Answer the following questions based on the information in the case,“MMC China Joint Venture” in the textbook:

1. Is it right for MMC to hold Ross to the same performance goals as managers of units in other countries? What other approach might it adopt?
2. Why had bringing in specialists from the United States nor worked at MMC? Why did Ross’s strategy of sending Chinese employees to the United States for training produce better results? What are the lessons learned here?
3. What changes could the HR department at MMC make to improve its utilization of human capital and facilitate knowledge transfers within the company?

This is not a paper just answering questions.