Kingdom of Saudi

‫المملكة العربية السعودية‬

Arabia
‫وزارة التعليم‬
Ministry of Education
‫الجامعة السعودية اإللكترونية‬
Saudi Electronic

University

College of Administrative and Financial Sciences

Assignment 2

(Critical Thinking)

Principles of Management (MGT 490)

Due Date: 03/08/2023 @ 23:59

Course Name: Principles of Management Student’s Name:

Course Code: MGT490 Student’s ID Number:

Semester: Summer Term CRN:

Academic Year:2022-23

For Instructor’s Use only

Instructor’s Name: Dr XXXXXXXXXXX

Students’ Grade: 00 /30 Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY

  The Assignment must be submitted on Blackboard (WORD format only) via

allocated folder.

 Assignments submitted through email will not be accepted.

 Students are advised to make their work clear and well presented, marks may be

reduced for poor presentation. This includes filling your information on the cover

page.

 Students must mention question number clearly in their answer.

 Late submission will NOT be accepted.

 Avoid plagiarism, the work should be in your own words, copying from students

or other resources without proper referencing will result in ZERO marks. No

exceptions.

 All answered must be typed using Times New Roman (size 12, double-spaced)

font. No pictures containing text will be accepted and will be considered

plagiarism).

 Submissions without this cover page will NOT be accepted.

An overview about Assignment submission Time & grades:

Type of Assignment Posting date Due date Grades Grace

 period*

Critical thinking Week 3 End of Week 3 30 3 days

ASAP 3/8/2023

* Grace Period: with an accepted excuse (accepted by instructor) with a deduction of

10% for late submission.

Learning Outcomes:

 CLO1. State the concept of management functions, roles, skills of a manager,

and the different theories of management.

 CLO2. Describe the current trends and challenges in global business

management

 CLO3. Develop information technology skills for fast & effective means of

communication to address business issues.

 CLO 4: Employ knowledge and techniques of strategic planning, problem-

solving, decision-making, and change management.

 CLO 5: Use management function effectively on teamwork activities, and

skills to create a developmental plan.

Section 1: Case study

Please read the case “Motivation Challenges in the Fast-Food World” and answer the

questions that follows. This case is derived from the textbook/e-textbook

“Management: A Practical Introduction” by Angelo Kinicki.

 ________________________________________

Motivation Challenges in the Fast-Food World

Fast-food jobs—frying potatoes and flipping burgers in hot, cramped spaces for troves of

impatient customers— are generally viewed as temporary gigs filled primarily by

teenagers wanting extra spending money. In turn, fast-food companies needn’t worry

about paying living wages, making work meaningful, or providing opportunities for

growth because workers won’t stick around long enough for these things to matter. This

was true as recently as the 1980s, when the majority of fast-food workers were teenagers.

But today, 75 percent of workers are at least 20 years old, and one-third have their own

children. Industry employees now describe “unbearable” work environments that include

low pay, harsh physical and emotional conditions, and rapidly changing technology,

combined with insufficient staff levels and training. Evidence suggests the fast-food

industry hasn’t done much to change its approach to motivating workers, despite its

changing landscape and consistent revenue growth in the last 15 years.

A DAY IN THE LIFE OF A FAST-FOOD WORKER

There are four key reasons fast-food work doesn’t motivate employees. First, these jobs

are designed with few motivating characteristics, with one study describing them as

“low-skilled, alienating, standardized, and highly routinized.” Some tasks are so

repetitive that restaurants are exploring whether robots can do them. There are also few

opportunities for advancement. Data indicate about 90 percent of fast-food workers

occupy front- line jobs (cook, cashier), with most of the remaining 10 percent in low-

level supervisory positions. Only 2 percent of fast-food jobs are upper-level managerial,
professional, or technical roles, compared with 31 percent of the jobs in the United

States. One former fast-food worker says, “I spent four years working at McDonald’s . . .

I never advanced up the rungs, never was a manager, never achieved anything of

significance in my time there.” Industry spokespersons tout opportunities for hard-

working employees to become top managers and even franchisees, but most workers’

lifetime earnings would barely cover the $750,000+ required to open a franchise.

Second, fast-food workers perceive strong pay inequity. Most earn minimum wage, and

restaurants keep the majority of their workforce part-time to avoid paying benefits. Over

half of fast-food workers rely on some form of governmental assistance, and many earn

extra hours by splitting their time across multiple restaurants. Terrence Wise told a

reporter about the intricate bus-hopping route he’d devised to travel between his jobs at a

Burger King and a McDonald’s in Kansas City, adding that he was sometimes lucky

enough to get two 8-hour shifts in a single day. Wise still earned $8 per hour after 11

years with Burger King. U.S. fast-food workers earn an average hourly wage of $9.09,

meaning that even 40 hours a week wouldn’t put a family of three above the poverty line.

While fast-food CEOs have earned increasingly higher pay over the years, employees’

wages have remained stagnant. Recently, workers at restaurants including Papa John’s,

McDonald’s, Jimmy John’s, Chipotle, Taco Bell, and Carl’s Jr. have filed wage-theft

suits. These suits allege that employers intentionally underpaid them by failing to pay

overtime, taking illegal deductions, forcing people to work off the clock, or paying

below-minimum wages.

Third, people often mistreat fast-food employees. According to one former worker,

“Customers always wait in the wings, ready to scream, throw drinks and use racial slurs
over a lack of ketchup.” A Starbucks’ barista described her job as “incredibly tiresome”

because “we’re getting screamed at by customers for not being fast enough, so we try to

go fast, and we mess up the money, or we mess up the drinks, and then we get yelled at

for messing up the money and messing up the drinks.” Shantel Walker, a 30+ year Papa

John’s veteran, said “customers . . . don’t see the retaliatory measures happening behind

that counter . . . they don’t see your hours getting cut and cut. They don’t see your boss

talking to you like you’re worthless.”

Fourth, high-pressure fast-food environments present physical safety hazards for workers.

In 2015, employees filed federal complaints against McDonald’s for unsafe work

environments, saying understaffing meant employees were pressured to cook food too

quickly and without adequate time to mop up messes or to allow fryers to cool before

changing oil. The employees said this led to falls and burn injuries and that restaurants

didn’t provide even basic first-aid supplies, often instructing them to treat burns with

condiments.

INDUSTRY OUTCOMES

Employees and organizations in this industry have experienced two key outcomes. First,

workers suffer stress-related health problems. Studies show fast-food workers experience

more stress than others in equally demanding careers because of their jobs’ characteristic

absence of both job security and control. Further, the emotional labour of constantly

pretending to be happy and engaged with customers, regardless of what’s happening

behind the counter, leads to job dissatisfaction, burnout, and even substance abuse. One

long-time worker says she uses illicit drugs to decrease the stress she experiences from
the “fake feelings” she has to exhibit on the job. National surveys indicate over 17

percent of food service workers use illegal substances.

Second, the industry is facing record-high turnover rates. Recent data indicate a 150

percent turnover rate in fast food—the highest ever recorded in the industry’s history.

Some blame restaurants’ rapid introductions of new technologies (delivery services, self-

ordering kiosks, mobile ordering). Adapting to new technologies takes time, and many

restaurants aren’t providing the necessary training resources to ensure workers feel they

can use the tools proficiently. McDonald’s CEO Steve Easterbrook said, “It’s going to

get increasingly challenging to attract the talent you want into your business . . . and then

you’ve got to work really hard through training and development to retain them.”

SMALL IMPROVEMENTS

Recent grassroots campaigns and non-profits such as Fight for $15 and Fast-Food Justice

have had at least small positive impacts on the industry. For example, although fast-food

workers still can’t unionize, new laws in cities like San Francisco, Seattle, and New York

are helping workers organize, and some cities have enacted wage protections and

scheduling requirements to give employees more job stability and predictability. New

York City Comptroller Scott Stringer sees the improvements as part of a larger

movement of “economic justice” that he hopes will spread to fast-food organizations

across the country.

Questions

1) What is the underlying problem in this case from the fast-food industry’s

perspective? (3 marks)
 2) What are the causes of this problem? (3 marks)

3) What would Herzberg’s theory say about hygiene and motivating factors present

in fast-food industry jobs? (3 marks)

4) What are the major motivation issues at play in the fast-food industry according to

the major needs-based theories of motivation (Maslow’s hierarchy, McClelland’s

acquired needs). (3 marks)

Section 2. Discussion questions

Please discuss the following independent questions (Max 250 words for every

question).

1) “SWOT Analysis is considered to be an important framework for analyzing an

organization's strengths, weaknesses, opportunities, and threats.” In light of this

statement, perform a SWOT analysis on any one organization of your choice. (3

Marks)

2) “Decision-making process in an organization is critical to the success and failure

of an organization”. In light of this statement, discuss with the help of suitable

examples how a decision-making process takes place in a business organization. (3

Marks)

3) Explain why managers need to align organizational culture, structure, and HR

practices to support strategy. (3 Marks)

4) Discuss ways managers can help employees overcome fear of change. Give

examples. (3 Marks)
 5) Identify trends in workplace diversity that managers should be aware of. Give

examples. (3 Marks)

6) Discuss how artificial intelligence is used, nowadays, in decision-making. Give

examples (3 Marks)

Notes.

1. The questions in section 2 are independent.

2. The answer should not be limited to Yes/No. There must be a proper explanation

and reason/s for your answer.

3. Support your submission with course material concepts, principles, and theories

from the textbook and at least Six scholarly, peer-reviewed journal articles.

4. References required in the assignment. Use APA style for writing references.
Answers:

Section 1

1) What is the underlying problem in this case from the fast-food industry’s

perspective? (3 marks)

From the standpoint of the fast food sector, the issue here is the absence of viable

methods for inspiring workers to do their best.Fast-food jobs are facing several

challenges that contribute to low levels of motivation among employees, leading to

various negative outcomes such as high turnover rates, stress-related health problems,

and decreased job satisfaction.

Because of these problems, the workplace has become increasingly stressful, leading to

illnesses like burnout and high turnover rates, which may be very expensive for

businesses. In order to boost worker happiness, loyalty, and productivity, the industry

must address these driving factors. The fast food sector has motivation problems due to a

number of causes. These include low pay, high stress levels, low job security, low control

over one's work environment, and physical and emotional abuse from customers.

The fast food company blames the rising rates of stress-related illnesses and

unprecedented levels of job turnover on a general lack of enthusiasm among its

workforce. Issues including low compensation, little opportunities for advancement, a

wide pay gap, rude customers, and threats to employees' physical safety all contribute to a

dismal employee engagement rate in the fast food industry.

The combination of these challenges creates an environment where fast-food workers

face significant barriers to motivation and job satisfaction. As a result, the industry

experiences high turnover rates, stress-related health issues, and difficulties in attracting

and retaining talented employees. Fast-food companies need to address these underlying

motivational issues by implementing strategies that recognize and fulfill employees'

needs, provide opportunities for growth and advancement, and create a supportive and

respectful work environment.

2) What are the causes of this problem? (3 marks)

There are several causes of this critical problem that made it occur frequently.

Knowing and studying these causes are important to confront this type of problem.

 Poor Working Conditions: Fast-food restaurants often face understaffing

issues, which increase the workload and pressure on existing employees.

Harsh physical and emotional conditions, coupled with rapidly changing

technology, can create an overwhelming and stressful work environment.

 Lack of Training and Support: The introduction of new technologies and

processes without proper training and support can leave employees feeling ill-

equipped to handle their roles effectively. This can cause frustration and

reduce their confidence in their ability to perform their duties.

  Poor Working Conditions: Fast-food restaurants often face understaffing

issues, which increase the workload and pressure on existing employees.

Harsh physical and emotional conditions, coupled with rapidly changing

technology, can create an overwhelming and stressful work environment.

 The absence of Job securityFast food workers report higher levels of anxiety

than those in similarly demanding professions because of inadequate

workplace supervision and safety.

 Inequity in Paying among employees: Many fast food workers are paid less

than the federal minimum wage, and the majority of employees are kept in

part-time positions so that their employers can save money on benefits by not

having to provide them. The effect is a sense of wage inequality among

workers. they feel disrespected and underpaid for their work.

 Several of safety Risks: Workers' physical safety is jeopardized in the high-

pressure fast-food industry, including burns and falls. Employees have

reported worries about unsafe working conditions, a lack of people, and a lack

of basic first-aid supplies.

3) What would Herzberg’s theory say about hygiene and motivating factors present

in fast-food industry jobs? (3 marks)

Job satisfaction and unhappiness, according to Herzberg's Two-Factor Theory

(sometimes called the Motivation-Hygiene Theory) are both affected by their own unique

combination of workplace elements. (Thant et al, 2021) . According to this theory, there

are two categories of factors: hygiene factors and motivating factors.

Hygiene In the fast-food industry, hygiene factors include the level of

factors compensation for jobs, such as cashier or kitchen staff, as well as the

adequacy of benefits such as health insurance and vacation time. If

employees feel their compensation is inadequate or unfair, it can lead to

job dissatisfaction. Additionally, the physical working environment,

including cleanliness, safety measures, and the availability of proper

equipment, is crucial in fast-food jobs. Poor working conditions can lead

to discontent among employees, affecting their overall job satisfaction.

Job security concerns are significant in the fast-food industry, where

turnover rates can be high. Employees in fast-food jobs may worry about

the stability of their positions, and this fear can contribute to

dissatisfaction.

Motivatin Motivating Factors: In the fast-food industry, motivating factors include

g factors recognizing and rewarding employees for their achievements. For

instance, praising kitchen staff for maintaining quality standards or

commending front-line staff for providing excellent customer service can

boost their motivation. Additionally, providing advancement

opportunities within the organization for employees in fast-food jobs can

inspire them to perform at their best and enhance their job satisfaction.

Giving employees in fast-food industry jobs more responsibility and

challenging tasks can increase their sense of ownership and motivation.

 4) What are the major motivation issues at play in the fast-food industry according to

the major needs-based theories of motivation (Maslow’s hierarchy, McClelland’s

acquired needs). (3 marks)

Maslow's Maslow's Hierarchy of Needs: Maslow's theory proposes that individuals are

theory of motivated by a hierarchy of needs, with basic physiological needs at the bottom

needs and higher-level psychological needs at the top (Omid et al, 2018). In the fast-

hierarchy food industry, the following needs are relevant:

 Safety Needs: Employees seek a safe and stable work environment. In the

fast-food industry, concerns related to workplace safety, job security, and

protection from potential hazards are crucial. Providing proper training,

safety measures, and a clear career path can address this need.

 Social Needs: Fast-food workers may value social connections with their

colleagues and supervisors. Creating a positive and supportive work

culture, fostering teamwork, and encouraging open communication can

fulfill social needs and increase motivation.

 Self-Actualization: This level refers to the desire for personal growth,

fulfilling one's potential, and achieving meaningful goals. Encouraging

employees to take on additional responsibilities, offering training and

development opportunities, and providing a sense of purpose in their roles

can cater to self-actualization needs.

 .

McClelland's McClelland proposed three primary needs that drive individuals (Rybnicek et al,

acquired 2019). These needs are, affiliation, achievement, and power. In the fast-food

needs theory industry:

 Affiliation: Certain employees prioritize building positive relationships

and being part of a supportive team. Encouraging teamwork, providing

opportunities for social interactions, and fostering a sense of belonging

can fulfill the affiliation needs of employees.

 Achievement: Some employees may be motivated by a need for

achievement, seeking to excel in their roles and contribute to the success

of the restaurant. Offering performance-based incentives, setting

challenging but attainable goals, and recognizing accomplishments can

motivate such individuals.

 Power: Some individuals may be motivated by a need for power, aspiring

to influence others and make significant decisions. Allowing employees to

take on leadership roles, empowering them to contribute ideas, and

involving them in decision-making processes can address power-related

motivations.

.
Section 2

Please discuss the following independent questions (Max 250 words for every

question).

1) “SWOT Analysis is considered to be an important framework for analyzing an

organization's strengths, weaknesses, opportunities, and threats.” In light of this

statement, perform a SWOT analysis on any one organization of your choice. (3

Marks)

(HP)

Strengths Opportunities

Strong Brand Reputation: HP is a well- Growth in Cloud Services: The shift

established and recognized brand in the towards cloud computing presents an

technology industry, known for its opportunity for HP to expand its

quality products and innovative offerings in cloud-based services and

solutions. solutions.

Diverse Product Portfolio: HP offers a IoT and Edge Computing: The Internet of

wide range of products, including laptops, Things (IoT) and edge computing present

desktops, printers, and other hardware, opportunities for HP to develop new

catering to various consumer and business products and services for connected

needs. devices and smart infrastructure.

Global Presence: HP has a significant Expansion in Emerging Markets: HP can

global presence with operations in focus on expanding its presence in

multiple countries, allowing it to access emerging markets where there is a

diverse markets and customer segments. growing demand for technology products.

Weaknesses Threats

Declining PC Market: The PC market Intense Competition: HP faces fierce

has been facing challenges due to the competition from other major technology

rise of mobile devices, impacting HP's companies, as well as emerging players,

traditional PC sales. which can impact market share and

profitability.
Dependency on Printing: HP's heavy

reliance on its printing business exposes it Economic Uncertainty: Economic

to risks associated with declining demand downturns or fluctuations can affect

for print-related products in the digital consumer and business spending on

age. technology products.

Pricing Pressure: The highly competitive Rapid Technological Changes: The fast-

technology industry puts pressure on paced nature of the technology industry

pricing, potentially impacting HP's profit poses a threat to HP, requiring constant

margins. innovation and adaptability.

2) “Decision-making process in an organization is critical to the success and failure

of an organization”. In light of this statement, discuss with the help of suitable

examples how a decision-making process takes place in a business organization. (3

Marks)

There are several main processes including in the decision-making process takes

place in a business organization (Yang et al, 2017). This process can be discussed

in the below table:

 Finding the issue or The first step in making a decision is to recognise the

solution problem or possibility that needs to be addressed. If a

company sees a drop in sales and revenue, for

instance, it may investigate the cause so that it might

provide a remedy.

 Collecting Data The next step, when the issue or chance has been

recognised, is to gather pertinent data. Research, data

analysis, and input from relevant parties may all be

required. For instance, a business may conduct market

research to learn more about its target audience's tastes

and buying habits.

 Evaluating After identifying a problem or opportunity, decision-

 alternatives decisions makers evaluate potential responses by considering a

number of alternatives.

 Taking charge and After settling on a course of action, it's time to see it

acting on choices through. A plan, resource allocation, and stakeholder

communication may all be required to accomplish

this. For instance, a business might design a marketing

plan to implement the previously discussed marketing

strategy.

 Keeping an eye on Decision-makers then track and evaluate how well

things and seeing their choice is working out in practise. It could also

how they turn out involve studying the feedback and making any

necessary adjustments based on the findings. To gauge

the success of a marketing push, a corporation can, for

instance, keep tabs on sales and revenue.

3) Explain why managers need to align organizational culture, structure, and HR

practices to support strategy. (3 Marks)

The success of a company depends on its ability to align its culture, structure, and human

resources practises with its strategy. It has the potential to encourage uniformity,

productivity, innovation, teamwork, and acceptance of change. Managers need to be

proactive and purposeful in bringing these elements together to ensure the company's

success.

 To ensure improving employee engagement: When an organization's culture,

structure, and HR policies are all in sync to support the strategy, workers are more

likely to be happy about their work and driven to meet organisational goals. As a

result, productivity rises, employee turnover drops, and the company benefits.

 To align to organizational culture: The success of an organisation depends on a

framework and human resource policies and procedures that underpin its strategy.

It has the potential to boost consistency, productivity, innovation, enthusiasm for

change, and acceptance of transformation. In order to ensure that the organisation

achieves its strategic goals and objectives, managers must be vigilant and

proactive in aligning these components.

 To back the transition with sufficient help: Adjusting a company's strategy may

be aided by bringing the organization's culture, structure, and HR policies into

harmony with one another. To become a more innovative company, for instance,

aligning HR procedures to encourage innovation creation and training can help.

(Steven et al, 2019).

4) Discuss ways managers can help employees overcome fear of change. Give

examples. (3 Marks)

To assist employees in overcoming their fear of change, a mix of clear

communication, support, and empathy is required. You can assist your team members
accept new challenges and thrive in times of transition by providing the necessary

resources and cultivating a good, collaborative culture.

 Managers have to address employees’ concerns: Employees could be concerned

about how organisational changes would influence their day-to-day

responsibilities, the amount of work they have to do, and their relationships with

coworkers and superiors. It is of the utmost significance to promptly detect and

resolve problems of this nature as soon as they are discovered. Establish a setting

in which individuals do not fear reprisal for speaking their minds, and when issues

do materialise, collaborate with staff members to come up with answers that are to

everyone's advantage.

 Manager have to Lead by example: As the manager, it is up to you to determine

the approach that will be taken by your team in dealing with change. If you can

show your team members that you are enthusiastic about new ideas, they are more

inclined to follow your lead. Demonstrate a growth attitude by demonstrating that

you are open to receiving feedback and recommendations and that you are willing

to adjust to new circumstances.

 Manager have to reward successes: Staff workers who are able to successfully

integrate new procedures or policies ought to be recognised and commended for

their efforts. As a consequence of this, one may experience increased certainty

and cultivate a more constructive attitude toward the process of transformation. It

is important to let employees know that their hard work is appreciated, and one
 way to do this is to recognise them in public settings, such as during team

meetings and in company publications.

5) Identify trends in workplace diversity that managers should be aware of. Give

examples. (3 Marks)

Workplace diversity is a critical aspect of modern organizations, and managers need to be

aware of emerging trends to foster an inclusive and equitable work environment

(Urbancova et al, 2016). Several key trends have emerged in recent years:

1. Intersectionality: Managers should recognize that employees have multiple

dimensions of diversity that intersect and interact, such as race, gender, ethnicity,

religion, sexual orientation, and disability. For example, an employee may face

unique challenges as a woman of color, which requires a nuanced approach to

support and development.

2. Generational Diversity: Workers come from a wide spectrum of generations,

including the Boomers, Xers, Millenials, and Zers respectively. One generation's

points of view, work habits, and expectations are not going to be the same as

those of the next generation.Managers should encourage intergenerational

collaboration and tailor strategies to meet diverse generational needs.

3. Inclusive Leadership: Organizations are recognizing the significance of inclusive

leadership. Managers should lead by example, actively seeking diverse

perspectives, and creating an environment where all voices are heard and valued.
 They should champion diversity initiatives and hold themselves accountable for

progress.

4. Gender Equity: Striving for gender balance in leadership positions and closing

the gender pay gap remains a key focus. Managers should proactively promote

women's representation in leadership roles and implement fair compensation

policies.

5. Help for Your Mental Health: Managers need to be aware of the impact of

mental health on workplace performance and well-being. Organizations should

offer resources and create a stigma-free environment for employees seeking

support.

6) Discuss how artificial intelligence is used, nowadays, in decision-making. Give

examples (3 Marks)

AI is rapidly being applied in decision-making processes across several sectors. While

there are hazards associated with depending too much on artificial intelligence for

decision-making, the technology has enormous potential for supporting businesses in

making more intelligent decisions based on data-driven insights. AI is utilized in a variety

of applications, including:

 Supply chain management: AI may be used in supply chain management

decision-making processes to evaluate data about shipping routes, inventory

levels, and demand trends and generate predictions about ideal supply chain

configurations. AI systems, for example, may evaluate shipping data to

 determine the most effective shipping routes and delivery dates, allowing

businesses to enhance their supply chain operations.

 Sales: AI technologies enable sales people to make data-driven decisions,

optimize their plans, and improve their sales success. AI-powered predictive

sales analytics assist sales teams in properly forecasting, identifying trends,

and optimizing sales methods to generate revenue growth.

 Marketing: AI may be used in marketing decision-making processes to

analyze customer data and predict consumer behavior. For example, we might

use AI algorithms to analyze consumer purchase history as well as online

behavior to find patterns that indicate a given product or service is likely to

appeal to a specific set of customers, allowing marketers to target their

advertising more successfully.

References

Omid et al. (2018). Maslow's Hierarchy of Needs. 2(1), 1-12. Retrieved 2018, from

https://www.proquest.com/openview/064449085a557cc2456df8989345f7e8/1?

pq-origsite=gscholar&cbl=39801

Rybnicek et al. (2019). McClelland’s need theory. 3(1), 5-20. Retrieved 2019, from

https://link.springer.com/article/10.1007/s11846-017-0252-1

Steven et al. (2019). Employee engagement. 2-12. Retrieved 2019, from

https://www.jstor.org/stable/48516231

Thant et al. (2021). Determinants of Public Employee Job Satisfaction in Myanmar:

Focus on Herzberg’s Two Factor Theory. 157–175. Retrieved 2021, from

 https://link.springer.com/article/10.1007/s11115-020-00481-6

Urbancova et al. (2016). Diversity in the Workplace. Acta Universitatis Agriculturae et

Silviculturae Mendelianae , 4(3), 1083-1092. Retrieved 2016, from

https://www.researchgate.net/publication/304813364_Diversity_Management_in_

the_Workplace

Yang et al. (2017). Entrepreneurial marketing of international high-tech business-to-

business new ventures: A decision-making process perspective. Industrial

Marketing Management, 147-160. Retrieved 2017, from

https://www.sciencedirect.com/science/article/abs/pii/S0019850117300767