points$[$GLO$2$A$]$ A U$.$S$.-$based company would like to capitalize on a recent acquisition of a product and expand sales to Mexico. A U$.$S$.$ manager is in charge of a small sales office in Mexico City, and this department has been under$-$performing compared to U$.$S$.$ projections. The manager has called a meeting to attempt to understand the issues and address them by launching a sales incentive plan.Before the meeting, the office manager reviews Hostede's cultural dimensions for both the U$.$S$.$ and Mexico by looking at the following chart.PowerDistanceIndividualismMasculinityUncertaintyAvoidancePragmatismIndulgenceUnited StatesMexicoNote: The above mini$-$case statement and chart applies to the below question and the question to follow. The statement and chart will be repeated exactly as is above for the next question.Based on the Hofstede dimension for Power Distance, what types of actions or behaviors would the manager expect from the Mexican sales reps in response to his$/$her position as their leader? $($Select the best answer from the options provided below.$)$With a Power Distance score twice as high as the U$.$S$.,$ Mexico is a more hierarchical society. The sales reps are unlikely to object to the manager's proposed sales incentive plan.With a score of $81,$ Mexico is not a hierarchical society. The sales reps would expect to have a voice in developing the sales incentive plan for the product.With a score of $81,$ Mexico is a hierarchical society. The sales reps would expect the manager to defer to their advice in developing the sales incentive plan for the product.With a score of $40,$ the U$.$S$.$ is a less hierarchical society than Mexico. The sales reps would see the manager as having the authority to institute a sales incentive plan, and they would defer to the manager on such matters.Next