BUSI 682 Week 5 Group DB Forum 3: Parts 1 and 2 Example

Reviewed by Thomas Kerrigan, MBA, CPA · Liberty University · Updated

This BUSI 682 Week 5 sample reproduces Group Discussion Board Forum 3 from the Monday reservation through a Part 2 thread of about 490 words on designing leadership practices for a global project. In the reserved case, a project manager at the headquarters of a composite European maker of industrial pumps must roll out one ordering system across seven country subsidiaries whose managers do not report to her, and three of them are quietly stalling. The thread argues that she relied on a single influence tactic, pressure through headquarters, and should have built a mix fitted to each country, drawing on research into influence tactics and on Project GLOBE's findings about which leader attributes are endorsed everywhere and which vary by culture. Liberty University BUSI 682 assigns the full MBA forum 50 points after Part 3.

CourseBUSI 682 Global Project Management (BUSI682)
Module/Week5
AssignmentGroup DB Forum 3: Parts 1 and 2
Paper typeDiscussion thread
Lengthabout 498 words (thread and replies). Course guide: a substantial, thoughtful and critical thread on the case reserved in Part 1, posted by Friday of Module/Week 5; at least two replies to group members follow in Module/Week 6, and the forum is graded after Part 3
FormatAPA 7 citations and reference list
Points50
SchoolLiberty University Online
ProgramMBA
Where it sitsModule/Week 5 in Liberty's published BUSI 682 course guide; current sections can differ
UpdatedOctober 2026

Free sample paper for BUSI 682 Week 5

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Group Discussion Board Forum 3: Parts 1 and 2 (Topic and Thread)

BUSI 682 Global Project Management, Group Discussion Board Forum 3: Parts 1 and 2 (topic reservation and thread)

Thread by [Student Name]

The reserved case and its company are composites standing in for the course's own project management case; the textbook and research cited are real, and the requirements follow Liberty's public course guide for BUSI 682.

Part 1: Topic Reservation

I am reserving the case of the ordering-system rollout across seven country subsidiaries.

Part 2: Thread

Why this part earns its pointsThe diagnosis is stated as a design flaw in the leader's approach, which makes it something a reader can fix.
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In the case, Elena, a project manager at the Rotterdam headquarters of a composite maker of industrial pumps, is asked to replace seven country ordering systems with one by the end of the year. The country managers in Spain, Germany, Poland, Turkey, India, Brazil and the United States run profit centers and do not report to her. Four adopt the system on time. The managers in Turkey, India and Brazil attend every meeting, agree with the plan and send no data. Elena's response, three times in the case, is to have the chief operating officer send a reminder. The rollout is now four months late. I would argue that the problem is not resistance but a leadership approach with one tactic in it.

Moran and Youngdahl (2008) describe global project leaders as people who must influence without formal authority, across functions and borders, which is exactly Elena's position. Pressure from the top is the one form of authority she can borrow, and it is the weakest choice. In a study of influence attempts aimed downward, sideways and upward, Yukl and Falbe (1990) reported that logical argument and consultation ranked among the tactics managers reached for most, whichever way the attempt was directed. Pressure, by contrast, appeared most in downward influence. Elena is influencing peers, and peers who are pressured through their boss's boss can comply on paper while delaying in practice, which is what the three managers are doing.

Why this part earns its pointsThe thread uses GLOBE to separate what Elena can keep everywhere from what she should adapt by country, which avoids both stereotyping and one-size-fits-all advice.
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Culture shapes which tactics land. Javidan et al. (2006), reporting on Project GLOBE's study of leadership across dozens of societies, found that charismatic or value-based and team-oriented attributes are widely endorsed, while preferences for participative and autonomous leadership vary considerably. Elena can therefore lead everywhere with a compelling account of why one system helps each country's customers, and adapt the rest. The vision can travel unchanged; the method of consultation cannot. In a subsidiary where managers expect decisions to be discussed in person with the senior person present, a video meeting with a slide deck may read as disrespect.

The case also hints at why these three managers in particular are stalling. Their subsidiaries sell mostly through local distributors on negotiated prices, and the new system would replace those prices with a central price list. For them, adoption means losing a tool they use to win orders. That is a legitimate business concern, not cultural stubbornness, and no reminder from the chief operating officer addresses it.

I would recommend that Elena visit the three lagging subsidiaries, ask each manager what the system costs his or her unit and what would make it worth adopting, and offer something concrete, such as keeping a local pricing feature for a year. Only if that fails should the chief operating officer step in, and then with a decision rather than a reminder. Which tactic would you try first with a country manager who agrees in meetings and then does nothing?

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References

Javidan, M., Dorfman, P. W., de Luque, M. S., & House, R. J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20(1), 67-90. https://doi.org/10.5465/amp.2006.19873410

Moran, R. T., & Youngdahl, W. E. (2008). Leading global projects: For professional and accidental project leaders. Butterworth-Heinemann.

Yukl, G., & Falbe, C. M. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology, 75(2), 132-140. https://doi.org/10.1037/0021-9010.75.2.132

What the BUSI 682 Week 5 instructions ask

In Module/Week 5 of BUSI 682 the class reads the fifth chapter of the course text, and Group Forum 3 begins, the same week students choose the topic for Annotated Bibliography 2. Part 1, the case reservation, is due Monday; Part 2, the thread, is due Friday; Part 3, at least two replies to group members, is due the following Friday. Across the three parts the guide wants discussion of real substance, thought and critical edge, yet it leaves length and source counts to the student. Forum 3 is worth 50 points, assigned once the replies are submitted, and this forum serves the course outcome about leadership practices that move a project toward its goals.

How this BUSI 682 Week 5 example is built

A one-line reservation names the case. The thread then sums up the rollout and the three stalled subsidiaries in a short paragraph and diagnoses the problem as a leadership design failure: a single tactic used everywhere. Yukl and Falbe's study of influence tactics shows which tactics managers favor when the target is a peer or a boss, and why pressure fits those relationships badly. Javidan and colleagues' account of Project GLOBE separates the leader attributes that are endorsed across cultures from those that vary. Moran and Youngdahl's point about influencing without formal authority links both to the case. The thread closes with a country-by-country influence plan and asks the group which tactic they would use first.

BUSI 682 Week 5 grading rubric: where the points go

Graders of this thread look for an accurate reading of the reserved case, a clear argument about what leadership the situation required and evidence that turns the argument into practice. Course ideas such as influencing without formal authority, cross-cultural leadership and the skills a global project leader needs should be applied to the case's specific people and decisions. Research should be described accurately, including what was studied, and the recommendations should follow from it. The forum's emphasis on substantial, thoughtful and critical discussion rewards threads that weigh alternatives and admit limits, and a closing question gives group members something to answer in the Part 3 replies that complete the grade.

BUSI 682 Week 5 help: mistakes that cost points

Leadership threads often name a style, such as transformational or servant leadership, and declare it the answer for every case. Begin instead with what the leader needs people to do and why they are not doing it. Look for the source of resistance in the case, such as competing priorities or a loss of local control, before choosing a tactic. Avoid assuming that one country's preferences describe every person in it; research on cultural leadership describes averages, not individuals. Cite studies that measure leader behavior or follower responses. Make recommendations specific to the people in the case. Reserve the case on Monday so the thread is yours alone.

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BUSI 682 Week 5 questions, answered

What is BUSI 682 Group Discussion Board Forum 3?

The third case-based group forum: reserve a case Monday of Module/Week 5, post a thread by Friday and answer two or more groupmates before the Module/Week 6 Friday deadline, graded at 50 points.

Where can I find a free BUSI 682 Week 5 sample paper?

A complete BUSI 682 Week 5 thread appears on this page, analyzing how a headquarters project manager could win the cooperation of seven country managers who do not report to her.

How do project managers influence people without authority?

Research on influence tactics finds that rational persuasion and consultation are among the most common and effective approaches with peers and superiors, while pressure tends to produce resistance or reluctant compliance.

What did Project GLOBE find about leadership across cultures?

GLOBE's data showed that leaders who inspire through values and build cohesive teams are admired almost everywhere, while other attributes, such as participative and autonomous leadership, vary considerably from one society to another.

What else is due in BUSI 682 Module/Week 5?

Students choose the theme for Annotated Bibliography 2, due Friday of Module/Week 8; there is no exam or bibliography submission in Module/Week 5 itself.

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