A cohesive team or group structure is an essential component in today’s workplace and requires skill in many areas, including professional and constructive communication; task focus, engagement and leadership; consensus building; conflict management; and resolution of differences. We’ve designed a two-week collaborative activity that will allow you to demonstrate these skills while developing a more complete understanding of key theories and concepts associated with the Capstone learning outcomes.

This collaborative activity uses a case study to summarize, analyze, and evaluate key concepts and theories associated with 1) diversity and cross-cultural issues; and 2) ethical issues that affect competing entities, with particular attention focused on issues affecting underrepresented and disenfranchised individuals and groups. You focused on diversity  and cross-cultural issues throughout Week 3 and you will focus on ethical issues throughout Week 4. Each week, you must contribute meaningfully through analysis, synthesis, and the effective use of cited information as evidence.   

We intentionally scheduled this collaborative activity to run concurrently with the development of your Diversity Perspectives and Ethical Perspectives papers to give everyone the opportunity, through collaborative discussion, to gain a deeper understanding of key cross-cultural and ethical issues. We hope you’ll benefit from seeing how others analyze these issues as you’re working on your own research. This collaboration should in turn inform your own individual writing. Remember, you must individually demonstrate mastery of the Collaboration competency to successfully complete the Capstone.

Note: focus on the skills listed in the first paragraph above. Avoid the temptation to propose solutions. 

Case study: Headquartered in the United States, G2Q is a multinational company specializing in the commodification of water. In response to company shareholders’ demands for higher revenue, the company has adopted increasingly aggressive practices in its quest to acquire controlling rights to regional water resources around the globe. As part of that initiative, the company secretly proposed a profit-sharing agreement with some local leaders in a South Pacific location in exchange for the right to divert more surface and spring water to expand their bottled water production. This has resulted in local protests and work slowdowns at the local plant, which in turn decreased productivity and financial losses.

In an attempt to return to profitability, G2Q brought in managers from company headquarters to displace indigenous people previously hired in supervisory and leadership roles. None of the incoming managers speak the local language, and most complain about what they consider to be substandard living and working conditions.

Most of the employees are members of ethnic minorities from the host country with distinct differences in cultural norms and language preferences. For example, some behave as though they speak no English, while others refuse to make eye contact with managers. Still others appear to agree with everything managers say, then ignore their directions.

One former manager who quit, married a local, and lives in a nearby village has advised the incoming managers that “things are done differently over here” and cautions them against rushing to judgment. That presents a dilemma, as the company CEO has promised all managers a sizeable bonus if the plant regains its formerly profitable status within two years. Otherwise, the company will close down that location, firing the managers and leaving hundreds of people with little hope of finding other employment.

Directions: In Module 3 we asked you to work together to analyze key concepts drawn from scholarly literature related to diversity and cross-cultural issues. This week, you will build upon thSupply Chain & Operations Management,Business & Finance,,

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