As explained in the opening to this assignment, culture is an integral element of international business studies. Indeed, as you recall, materials in Module I highlights the importance of understanding culture, politics, and economics if one aims to understand the global business environment. Consequently, Module $2$ focuses on the issue of culture, Module $3$ looks at issues of politics and law, and Module $4$ evaluates the idea of economics.

Now, with respect to the issue of culture, within the context of Hofstede$$s Cultural Dimensions Theory, it$$s time for a scenario role$-$play question.

Imagine yourself heading to Country Omega, as a home country expatriate from a large multinational corporation that is headquartered in Country Alpha, to tour the local operation. You're curious about assessing innovations that local executives have been used to improve big date management. This is$,$ might I add, your first time visiting Country Omega.

Soon after arrival, you find yourself in the challenging social situation of the welcome reception, where you are the stranger in a strange land.

Quickly, as conversations go back and forth, you realize that the local staff believes strongly in the advantages provided by centralized decision$-$making within the context of a complex organizational structure.

By the way, one other person quickly notes that they don't believe that supervisors and employees should have equal say in the decision process$--$as he says, bosses say jump, employees ask how high.

Immediately, you are concerned with making that critical first impression a positive one, as well as improving the effectiveness of communication with your new associates.

Doing so$,$ based upon your understanding of Hofstede$$s Cultural Dimensions Theory calls upon you to avoid advocating the importance of $\_\_\_\_\_\_\_\_\_$ and $\_\_\_\_\_\_\_\_\_$ as you chat with the local staff.

Group of answer choices

excluding folks people on the factory floor about possible innovations

achieving success through negotiations, collaboration and input from all levels

ensuring a gap between executive and worker compensation

arguing that workplace flexibility and worklife balance are vital to superior performance