1. How does globalization operates based on the news articles?

2. What other hints of globalization did y0u find in the news?

3. How do the situations in the news items affect the people?

4. What is y0ur globalization st0ry? How have y0u exper1enced globalization?

Please see attached photo for reference:

INSTRUCTIONS: 0 Write all your answers on a clean sheet of paper. 0 Take a picture of your answer sheet. Make it sure that the image is clear for checking. Send it to our google classroom under ACTIVITY NUMBER 1. 0 Your answer must be minimum of three sentences and maximum of five sentences per item. 0 Copy and Answerthe following question. Read and analyze the following articles. National Level News Philippines Builds Infrastructure to Spur Economy Nearly a quarter of 2020 budget allocated to infrastructure; consumption and remittances to stay buoyant Luis Puyat (Asia Times), January 12, 2020 The Philippines\" economy is leaning heavily on infrasthcture projects along with the traditional growth drivers of consumption and foreign remittances to deliver an economic boost in 2020. In the meantime, the Central Bank is keeping monetary conditions easy to help the country catch up with its Southeast Asian neighbors. Manila's Build, Build, Buildll program has drastically increased infrastructure spending, which is expected to reach 7% of GDP by the end of President Rodrigo Duterte's term. This compares favorably with only 2% of GDP before he was elected in 2016. The government is keen to make up for underspending in 2019," said a note from HSBC, which blamed the missed target on election disruptions and a delay in passing the budget. The report said construction began in the second half of 2019 on about $25 billion worth of largescale projects including the Manila Subway and the PNR NorthSouth Railway. The huge boost should fuel investment growth through 2020. The govemment has allocated 24% of its proposed 4.1 trillion peso (US$80 billion) 2020 budget to infrastructure 12% higher than the previous year. Highways and bridges are being built throughout Metro Manila, along with a new light rail system in NorthEast Metro Manila. A shovelready subway is being touted as a legacy project that will hopefully alleviate gridlocked streets. In the Visayas and Mindanao, more highways are being expanded to compensate for decades of neglect. The government's clear priority on infrastructure development which, in our view, boosts long-term growth prospects is underpinning business confidence," said Nomura economists in a report. In an attempt to fasttrack implementation and make the pipeline of projects more realistic, the list of agship projects has been revised to include those that can be started within the govemment's current term (until 2022), even if resulting in a bigger list of 100 projects versus 75 before with a total estimated cost of 4.2 trillion pesos (24% of 2018 GDP).|| The economy is still being propelled by private consumption, given the young demographics, and strong foreign remittances over the past two decades. Services remain buoyant but business process outsourcing, light industry and exports have started to slow, although the decrease can be attributed to extemal factors. Private consumption has been robust and is likely to remain so in 2020. Consumer confidence has turned more upbeat, rebounding to positive territory for the first time in a year as of 3019. We expect this to hold up in the year ahead as remittances inows have been strong in 2019 (unlike in 2018), and we see no big downside risks in the near-term," HSBC said. According to Nomura economists, private consumption will likely remain supported by tighter labor markets and higher disposable incomes as a result of last year's tax reforms, which were based on Duterte's Tax Reform for Acceleration and Inclusion program (TRAIN). The IMF has projected the Philippines\" economic growth to rise to 6.3% in 2020 from an estimated 5.7% in 2019, thanks to an increase in government spending and the recent monetary policy easing. The mediumterm economic outlook remains favorable, especially if the strong structural reform momentum continues,\" it said, adding that bold implementation efforts are needed for the strong structural reform momentum to lift medium-term growth and reduce poverty. Much of the focus under the structural reforms agenda in 2020 will be on the long-delayed tax reforms. The proposed legislation is aimed at gradually lowering corporate income tax rates from 30% to 20% while reducing financial incentives currently granted to corporations. The uncertainty over this proposal contributed to a substantial decline in FDI last year. These uncertainties could hurt sustainable and inclusive growth going forward. Another risk to growth is the tension between the govemment and private sector as shown by the government's run-in with the ABS-CBN television network and disagreements over the water utilities projects. Duterte threatened violence to investors in Manila's water utilities projects after a Singapore court ruled against the Philippines government in a dispute between the two. He has also hinted that he would not renew the franchise extension ofthe ABSCBN Corp television network. Duterte lashed out at the network after it refused to run his paid advertisement during the 2016 presidential elections. The bill to extend its license, which expires in March 2020, is currently in the hands of a congress dominated by Duterte's allies. Clashes such as these could easily derail important projects and deliver an economic setback. What the nation needs is for the government and the private sector to work together or risk missing economic growth targets. International Level Article The State of Globalization in 2019, and What It Means for Strategists by Pankaj Ghemawat and Steven Al. Altman (Harvard Business Review) February 06, 2019 Globalization, since the Brexit and Trump shocks of 2016, has been shaped by a tug of war between economic fundamentals and policy threats. But predictions that globalization would collapse under a wave of economic nationalism have proven no more accurate than proclamations of a at worid that dominated the global business discourse a decade ago. The new DHL Global Connectedness Index (which we coauthored with Phillip Bastian) demonstrates that the world ended 2017 more globalized than ever before. While 2018 brought new obstacles from tarifftiffs to blocked acquisitions the result was a shifting playing eld rather than an end to global business competition. How should executives think about building their businesses amid such turbulence? Since smart business decisions depend on accurate perceptions of the environment, executives should begin with a clear-eyed view of how globalization measures are trending. In 2017, strong growth across most of the world propelled the DHL Global Connectedness Index to a record high. The proportions of trade, capital, information, and people ows crossing national borders all increased signicantly. The last time that happened was 200?. In 2018, however, major policy threats turned from rhetoric to reality. Disputes between the United States and its largest trade partners prompted tit-for-tat tariff increases. Meanwhile, countries tightened screening of foreign corporate takeovers, advanced data localization policies, and clamped down on immigration. While we do not yet have complete 2018 data, there is evidence that such developments have begun to affect some international flows. Trade continued growing but at a slower pace while foreign direct investment (FDI) flows declined. With globalization's strong momentum running up against powerful headwinds, it is important to recognize that market integration is still limited in absolute terms. The foreign operations of multinational firms around the world generate only about 9% of global output. Exports of goods and services add up to 29% of world GDP, but even that gure comes down to about 20% if we adjust for output that crosses borders more than once. Surprised? You're in good company. Managers we surveyed across six countries in 2017 estimated these international production and trade metrics at 37% and 41%, respectively. This striking juxtaposition of global flows running close to all- time highs but still falling far below managers' perceptions highlights both the opportunities and the challenges that globalization continues to pose for multinational firms. Succeeding across borders and distances is still much more difcult than winning at home, but some of the same barriers that constrain international flows also increase the rewards for companies that nd ways to overcome them. To help business leaders navigate through and even prot from globalization's turbulence, we offer recommendations for strategy (how to compete), presence (where to compete), architecture (how to organize), and nonmarket strategy (how to engage better with society): How to Compete? If threats to globalization continue to mount, firms with marginal competitive positions abroad are especially vulnerable. As Warren Buffet likes to say, you only learn who has been swimming naked when the tide goes outll As the policy environment continues to shift, avoid the temptation to respond to each shortrun development. But do think through whether your company has a longterm path to sufcient advantages over its competitors to stay in the game. If not, a strategic retreat might be warranted. More specifically, consider whether your company needs to rebalance across the time-tested international strategies of aggregation (leveraging scalable assets across countries), arbitrage (exploiting differences, e.g. in labor costs), and adaptation (adjusting to differences). Aggregation and arbitrage directly create value across countries, so think first about your approach to those two strategies. Present trends suggest many firms may need to tilt toward aggregation or at least to be more judicious in their reliance on arbitrage. Note how the new NAFTAII (United States-MexicoCanada Agreement) reduces opportunities for arbitrage in automotive manufacturing by limiting the use oflabor paid less than $16 per hour. Adaptation can extend the geographic reach of aggregation and arbitrage, but it comes at a cost in terms of lost scale economies or diminished access to foreign inputs. When barriers to globalization rise, boosting adaptation via localization is a logical response, but one with clear limits. If you have to localize so much that you no longer have a signicant advantage over local competitors, you may have to reconsider the option of retreating from some markets. These trends imply that rms should continue to prioritize markets by weighing their opportunities in particular countries against the cultural, administrativelpolitical, geographic, and economic (CAGEII) distances between them. What's new is that administrativelpolitical distances are changing faster than they usually do. Firms cannot reconfigure their operations with each shift in a volatile geopolitical environment, but now may be the time to invest in nimbler supply chains, to review contingency planning, and so on. While trade tensions are already crimping global growth, some rms and even some countries could profit from them. The International Monetary Fund, for example, predicts short-run gains for Canadanexico, the Eurozone, and Japan from tariff escalation between the US and China under some scenarios. How to Organize? If your company changes its competitive strategy or its geographic footprint, adjustments to its organizational architecture may need to follow. A tilt toward aggregation could require strengthening your R&D function to bolster your technological edge. Boosting adaptation, on the other hand, usually implies forlifying the roles of incountry leaders abroad. And any major shift in a company's geographic footprint has knock-on effects for reporting and decision- making structures. One convenient way to think about potential organizational changes is in terms of three questions: What structure? Who leads? And how do we work together? Structural changes are the most disruptive, but more complex strategies, such as those combining substantial amounts of aggregation and adaptation, often require more complex organizational sthctures. Companies that adopt them often organize by region or employ matrix organizations. Turning to who leads, many multinationals have long standing decits in terms of national diversity. Their senior ranks look much more like their home countries than their target markets. If adaptation is a priority, a more representative leadership team may be required. And careful consideration of how people work across units helps to avoid excessive focus on the lines and boxes of the organizational chart. Think in terms of how to link relationships, incentives, and information flows to bring people together across geographic and functional lines. How to Engage Better with Society? The backlash against globalization is also, in part, a backlash against big business. According to the 2018 Edelm an Trust Barometer, however, the public still trusts business more than government, and the majority of respondents felt that CEOs should take the lead on change rather than waiting for government to impose it." For firms operating across political divides, such as US multinationals in China, this requires a leader to walk a tightrope between competing national interests. And competing interests within countries exacerbate the challenge. To keep your balance, don't fall for the illusion that your company can be regarded as a local firm in all of its markets. Emphasize the real benefits your company brings to the countries where it operates, but don't feign false allegiances. Remember that members of the public tend to care far more about citizens of their own country than they do about foreigners. According to one survey, Americans would be much more supportive of a hypothetical trade policy that adds one job in the US at the expense of 1000 lost abroad than a policy that sacrices onejob in the US but creates 1000 abroad. In such a context, a leader who tries to be a citizen ofthe worldll is likely to be viewed, as UK Prime Minister Theresa May famously put it, as a citizen of nowhere.\" Furthermore, since most business is still domestic rather than international, much of the societal anger about globalization really has domestic root causes and can only be addressed through hard domestic policy compromises. Concerns about inequality in the US, for example, can hardly be resolved by reducing imports since the US is already the rich country that imports the least relative to the size of its economy and still ranks near the top on inequality. Engaging in the domestic policy arena about technological change, tax policy, labor market regulation, and so on, can be perilous for even the most well intentioned leaders, but business leaders need to weigh in to advance these debates. We cannot predict with confidence whether the coming year will bring a higher or a lower level of globalization. But we can safely say that international flows and the constraints that borders and distance impose upon them will both continue to matter. So, the biggest winners regardless of whether globalization goes up or down, are likely to be companies that embrace globalization's complexity rather than purely local or global visions of their business environments. Points to Discuss: 1. How does globalization operates based on the news articles? 2. What other hints of globalization did you nd in the news? 3. How do the situations in the news items affect the people? 4. What is your globalization story? How have you experienced globalization? Rubric for scoring: CRITERIA PERFORMANCE INDICCATORS POINTS Content Provided pieces of evidence, supporting details, and factual scenarios 6 Gramma Used correct grammar, punctuation, spelling, and capitalization -1 Organization of Ideas Expressed the points in clear and logical arrangement of ideas in the 2 paragraph Format Adhered to the required style and appearance 1 TOTAL 10