Solutions Manual For International Management Managing .
SFoullult i oh Dt otn sM a n u a lwp :n / l / o d a o d w: n l of o ra d l iI n t e r n a t i o n a ln k . o r g / p r o d u c9ed Comprehensive Case #2: An Ethics Role Playing Case. Handouts to accompany Teaching Note. Seeend of accompanying TN for instructions and sequence. NOTE: FOR EACH HANDOUT, print out aseparate sheet.NOTE: Handout 1-Introduction and Background, and Handout 2-Decision 1 are in the textbook, alongwith instructions to students.Students should receive the appropriate version of Handout III based on their previous decision, asindicated in each version on the following pages.Fullallchaptersinstantdownload
Handout III (Version 1)—Result of Decision 1 and New Decision 2Your Decision 1 was (a) Continue operations and try to cut costs within six months.Your days are extremely busy as you try to find appropriate ways to cut costs. Wages of all employees,including yourself, have been halved, no one is happy, and morale is very low, but most people seem tounderstand you are doing the best you can in a bad situation. Many of your extended family are upsetand have been asking your spouse to influence you to do more to help them. Your relationships withgovernment officials have also cooled dramatically. You are not yet sure why. Supply costs have beenreduced, at least for a time, and the sale price on Asian shoes has been increased, but this has led todeclining sales growth. As you feared, the results are still not good enough to meet the USHF’s profitrequirements, and you have quietly been asking local interests if they would be willing to buy out AHF’soperations.About three months into your trial period, a local government official, Abuwahr Sahib, approaches youand offers to buy the company. You realize that there is a great deal of uncertainty about the futurecash flows the company will produce—can the company can restore its profitability to its former levels,or are the current cash flow levels permanent? The value assigned to the firm is very sensitive towhether optimistic or pessimistic assumptions about the future are used. Nevertheless, Sahib’s offerprice is at least 10% to 15% less than your estimate of the firm’s value. You don’t know Sahib personally,but he has many highly placed government connections. All Sahib asks is that you recommend the salebe approved by the parent USHF. In exchange, Sahib agrees to keep AHF running and to continue toemploy you as manager at your original salary. USHF will likely share your view that the offer price isdiscounted, but the company is eager to complete a sale, and you are pretty sure you can convince thehome office to agree to the deal. Sahib made it plain that he will not up his offer, and that he canguarantee that his would be the only offer looked upon favorably by the government. What do you do?Decision 2Part A: Does this decision involve ethics or is it a business decision? Please explain.Part B: The decision is up to you. What do you do? Please circle (c) or (d1).(c) Recommend that the company sell to Sahib(d1) Don’t sell. Keep going as planned, cutting costs.Please tell why you made the decision you did.
Handout III (Version 2)—Result of Decision 1 and New Decision 2Your Decision 1 was (b) shut down.Upon your return you announce that AHF will be closing sometime in the next three to nine months. Youindicate that you will try to keep as many people employed as long as possible, but you are not sure howlong that will be. You begin to look for buyers of specific assets or of the company as a whole. Youdesperately hope that a local buyer may be found, but you know that is unlikely. No one is happy, leastof all you and your spouse, and morale is at an all-time low. Many of your extended family areparticularly upset and have been asking your spouse to influence you to do more to help them. Yourrelationships with government officials have also cooled dramatically. You are not yet sure why.About three months into your trial period, a local government official, Abuwahr Sahib, approaches youand offers to buy the company. You realize that there is a great deal of uncertainty about the futurecash flows the company will produce—can the company restore its profitability to its former levels, orare the current cash flow levels permanent? The value assigned to the firm is very sensitive to whetheroptimistic or pessimistic assumptions about the future are used. Nevertheless, Sahib’s offer price is atleast 10% to 15% less than your estimate of the firm’s value. You don’t know Sahib personally, but hehas many highly-placed government connections. All Sahib asks is that you recommend the sale beapproved by the parent USHF. In exchange, Sahib agrees to keep AHF running and to continue to employyou as manager at your original salary. USHF will likely share your view that the offer price is discounted,but the company is eager to complete a sale, and you are pretty sure you can convince the home officeto agree to the deal. Sahib made it plain that he will not up his offer, and that he can guarantee that hiswould be the only offer looked upon favorably by the government. What do you do?Decision 2Part A: Does this decision involve ethics or is it a business decision? Please explain.Part B: The decision is up to you. What do you do? Please circle (c) or (d2).(c) Recommend that the company sell to Sahib.(d2) Don’t sell. Keep going with planned shutdown.Please tell why you made the decision you did.
Students should receive the appropriate version of Handout IV based on their previous decision, asindicated in each version on the following pages.Handout IV (Version 1)—Result of Decision 2 and New Decision 3Your Decision 2 was (c) recommend that the company sell.USHF agrees and the deal is consummated. You stay on as manager of the new company, Sahib Shoes,but you now handle the business end, trying to learn finance and foreign exchange management, whileSahib has appointed his own man to run the day-to-day operations. Soon you learn through your familyconnections that Sahib has begun using both child and prison labor and finding excuses to fire theoriginal workers. None of your family has been fired, though. Outraged, you go to Sahib and threaten toquit and go to the government. Sahib calmly retorts that if you do either, he will fire all your family andensure that none of them will be able to find other employment. Also he reminds you of your assistancein their deal with USHF and threatens to make your role public. What do you do? Do you quit?Decision 3Part A: Does this decision involve ethics or is it a business decision? Please explain.Part B: The decision is up to you. What do you do? Please circle either (e) or (f).(e) Quit and go to the government.(f) Protect your family by continuing to work.Please tell why you made the decision you did.
Handout IV (Version 2)—Result of Decision 2 and new Decision 3Your Decision 2 was (d1) Don’t sell. Keep going as planned, cutting costs.You suddenly find your firm faced with supply problems, additional taxes on transactions, and surprisegovernment inspections that disrupt work. Sadly, you realize that trying to continue operations isn’tgoing to work, and you notify the Seattle office that you are agreeing to shut down AHF as soon aspossible and you will concentrate on finding buyers for the firm’s assets. Landon is not surprised, and hetells you not to worry because they have found a buyer, some local named something-or-other “Sahib”.Sahib is willing to do a deal where he would make a large down payment today, sufficient to meetUSHF’s immediate cash flow needs, and make another large payment in one year if USHF will providelow cost supplies for the first year, and if Sahib can retain you as a paid consultant to teach him how torun the business. You will also get the opportunity to learn foreign exchange management and the otheraspects of business management you have never had the time to learn. When you express yourconcerns about Sahib, and mention what Sahib tried to do, Landon is pleased that you didn’t cheatUSHF, but he lets you know that this is a done deal and you are expected to cooperate.You stay on as a manager in the new company, Sahib Shoes, but your job now is to train Sahib and try tolearn finance, marketing, and foreign exchange management, while Sahib has appointed his own man torun the day-to-day operations. Soon you learn through your family connections that Sahib has begunusing both child and prison labor and finding excuses to fire the original workers. None of your familyhas been fired, though. Should you go to Sahib and threaten to quit and go to the government? If youdo, you know that he will fire all your family and ensure that none of them will be able to find otheremployment. What do you do? Do you quit?Decision 3Part A: Does this decision involve ethics or is it a business decision? Please explain.Part B: The decision is up to you. What do you do? Please circle either (e) or (f).(e) Quit and go to the government.(f) Protect your family by continuing to work.Please tell why you made the decision you did.
Handout IV (Version 3)—Result of Decision 2 and New Decision 3Your Decision 2 was (d2) Keep going with planned shutdown.Landon calls and tells you that they have found a buyer, some local named something-or-other “Sahib”.Sahib is willing to do a deal where he would make a large down payment today, sufficient to meetUSHF’s immediate cash flow needs, and make another large payment in one year if USHF will providelow cost supplies for the first year, and if Sahib can retain you as a paid consultant to teach him how torun the business. You will also get the opportunity to learn foreign exchange management and the otheraspects of business management you have never had the time to learn. When you express yourconcerns about Sahib, and mention what Sahib tried to do, Landon is pleased that you didn’t cheatUSHF, but he lets you know that this is a done deal and you are expected to cooperate.You stay on as a manager in the new company, Sahib Shoes, but your job now is to train Sahib and try tolearn finance, marketing, and foreign exchange management, while Sahib has appointed his own man torun the day-to-day operations. Soon you learn through your family connections that Sahib has begunusing both child and prison labor and finding excuses to fire the original workers. None of your familyhas been fired, though. Should you go to Sahib and threaten to quit and go to the government? If youdo, you know that he will fire all your family and ensure that none of them will be able to find otheremployment. What do you do? Do you quit?Decision 3Part A: Does this decision involve ethics or is it a business decision? Please explain.Part B: The decision is up to you. What do you do? Please circle (e) or (f).(e) Quit and go to the government.(f) Protect your family by continuing to work.Please tell why you made the decision you did.
Students should receive the appropriate version of Handout V based on their previous three choices,as indicated in each version.Handout V (Version 1)—Final ResultsDecision 1: (a) Continue operations and try to cut costs within six months. Decision 2: (c) Recommendthat the company sell to Sahib. Decision 3: (e) Quit and go to the government.As a result of your actions, an investigation into Sahib’s affairs is begun, but it progresses slowly, and noaction is taken by the government. One by one, your family members are fired from the company, andthey have tremendous difficulty in finding other employment. You and your spouse have lost face intheir eyes, and you and your spouse and children have been ostracized. Your role in the sale of thebusiness to Sahib at a cut-rate price is public knowledge, and you cannot find work, either. None of yourold contacts will have anything to do with you. You receive an angry phone call from Landon, who wantsto know how you could have betrayed your employers and him. Having no one else to turn to, you haveno choice but to leave Sri Lanka in disgrace. Your spouse refuses to accompany you. You will try to startover elsewhere, alone. Eventually, Sahib is forced out of the company by the government. Agovernment-backed consortium of local buyers takes over the company, and labor conditions slowlyimprove.
Handout V (Version 2)—Final ResultsDecision 1: (a) Continue operations and try to cut costs within six months. Decision 2: (c) Recommendthe company sell to Sahib. Decision 3: (f) Protect your family by continuing to work.An investigation into Sahib’s affairs is begun, but it progresses slowly, and no action is taken by thegovernment until U.S. pressure eventually forces the authorities to act. Suddenly, without warning, youand Sahib are arrested for human rights violations. After a quick trial, you and Sahib are both sentencedto 10 years hard labor in a Sri Lankan prison. Sahib is freed after two years when his family manages tobribe a high-ranking justice official. You try to involve U.S. officials in your case, but no one is particularlyinterested in helping you because your role in the sale of the business to Sahib at a cut-rate price wasmade public knowledge at the trial. Landon in particular made it plain that he will have nothing more todo with you. A government-backed consortium of local buyers takes over the company and laborconditions slowly improve. Eventually you are freed, but your career is over.
Handout V (Version 3)—Final ResultsDecision 1: (a) Continue operations and try to cut costs within six months. Decision 2: (d1), (d2) Keepgoing as planned and refuse to sell the company to Sahib. Decision 3: (e) Quit and go to the government.A consortium of buyers headed up by Sook Whang, an old Asia hand and longtime friend of GeorgeLandon, approaches you about purchasing AHF. Whang indicates their desire to purchase the companyand keep it running in Sri Lanka. Although you would not be the new company’s manager, they wish toretain your services as a consultant, utilizing your business experience and extensive contacts. He statesthat he hopes he can look forward to working with you for a long time to come. Whang indicates hiswillingness to negotiate a fair price for the firm, as he recognizes the many benefits AHF, and you, havebrought to his country. Whang asks you to go ahead and resign from AHF so that you will have noconflict of interest, and states that he will negotiate the details of the deal with Mr. Landon. Whang goeson to say that he knows that Sahib and others have been troubling your efforts to manage AHF, and witha quiet smile Whang indicates that Sahib “will no longer be a problem”. You agree and send aresignation letter to USHF, including your estimate of the fair value of the company. Landon is pleasedwith the news, though not surprised, because he is the one who first contacted Whang about theopportunity, and the deal is quickly and easily done. USHF receives enough cash to satisfy itsstockholders with a small extra dividend and enough money to begin its next phase of technologicalimprovements. Without the high profit goals imposed by USHF, wages and employment levels return tonormal levels fairly quickly, and your status with your family has increased quite a bit.
Handout V (Version 4)—Final ResultsDecision 1: (a) Continue operations and try to cut costs within six months. Decision 2: (b1), (b2) Keepgoing as planned and refuse to sell the company to Sahib. Decision 3: (f) Protect your family bycontinuing to work.An investigation into Sahib’s affairs is eventually begun as increasing pressure instigated by U.S. andU.N. human rights groups forces the authorities to act. Suddenly, without warning, you and Sahib arearrested for human rights violations. After a quick trial, you and Sahib are both sentenced to ten yearshard labor in a Sri Lankan prison. A government-backed consortium of local buyers takes over thecompany, and labor conditions slowly improve. Sahib is freed after two years when his family managesto bribe a high-ranking justice official. Eventually U.S. officials become involved in your case, and you arefreed after three years. Because of your refusal to sell to Sahib at cut-rate prices, Landon has pressuredthe U.S. to help you. He offers you a minor position with USHF back in the U.S., and having fewalternatives, you take it.
Handout V (Version 5)—Final ResultsDecision 1: (b) Shut down. Decision 2: (c) Recommend that the company sell to Sahib. Decision 3: (e)Quit and go to the government.As a result of your actions, an investigation into Sahib’s affairs is begun, but it progresses slowly, and noaction is taken by the government. One by one your family members are fired from the company andthey have tremendous difficulty in finding other employment. You and your spouse have lost face intheir eyes, and you and your spouse and children have been ostracized. Your role in the sale of thebusiness to Sahib at a cut rate price is public knowledge and you cannot find work either. All your oldcontacts will have nothing to do with you. You receive an angry phone call from Landon wanting toknow how you could have betrayed your employers and him. Having no one else to turn to, you have nochoice but to leave Sri Lanka in disgrace. Your spouse refuses to accompany you. You will try to startover elsewhere, alone. Eventually Sahib is forced out of the company by the government. A governmentbacked consortium of local buyers takes over the company and labor conditions slowly improve.
Handout V (Version 6)—Final ResultsDecision 1: (b) Shut down. Decision 2: (c) Recommend that the company sell to Sahib. Decision 3: (f)Protect your family by continuing to work.An investigation into Sahib’s affairs is begun, but it progresses slowly, and no action is taken by thegovernment until U.S. pressure eventually forces the authorities to act. Suddenly, without warning, youand Sahib are arrested for human rights violations. After a quick trial, you and Sahib are both sentencedto ten years hard labor in a Sri Lankan prison. Sahib is freed after two years when his family manages tobribe a high-ranking justice official. You try to involve U.S. officials in your case, but no one is particularlyinterested in helping you because your role in the sale of the business to Sahib at a cut-rate price wasmade public knowledge at the trial. Landon, in particular, made it plain that he will have nothing moreto do with you. A government-backed consortium of local buyers takes over the company and laborconditions slowly improve. Eventually you are freed, but your career is over.
Handout V (Version 7)—Final ResultsDecision 1: (b) Shut down. Decision 2: (d1), (d2) Keep going as planned and refuse to sell the company toSahib. Decision 3: (e) Quit and go to the government.A consortium of buyers headed up by Sook Whang, an old Asia hand and longtime friend of GeorgeLandon, approaches you about purchasing AHF. Whang indicates their desire to purchase the companyand keep it running in Sri Lanka. Although you would not be the new company’s manager, they wish toretain your services as a consultant, utilizing your business experience and extensive contacts. He statesthat he hopes he can look forward to working with you for a long time to come. Whang indicates hiswillingness to negotiate a fair price for the firm, as he recognizes the many benefits AHF, and you, havebrought to his country. Whang asks you to go ahead and resign from AHF so that you will have noconflict of interest, and states that he will negotiate the details of the deal with Mr. Landon. Whang goeson to say that he knows that Sahib and others have been troubling your efforts to manage AHF, and witha quiet smile Whang indicates that Sahib “will no longer be a problem”. You agree and send aresignation letter to USHF, including your estimate of the fair value of the company. Landon is pleasedwith the news, though not surprised, because he is the one who first contacted Whang about theopportunity, and the deal is quickly and easily done. USHF receives enough cash to satisfy theirstockholders with a small extra dividend and enough money to begin its next phase of technologicalimprovements. Without the high profit goals imposed by USHF, wages and employment levels return tonormal levels fairly quickly, and your status with your family has increased quite a bit.
Handout V (Version 8)—Final ResultsDecision 1: (b) Shut down. Decision 2: (d1), (d2) Keep going as planned and refuse to sell the company toSahib. Decision 3: (f) Protect your family by continuing to work.An investigation into Sahib’s affairs is eventually begun as increasing pressure instigated by U.S. andU.N. human rights groups forces the authorities to act. Suddenly, without warning, you and Sahib arearrested for human rights violations. After a quick trial, you and Sahib are both sentenced to ten yearshard labor in a Sri Lankan prison. A government-backed consortium of local buyers takes over thecompany, and labor conditions slowly improve. Sahib is freed after two years when his family managesto bribe a high-ranking justice official. Eventually, U.S. officials become involved in your case, and youare freed after three years. Because of your refusal to sell to Sahib at cut-rate prices, Landon haspressured the U.S. to help you. He offers you a minor position with USHF back in the U.S., and havingfew alternatives, you take it.
Practical Ethics Shareholder-Stakeholder Feedback FormName:1.What was the one most important point you learned from the case exercise?2.What aspect(s) of the case did you like? Why?3.What aspect(s) of the case did you not like? Why?4.How could the presentation format of the case be improved? (For instance, provide more classtime for discussion, or less, or working in groups, etc.)5.How much work experience have you had (years and type)?
2-1Copyright 2017 Pearson Education, Inc.NinthEdition
Chapter Learning Goals1. To understand the social responsibility of corporationstoward their various constituencies around the world,in particular their responsibilities toward humanrights2. To acknowledge the strategic role that ethics mustplay in global management and pro- vide guidance tomanagers to maintain ethical behavior amid thevarying standards and practices around the world3. To recognize the importance of managinginterdependence and include sustainability in theirlong-term plans2-2Copyright 2017 Pearson Education, Inc.
Opening Profile: The Bangladesh Disaster:Can Companies Outsource Responsibility? 2-3The strategic problem for retailers is finding low-wagecountries to produce, label, and ship goods on time.With low wages and terrible working conditions, to whatextent does factory oversight belong to multinationals orto local governments?Since the 2013 fire, 90 European firms and some U.S.retailers have pledged to oversee improvements inBangladesh and correct safety problems.Suppliers often subcontract manufacturing, furtherremoving production oversight.How should retailers balance their profitability againsttheir responsibilities in overseas contracting?Copyright 2017 Pearson Education, Inc.
Chapter Learning GoalsTo understand the socialresponsibility of corporationstowards their variousconstituencies around theworld, in particular theirresponsibilities towards humanrights2-4Copyright 2017 Pearson Education, Inc.
The Social Responsibility of MNC’sCSR DilemmaProfit isMNC’s onlygoal2-5Copyright 2017 Pearson Education, Inc.MNCs shouldanticipate andsolve socialneeds
MNC StakeholdersMNC StakeholdersHome ributorsStrategic AlliesCommunityEconomyGovernmentHostMNCSociety in GeneralGlobal interdependence/standard of livingGlobal environment and ecologySustainable resourcesPopulation’s standard of living2-6Copyright 2017 Pearson Education, rsStrategic AlliesSuppliersDistributors
Benefits of CSR Improved access to capitol Secured license to operate Revenue increase and cost and riskreduction Improved brand value and reputationwith customer attraction and retention Improved employee recruitment,motivation, and retention2-7Copyright 2017 Pearson Education, Inc.
Global Consensus of RegionalVariation Global Corporate Culture:An integration of the businessenvironments in which firms currentlyoperate The United States and Europe adoptstrikingly different positions that can betraced largely to history and culture.2-8Copyright 2017 Pearson Education, Inc.
Dealing with Confusion AboutCross-Cultural Dilemmas Engaging stakeholders (and sometimesNGOs) in a dialog Establishing principles and proceduresfor addressing difficult issues such aslabor standards for suppliers,environmental reporting, and humanrights Adjusting reward systems to reflect thecompany’s commitment to CSR2-9Copyright 2017 Pearson Education, Inc.
General Guidelines for Code of Moralityand Ethics in Individual calRelativism2-10 Addressing the need for a moralstandard that is accepted by all cultures Applying the morality used in homecountry—regardless of the hostcountry’s system of ethics Adopting the local moral code ofwhatever country in which a firm isoperatingCopyright 2017 Pearson Education, Inc.
Under the Lens:Nestlé Creates Shared Value Globally2-11Copyright 2017 Pearson Education, Inc.
International Codes of ConductThe Sweatshop Code of Conduct The Electronic Industry Code of Conduct(EICC) Social Accountability 8000 (SA 8000) Guidelines for MNCs developed by: International Chamber of CommerceOrganization for Economic Cooperation andDevelopment International Labor Organization United Nations Commission on TransnationalCorporations 2-12Copyright 2017 Pearson Education, Inc.
Comparative Management in Focus:Doing Business in China The attraction of doing business inChina: Cheap labor cost An expanding market A growing economy with growth inhigher skilled jobs and services Continuing concerns Uncertain legal environment Protecting IP2-13Copyright 2017 Pearson Education, Inc.
Comparative Management in Focus:Doing Business in ChinaHuman Rights and Freedomof Information Challenges Potentially rampant violationof workers’ rights Repression of free speech Difficulty monitoring andcorrecting human rightsviolationsHuman Rights and Freedomof Information Issues in China Wal-Mart Government limits on mediaand internet freedoms Google Microsoft Yahoo2-14Copyright 2017 Pearson Education, Inc.
Chapter Learning GoalsTo acknowledge the strategic rolethat ethics must play in globalmanagement and provideguidance to managers tomaintain ethical behavior amidthe varying standards andpractices around the world2-15Copyright 2017 Pearson Education, Inc.
Ethics in Global ManagementInternational BusinessEthicsThe business conductor morals of MNCs intheir relationship withindividuals andentities2-16Copyright 2017 Pearson Education, Inc.Ethics vary based on thecultural value system ineach country or society
HH3A Moral Philosophy of Cross-CulturalSocietal EthicsEXHIBIT 2-32-17A Moral Philosophy of Cross-Cultural Societal EthicsCopyright 2017 Pearson Education, Inc.
Slide 17HH3The text on this image may be difficult to read, even on a large projector screen. Consider enlarging this image.Heather Hetzler, 1/7/2013
Global Corruption Barometer:2014 Corruption Perception Index (CPI)—Selected Ranks2-18Copyright 2017 Pearson Education, Inc.
Chapter Learning GoalsTo recognize the importance ofmanaging interdependence andinclude sustainability in theirlong-term plans2-19Copyright 2017 Pearson Education, Inc.
Ethical Use of Technology Varied expectations about the use oftechnological devices/programs as they intersectwith people’s private lives EU Directive on Data Protection Googlemapping service Sony PlayStation Network2-20Copyright 2017 Pearson Education, Inc.
To Bribe or NOT to Bribe?Questionable Payments Paying mail carriers in Mexico to prevent themfrom “losing” mail Paying 100 to get a computer picked up from arainy dock Gift-giving to bond social ties2-21Copyright 2017 Pearson Education, Inc.
Managing the Corruption Foreign Corrupt Practices Act (FCPA) Organization for Economic Cooperationand Development convention on bribery2-22Copyright 2017 Pearson Education, Inc.
Three Tests of Ethical Corporate ActionsIs it legal?Does it work in the longrun?Can it be talked about?2-23Copyright 2017 Pearson Education, Inc.
Policies to Help MNCs to Confront ConcernsAbout Ethical Behavior and Social Responsibility Develop worldwide code of ethics. Build ethical policies into strategy development. Plan regular assessment of the company’s ethicalposture. If ethical problems cannot be resolved, withdrawfrom that market.2-24Copyright 2017 Pearson Education, Inc.
Under the Lens: Rolls-Royce Accused ofBribery Rolls-Royce has been accused of a multibillion-dollar bribery/kick-back scheme at Brazil’s statecontrolled oil producer. The British engineering company, which makesgas turbines for oil platforms, paid bribes inexchange for a 100m contract Rolls-Royce is the latest foreign company allegedto be involved in the scandal, which threatensBrazil’s government2-25Copyright 2017 Pearson Education, Inc.
Steps to an Ethical DecisionConsult the International Codes of Conduct for MNEsConsult the company’s code of ethics and established normsConsult the laws of both the home and the host countriesWeigh shareholders rightsFollow your own conscience and moral code.2-26Copyright 2017 Pearson Education, Inc.
The Process for Companies to Combat Corruptionand to Minimize the Risk of Prosecution Having a global compliance system which shows thatemployees have understood, and signed off on, the legalobligations regarding bribery and corruption in thecountrie
Solutions Manual for International Management Managing Across Borders and Cultures Text and Cases 9th Edition by Deresky IBSN 9780134376042 . aging-across-borders-and-cultures
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Hotell För hotell anges de tre klasserna A/B, C och D. Det betyder att den "normala" standarden C är acceptabel men att motiven för en högre standard är starka. Ljudklass C motsvarar de tidigare normkraven för hotell, ljudklass A/B motsvarar kraven för moderna hotell med hög standard och ljudklass D kan användas vid
LÄS NOGGRANT FÖLJANDE VILLKOR FÖR APPLE DEVELOPER PROGRAM LICENCE . Apple Developer Program License Agreement Syfte Du vill använda Apple-mjukvara (enligt definitionen nedan) för att utveckla en eller flera Applikationer (enligt definitionen nedan) för Apple-märkta produkter. . Applikationer som utvecklas för iOS-produkter, Apple .
och krav. Maskinerna skriver ut upp till fyra tum breda etiketter med direkt termoteknik och termotransferteknik och är lämpliga för en lång rad användningsområden på vertikala marknader. TD-seriens professionella etikettskrivare för . skrivbordet. Brothers nya avancerade 4-tums etikettskrivare för skrivbordet är effektiva och enkla att
Den kanadensiska språkvetaren Jim Cummins har visat i sin forskning från år 1979 att det kan ta 1 till 3 år för att lära sig ett vardagsspråk och mellan 5 till 7 år för att behärska ett akademiskt språk.4 Han införde två begrepp för att beskriva elevernas språkliga kompetens: BI
**Godkänd av MAN för upp till 120 000 km och Mercedes Benz, Volvo och Renault för upp till 100 000 km i enlighet med deras specifikationer. Faktiskt oljebyte beror på motortyp, körförhållanden, servicehistorik, OBD och bränslekvalitet. Se alltid tillverkarens instruktionsbok. Art.Nr. 159CAC Art.Nr. 159CAA Art.Nr. 159CAB Art.Nr. 217B1B
