(YOU DO NOT NEED TO ANSWER THESE QUESTIONS, LOOK AT THE INSTRUCTIONS BELOW)

Chapter 10

Multinational enterprises (MNEs) have an impact far beyond their firm boundaries. Assume you are working for a small firm that supplies a product or service to an MNE. How might your relationship change as the MNE moves from Globalization 2.0 to Globalization 3.0 operations?

Chapter 11

Why is it important for an organization to have alignment between its strategy and structure?

Chapter 12

The Business Roundtable has recommended that the CEO should not also serve as the chairman of the board. Discuss the disadvantages of building a sustainable competitive advantage if the two positions are held by one person. What are the disadvantages of stakeholder management? Are there situations where it would be advantageous to have one person in both positions?

(THE QUESTIONS ABOVE DO NOT NEED TO BE ANSWERED, THIS IS JUST SO YOU KNOW WHAT THE STUDENTS ARE ANSWERING TO)

Your job is to respond to each student INDIVIDUALLY below , in 2nd person, about whether you agree or disagree with what they may be saying. Also, you can add your own input relating to what they are talking about specifically. For Example:

RE: Week 4 Hi Antonia! Interesting article! With social media all around us nowadays everyones probably heard about cancel culture, more regarding celebritys getting "cancelled". It's interesting to look at the business perspective because now a lot of business are on social media. They definitely have to be mindful about what they're posting and saying because social media can easily cancel not only people but business now too. Nicole Fowleru. L'I 0 Megan Ahearn 2' Pours Week 5 DB Globalization 2.0 was from 1945 to the 20th Century. For Globalization 2.0. MNEs create smaller. selfcontained versions of themselves in di'erent countries. In Globalization 2.0. signicant amounts of foreign direct investment is required. In these situations. knowledge is difficult to pass through channels. since these companies have multiple locations for their organization. Therefore, headquarters may be limited in their knowledge. 'LVhereas. for Globalization 3.0. IvDIEs begin to become global collaboration networks. In this stage. Mt-Is relationships are growing globally. A M'NE moving from Globalization 2.0 to Globalization 3.0 will experience changes in their strategic objectives. Instead of having to focus on one organization. the company now has to switch their focus to the self- contained operations in different countries. It is important for an organization to have alignment between its strategy and structure because both directly impact an organization's performance. Strategy and structure have a dynamic relationship that has a predictable pattern as an organization grows. As a company hits the different stages of their growth. they will have to adjust their strategy and structure to maximize success. Simple and functional are examples of strategies companies may use to continually grow. In a simple structure. small firms have low organizational complexity. Whereas in a functional structure. employees are grouped into distinct functional areas based on their expertise. A sustainable competitive market can force low prices because companies are competing for consumers loyalty. Most consumers are very attracted to low prices. therefore. in competitive advantages. sometimes price wars will form. When this happens. each organization faces a loss in their profit margins. When two positions are held by one person. conflict of interests will arise. Moreover. these conicts will affect the sustainability of an organization's competitive advantage. Disadvantages of stakeholder management include that it is timeconsuming. and it is difficult to establish. A company mat is seeking growth. financial gain. and more efficient operations would benefit from one person being both the CEO and the chairman of the board. When an individual holds both mese titles. it eliminates original limitations on these positions. However. trith every strategy mere are both pros and cons of implementation. jacoh White imu's ago Discussion Chapter 10 Globalization 2.0 was in the time period from 1945 to the 20th century. In this time frame. itwas hard for knowledge or communication to ow freely throughout these MNEs due to the obvious technological limitations that were in play. During the time frame of Globalization 2.0. MNEs were smaller and created similar structural like companies in different countries throughout the wodd. The relationship would change dramatically change from Globalization 2.0 to 3.0 due to the increased global network. I would be able to consistently be in communication with all of the suppliers throughout the wodcl and help with any demand that is needed Chapter 11 It is important for an organization to align and have a good grasp on there strategy and structure due to them both directlyr impacting its organization's growth. revenue. and performance. An organization that is larger and much more complex will have a larger structure and in turn. could use a much more complex or intn'cate strategy. A store such as a momandpop restaurant has much less structure and in turn. should have a somewhat simple strategy. Overall. having alignment between the two leads the company to have a better understanding overall of itself and can lead to longterm success. Chapter 12 When the CEO also serves as the chairman otthe board it leads to an internal control disadvantage called lack of segregation of duties. The board of directors is created in order to hold the CEO and upper-level management accountable for their actions. ltthe CEO serves as both the lCEO and the chairman it makes it much more difcult to hold the CEO accountable ifhe is in charge of the people that are supposed to hold him accountable. I don't believe there are any circumstances where it would be advantageous for one person to hold both positions. Vivica Baxter 3 hours ago Ch. 10, 11, & 12 Chapter 10 As a small firm, it may not be as beneficial to stay aligned with a company that has evolved to performing globalization 3.0 operations. When a firm changes from globalization 2.0 to 3.0, their focus lies more in cost efficiency and less in local responsiveness. If a business wants to stay aligned with a firm operating with globalization 3.0 strategies, then they'll also have to focus on cost efficiency and price their items at lower prices. Unfortunately, this is often difficult for small businesses to do and therefore should consider forming different business relationships. Chapter 11 It's important for an organization to have alignment between its strategy and structure because different business structures work better for different strategies. For example, if an organization is implementing a minor amount of diversification, then a functional structure would suit it best due to it being the most efficient for that strategy. It's important to take context, goals, and values into consideration when choosing a structure to follow. Some structures are more rigid, while others are more flexible, both exist to accommodate preferred business operations. Chapter 12 The Business Roundtable does not recommend that the CEO should also serve as the chairman of the board because of only one person holds both positions, it can lead to corruption and having one person in both positions will make it so that two people are working together and decisions can be assessed by two people. As shareholders, they will work together for the benefit of the company, rather than only for personal gains. Additionally, the functions of the roles are different. The CEO has a lot of insider information, while the chairman has a lot of influence on the board of directors.Emerson Lynch 'l clay sgc Discussion Board 5 Chapter 10 lfl am working for a small rm that supplies a product or service to an MNE. my relationship may change as the MNE moves from Globalization 2.0 to Globalization 3.0 operations. The result ofGlobalization 3.0 is a more interconnected world in which people in any time zone can collaborate and share knowledge and resources. all virtually. lvly relationship with the small rm I.vill advance as Ill be supplying products or services to several locations across the globe. I'll also be taking care of more of its demand. Additionally. as the MNE moves to Globalization 3.0. the workers are not constrained to national borders. For me. this means my contact to the company=s other locationslsubsidiaries I.vill increase. lwill be able to satisfy the other locations of the same rm. globally. I'll also be available to other buyers in different parts of the world. regardless of national borders. This will result in higher outreach, greater business. more revenue. and higher prots. Overall. being a small supplier to a large MNE that makes a shift to Globalization 3.0 will result in some changes. Chapter 11 There are many reasons why its important for an organization to have alignment between its strategy and structure. Achieving alignment between strategy and structure is a major advantage because it gives the organization a clearer sense of whatto do at a given time and it helps to encourage collaboration and a mutual pursuit of company goals. Additionally. the structure of an organization and its strategy are closely connected. Strategy and structure both depend on each other and provide the best business result if they are matching and supporting each other. This leads to several longterm benefits to the success and productivity of an organization. Overall. it's very important for an organization to have alignment between its strategy and structure. Chapter 12 lfthe position of CEO and Chairman of the Board are occupied by one person. it can lead to some disadvantages. When one person occupies both roles. it can create a conflict of interest which can harm the rm's sustainable competitive advantage. Additionally. it may result in unfair monitoring due to the fact the Board of Directors is responsible for overseeing senior management. including the CEO. If both positions are held by one individual. it may lead to unfairjudgement and monitoring. It also leads to a largerworkload for the person. which could lower the duality of work. There are also some disadvantages of stakeholder management. When CEO and Chairman of the Board are held by one person. there will be no one to supervise that the CEO is working in favor of the stakeholders. Also. it makes it easier to monitor and correct rm activities when the roles are held by two different people. If not. it's like the individual is supervising its own self. I can't think of many situations in which it would be advantageous to have one person in both positions. It may be benecial because the one individual would have a greater body of knowledge. By occupying both CEO and Chairman of the Board. the individual would have a stronger understanding of company goals. objectives, strategy. and structure. However. I believe its more benecial when the positions are occupied by two different people