into 2016, Chile hit a sort of steady place with the price of cooper falling and various industry workers demanding higher pay. Employees demanding higher pay can be seen in many different nations, including the U.S. The reason it is relevant to a manager preparing to do business in Chile, is because the manager will know that it may be more beneficial to have fewer, hardworking employee as opposed to many employees that will still demand a high wage. Perhaps the most important thing for an incoming manager to be aware of, is the current corruption scandals involving Chilean policy makers. (The Gaurdian) It is always risky to do business in another nation, because of the potential unknown factors such as cultural differences and attempting to train staff that may be difficult to connect with due to differences. But, having to factor in corruption coming from the government may be reason enough for a manager to turn down the position.
The per capita income of Panama in 1975 was only $6992, and in comparison to 2013, which was $18793, has grown substantially since the last 28 years by more than two-fold. During 1975, there was political turmoil in Panama, as General Manuel Antonio Noriega ruled the country, after the military coup deposed the democratic regime of President Arnulfo Arias. After this, there were no elections until the 1980s. A globally intelligent manager needs to learn the political culture of Panama, especially its past, present, and future, so that the manager is better able to anticipate future turmoil or political disturbances in the country. Today, Panama has grown to be a vibrant democracy, and is a major ally of the United States on trade and global partnership. “Political Culture in Panama is a concise, well-organized, empirically rich addition to the literature on Panamanian politics and on democracy in Latin America. It deserves a wide audience” (Orlando). The income per person in Panama has grown substantially in the last 28 years, due to major changes in political climate, NAFTA (North American Free Trade Agreement), and co-operation with the United States on military, Panama Canal which helped the United States to develop shorter trade routes for global trade.
Panama is a country that has a population of 3.7 million people, which consists of mixture of people from Central America, South America, and the Caribbean. Besides this, Panama also had an influx of people migrating from China, Arab world such as Palestine, Lebanon, etc. and Jews. Panama is very culturally and ethnically diverse country, and as a globally intelligent manager, one has to integrate the cultural aspects of the Panamanian society and develop business strategies that suit the people of Panama. This will help the manager to flourish in the business, as Panama has been growing since the inception of Panama Canal, and NAFTA. “Panama is one of the most culturally and ethnically diverse countries in the Western hemisphere and this overview of its variegated population has served to illustrate the complexity inherent to identity politics” (Sigler, Amen, Dwyer).