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Prior to beginning this discussion, review Chapter 11 in the Abraham’s textbook on Diversified, Global, and Other Types of Organizations and listen to this audio snippet covering International Strategies. When companies expand into the international arena, they do so either because their home market has matured or because they see real opportunities in the foreign market.

Increasing the number of strategic business units requires a more complex business strategy. Sometimes the road to success in a foreign market can be a bumpy one. For insights into some of the more extreme cultural challenges posed when entering foreign markets as experienced by one of the United States’ largest fast food chains, read How McDonald’s conquered India (Links to an external site.) (Kannan, 2014) and McDonald’s Settles Beef Over Fries (Links to an external site.) (Grace, 2002).

For this discussion, determine whether or not the company operates in the international marketplace. If so, research the company’s international strategy and evaluate it in terms of effectiveness in regards to one of the issues below. If your company is not involved internationally, then choose one that is and evaluate that company’s international strategy in terms of effectiveness in regards to one of the following issues:

  • Cultural Barriers
  • Monetary Exchange Rates
  • Political Instability

Then,

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In your own words, explain what CSR is. Name two examples of socially responsible companies you know and explain why you consider them so.

It is important for companies to incorporate social responsibility into their strategic plans. Give a brief summary of IKEA Company. What aspects of corporate social responsibility would you recommend they incorporate into its strategic plan?  

IKEA Political Environment

The company I will be discussing for this week’s discussion is IKEA. IKEA is a Swedish Furniture manufacturer founded in 1943(Benzaghta, 2021). Since 2008, IKEA has been the largest furniture retailer globally. As of March 2021, IKEA has 422 operational stores in 50 countries (Miller, 2021).  In 2020, IKEA posted revenues amounting to 40 billion Euros, a slight 4% decrease primarily due to COVID -19.IKEA’s Political Environment ChallengesThe United Kingdom is one of IKEA’s most important markets. The advent of BREXIT poses enormous risks to IKEA’s fortunes with the UK (Benzaghta, 2021). Additionally, IKEA has faced relentless scrutiny due to its prison labor in Eastern Germany in the 1970s (Miller, 2021). Even though IKEA has issued apologies before, the story significantly hurt its reputation.IKEA’s performanceIKEA has utilized Sweden’s political influence and goodwill in Asia to enter the Asian markets. IKEA’s entrance into Asia allows them to leverage on potentially most significant furniture market in the world based on population numbers (Benzaghta, 2021). Secondly, IKEA’s commitment to green energy and sustainable measures has benefited from beneficial government incentives to sustainable-run companies.IKEA’s Future ProjectionWith climate change advocacy at an all-time high, IKEA has chosen to shift its mode of operation and invest in an eco-friendly solution. IKEA has put a further 1 billion into green solutions (Benzaghta, 2021). The future lies with sustainable companies (Abraham, 2012); IKEA stands to leverage extensive political goodwill due to its commitment to sustainable practices.IKEA’s OpportunitiesSweden enjoys a cordial international relationship with many developing countries (Miller, 2021). IKEA could leverage these relationships to expand its operations to strong developing economies like Mexico, Brazil, South Africa, and Indonesia.ReferencesAbraham, S. (2012). Strategic management for organizations. Retrieved from https://content.uagc.edu/ (Links to an external site.)Benzaghta, M. A., Elwalda, A., Mousa, M. M., Erkan, I., & Rahman, M. (2021). SWOT analysis applications: An integrative literature review. Journal of Global Business Insights, 6(1), 54-72.Miller, B., & Smith, D. (2021). IKEA Strategic Management Plans in Europe. Journal of Strategic Management, 5(2), 1-7. Reply

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How many times have you either asked or been asked, “Are you listening?” While we might think we know what it means to be an effective listener, different skills are needed to suit different situations. In the human services field, listening is a multi-faceted task that must take into account the needs of the client and the situation being addressed. In this first discussion, you will consider a range of listening skills and how they may be used in a human services setting. Specifically, you will identify active listening skills used within interpersonal and group settings.

The career path I have chosen to discuss for this week is

  • Early Child Development & Services (03:01)

Consider the stages and skills associated with effective listening and reflect on the essential responsibilities associated with one human service career path.

Initial Post: Prepare a 300-word minimum reply that sufficiently addresses each of the items below. Don’t forget that it is critical to cite your sources of information, including the textbook, using APA formatting.

1) What listening styles might this particular professional use in their work with clients, and how might they use them?

2) Identify active listening skills (specifically, the three techniques of active listening identified on page 165) that the professional would apply in both interpersonal and group settings (e.g., one-on-one client interaction, facilitating a group session, etc.). Describe how and why they would be used.

3) Using the Basic Counseling Skills (Links to an external site.) website, identify two to three interviewing skills, other than active listening, that the professional would apply in both interpersonal and group settings (e.g., one-on-one client interaction, facilitating a group session, etc.). Describe how and why they would be used.

Required Resources

Required Text

1. DeVito, J.A. (2016). The interpersonal communication book (14th ed.). Retrieved from https://content.ashford.edu

  1. Chapter 6: Listening in Interpersonal Communication (pp. 147-168)
  2. Chapter 7: Emotional Messages (pp. 169-190)
  3. Chapter 8: Conversational Messages (pp. 191-221)

Article

1. Lakshmi, R. (2017). Effective Listening Enhances the Process of Communication. IUP Journal of English Studies, 12(1), 7. Retrieved from https://iupindia.in/default.asp

  • The full-text version of this article is available through University of Arizona Global Campus’ Proquest database. This article provides information about the use of listening skills that will assist you in your assignment and discussions this week.

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As the saying goes, “With great power comes great responsibility.” For human services professionals, a high degree of care must be exercised when it comes to engaging with others, particularly as it relates to being mindful of the power dynamic that exists between the worker and client. In this final discussion forum, you will consider the course text and the ethical principles of the National Organization for Human Services in recognizing positive and negative elements of power you possess in a fictional or actual human services scenario.

Read Chapter 12 from The Interpersonal Communication Book and answer the six statements related to your interpersonal power (p. 311-312); read the National Organization for Human Services Ethical Standards for Human Service Professionals (Links to an external site.) and consider the issue of power and influence in human services. Then, review your answers to the six statements and consider the degree of interpersonal power that you believe you possess.

Initial Post: Please prepare a 300-word minimum post that sufficiently addresses each of the items below. Don’t forget that it is critical to cite your sources of information, including the textbook, using APA formatting.

1) What would you identify as some of your personal communication strengths with respect to how you exercise power?

2) What would you identify as some of your personal communication growth areas with respect to how you exercise power?

3) If you were to imagine (or if you are currently) a human services professional working with a client population of your choice (e.g., children and families, the mentally ill, the homeless, etc.), how would (or do) you use your knowledge of your strengths and limitations, in addition to the ethical standards for human service professionals, to reduce the presence of negative power and influence that you might have in a situation with a client?

Website

1. National Organization for Human Services. (n.d.). Ethical standards for human service professionals (Links to an external site.). Retrieved from http://www.nationalhumanservices.org/ethical-stand…

  • This link from the National Organization for Human Services provides an overview of ethical standards related to the human services field, and is provided to facilitate discussion on this week’s second discussion forum on power and influence.

Required Text

1. DeVito, J.A. (2016). The interpersonal communication book (14th ed.). Retrieved from https://content.ashford.edu

  1. Chapter 12: Interpersonal Power and Influence (pp. 305-326)

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Personal Assessment of Conflict Management: In this first discussion for the final week, you will consider areas of strength and improvement associated with your own style of conflict management based on your own experiences.

Read Chapter 11 from The Interpersonal Communication Book; answer the 10 true/false statements regarding your interpersonal conflict behavior (p. 297 – 298). Then, review your results and consider whether your interpersonal conflict management skills are effective or ineffective.

Before reading about the various conflict management strategies, examine your interpersonal conflict behavior by responding to the following statements with true (T) if this is a generally accurate description of your interpersonal conflict behavior and false (F) if the statement is a generally inaccurate description of your behavior.

____ 1. I strive to seek solutions that benefit both of us.

____ 2. I look for solutions that give me what I want.

____ 3. I confront conflict situations as they arise.

____ 4. I avoid conflict situations as best I can.

____ 5. My messages are basically descriptive of the events leading up to the conflict.

____ 6. My messages are often judgmental.

____ 7. I take into consideration the face needs of the other person.

____ 8. I advance the strongest arguments I can find, even if these attack the other person.

____ 9. I center my arguments on issues rather than on personalities.

____ 10. I use messages that may attack a person’s self-image if this helps me win the argument.

These questions were designed to sensitize you to some of the conflict strategies to be discussed in this section of the chapter. As you’ll see, if you answered true (T) to the odd-numbered statements (1, 3, 5, 7, and 9) and false (F) to the even-numbered statements (2, 4, 6, 8, and 10), you’d be following the guidelines offered by communication researchers and theorists. As you think about your responses and read the text discussion, ask yourself what you can do to improve your own conflict management skills.

Initial Post: Prepare a 300-word minimum reply that sufficiently addresses each of the items below. Don’t forget that it is critical to cite your sources of information, including the textbook, using APA formatting.

1)Identify personal communication strengths and growth. Describe at least two strengths and two growth areas.

2)Consider an actual example from your own personal or professional experience where you could have been more effective. How would you go about following the conflict management steps on pp. 292-296?

Understanding Interpersonal Theory & Research

CONFLICT STYLES

The way in which you engage in conflict has consequences for the resolution of the conflict and for the relationship between the conflicting parties. Conflict researchers identify five styles of engaging in conflict (Kilmann & Thomas, 1977, 2002; Blake & Mouton, 1984). As you read through the following descriptions of these conflict styles, try to identify your own often-used conflict style as well as the styles of those with whom you have close relationships.

Competing—I Win, You Lose The competing style represents great concern for your own needs and desires and little for those of others. As long as your needs are met, the conflict has been dealt with successfully (for you). In conflict motivated by competitiveness, you are likely to be verbally aggressive while blaming the other person.

This style represents an “I win, you lose” philosophy. With this philosophy, you attempt to manage the conflict so that you win and the other person loses. As you can tell, this style might be appropriate in a courtroom or in buying a car, two situations in which one person benefits from the other person’s losses. But in interpersonal situations, this philosophy can easily lead to resentment in the person who lost, which in turn can easily morph into additional conflicts. Further, the fact that you win and the other person loses probably means that the conflict really hasn’t been resolved, just concluded (for now).

Avoiding—I Lose, You Lose Using the avoiding style suggests that you are relatively unconcerned with your own or with the other’s needs or desires. The avoider shrinks from any real communication about the problem, changes the topic when the problem is brought up, and generally withdraws from the scene both psychologically and physically.

As you can appreciate, this style does little to resolve any conflicts and may be viewed as an “I lose, you lose” philosophy. Interpersonal problems rarely go away of their own accord; rather, if they exist, they need to be faced and dealt with effectively. The avoidance philosophy just allows the conflict to fester and probably to grow, only to resurface in another guise.

Accommodating—I Lose, You Win In the accommodating style, you sacrifice your own needs for the sake of the needs of the other person. Your major purpose is to maintain harmony and peace in the relationship or group. The accommodating style may help you attain the immediate goal of maintaining peace and perhaps satisfying the other person, but it does little to meet your own needs—which are unlikely to go away.

Accommodating represents an “I lose, you win” philosophy. And although this style may make your partner happy (at least on this occasion), it’s not likely to prove a lasting resolution to an interpersonal conflict. You’ll eventually sense the unfairness and inequity inherent in this approach to conflict, and you may easily come to resent your partner and perhaps even yourself.

Collaborating—I Win, You Win In the collaborating style, your concern is with both your own and the other person’s needs. Often considered the ideal, collaborating takes time and a willingness to communicate, and especially to listen to the perspectives and needs of the other person.

Ideally, collaborating allows each person’s needs to be being satisfied, an I win, you win” situation. This is obviously the style that you want to use in most of your interpersonal conflict. Collaborating promotes resolutions in which both people get something.

Compromising—I Win and Lose, You Win and Lose The compromising style is in the middle; there’s some concern for your own needs and some concern for the other’s needs. Compromising is the kind of strategy you might refer to as meeting each other halfway, horse trading, or give and take. This strategy is likely to result in maintaining peace, but there also will be dissatisfaction over the inevitable losses that have to be endured.

Compromising could be called an “I-win-and-lose and you-win-and-lose” strategy. There are lots of times when you can’t both get exactly what you want. For example, you can’t both get a new car if the available funds allow for only one. Still, you might each get a better car than what you now have—so you would win something but not everything. You wouldn’t get a new car, and the same would be true of your partner.

This is the

REQUIRED TEXT

1. DeVito, J.A. (2016). The interpersonal communication book (14th ed.). Retrieved from https://content.ashford.edu

  1. Chapter 11: Interpersonal Conflict and Conflict Management (pp. 283-304) 

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