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Culture, sentiment, prosperity, and beliefs across countries

Nicaragua wants to export banana to USA that are genetically modified (GM). However, USA want Nicaragua to produce non-GM bananas as GM products do not align with the idea of organic and sustainable cultural mindset of the US citizens. However, that is not very profitable for Nicaragua as these Non-GM bananas are less resistant to pests and are more costly to produce. Thus, the USA does not want to trade bananas with Nicaragua. When this issue is brought in front of the WTO, the WTO decided that US domestic policy is not aligning with global efficiency. Please discuss your thoughts regarding the issue. When discussing, please mention the following.

Do you support the WTO’s decision or not? Why do you support it or not?

Do you think efficiency from free trade is more important OR less important than culture, sentiment, prosperity, and beliefs across countries?

Note: Please complete your answer based on your reading and understanding of the video based on the link below. You can cite outside materials, but they should not be the only base for your answer.

https://www.coursehero.com/study-guides/wmopen-introductiontobusiness/global-trade-agreements-and-organizations/

Sample Solution

There are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model
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