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Running head: EMPLOYMENT ISSUES 1 Employment Issues Group 5: Hadiya Nickerson, Ramos Fanor, Justin Jones, Edward Leonard, and Miao Liu University of Maryland Global Campus
EMPLOYMENT ISSUES 2 Introduction New Brand Design, Inc. (NBD), a subsidiary of Colossal Corporation who is incorporated in Delaware, but maintains a subsidiary and conducts business in Serafini, is experiencing internal employment issues. Two Serafini executives, Elena and Viktor, recently discovered their salaries were much lower and their benefit packages were not as comprehensive as the other board members with equal qualifications and because of that, threatened lawsuits. Operations in the United States decided to fire Elena and Viktor and replace them with Michael and Beth on a five-year contract, but the Serafini government is not granting them work permits, Elena and Viktor have not yet been terminated. Even though Serafini is not a democracy and has no equal pay laws, the CEO wants to know what to do ethically and legally to resolve these issues. This report will cover the potential cross-cultural differences with the Eastern European executives, ethical business decision-making, U.S. laws and rights of all involved, and Serafini laws and rights of all involved. Cross-Cultural Concerns Understanding cultural differences is crucial when making business decisions. Culture can affect different aspects of a business and impacts values, priorities, and decisions of employees in the workplace. Culture is defined as “the beliefs, values, mid-sets and practices of a group of people” (UMGC, 2020) who are not born with it, but instead, born into it. These are learned perceptions of right and wrong, good and bad, ugly and beautiful that people with different backgrounds, faiths, education, families, and outlooks teach to others. As we are in the process of learning these things, sometimes we can tend to perceive our culture as the standard in comparison with other cultures around the globe. Expectations are placed upon others to perform or behave as we do, even for some of the same reasons we do them. This way of
EMPLOYMENT ISSUES 3 thinking may drive a cross-cultural business to fail, therefore a cultural mind reorientation must take place while staying true to your own individual culture. To understand culture, the recognition of right or wrong cannot exist and going “beyond the list of do’s and don’ts to understand what makes people tick and how, as a group, they have been influenced over time by historical, political or social issues” (UMGC, 2020) is the important key factor needed. Cultures are not static and are constantly changing so generalizations about nationalities or subcultures may be outdated. Generalizations may be helpful, however, in certain situations such as interviewing for a position overseas. Eastern Europeans, for example tend to look for candidates with a strong hierarchical leadership style and when communicating, they place a strong focus on non-verbal cues. Often verbal messages are indirect and cannot be understood without

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