THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO Joseph M. Bryan School of Business and Economics Department of Business Administration

Transcription

1 THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO Joseph M. Bryan School of Business and Economics Department of Business Administration MBA (Managing in a Global Environment) Course Syllabus Summer 2006 (May 17 Jun 21) Instructor tor: Logistic Info: Prerequisites: Mr. Ron Abernathy Office: 349 Bryan School Preferred Phone: Preferred ronabernathy@earthlink.net Other rraberna@uncg.edu Office Hours: By appointment Wednesdays - 6:00 PM - 9:30 PM Bryan School of Business and Economics MBA 604, 605, 606, 607 Co-requisite Required Text: Course Description: MBA 613 Helen Deresky, International Management: Managing Across Borders and Cultures, 5 th Ed, Prentice Hall, Examines the environmental, cultural, political, legal and operational challenges facing managers in doing effective business across international borders. Course Philosophy: The ongoing globalization of industries and the deepening interdependence of national economies will continue to have a strong influence on the fortunes of nations, industries, firms, and individuals. As part of these ongoing changes, competitive opportunities and threats have increasingly come from outside of one's home country.

2 As well, it has become routine for managers at all levels, worldwide, to need to find ways to work with people from diverse cultural backgrounds. These changes place new and more challenging requirements on present and future managers. For example, it is becoming more important for managers to have a basic understanding of the structure of the global economy in which they operate, not just of their country of origin. Also, with the greater freedom firms now have to sell, invest, and operate around the globe comes the need to understand how to assess the stability and growth prospects of individual nations and their markets. In short, knowledge about how nations, firms, and individuals can address the issues raised by globalization have arguably become part of the "essential equipment" every manager cannot afford to be without. Knowledge about how to conduct business with people from numerous cultural backgrounds is just as vital.. Course Objectives: Upon completion of this course, students will be able to: Describe the structure of the global economy and the perspective of the various players in that economy. Indicate the cultural factors that should be taken into account in the determination of management styles and HRM policies. Discuss the legal and technological environmental factors that create opportunities or barriers for multinational companies. Describe the public policy and political factors that can affect the risks of entering and operating in a foreign country. Identify the key ethical and environmental issues that are typically connected with international business. Discuss the pros and cons of various methods for entering national markets. 2 2

3 Describe the foreign exchange markets and indicate how multinational firms can handle exchange-rate risk. 3 Other Study Resources: In addition to the textbook, a variety of other sources will be used throughout the semester. I will also use Blackboard to communicate various requirements. Module Project Paper aper: This will be addressed separately. Current Events vents: During the first class countries will be assigned. Such will be equally balanced so that current event searches will be invigorating. Each individual will be responsible for one current event article each week. There will also be periodic team assessments. Sources for articles should include (but not be limited to): The Economist Wall Street Journal Business Week Specific Sector Journals Harvard Business Review The Financial Times UNCG Library Database Dailies Articles are not to be more than one week old and must focus on a global management event as pertains to your assigned country. Your report should cover the subject, how this article relates to class, and your reaction as to specific positive/negative management traits displayed. This will be discussed the first session. Case Study Reports: You will notice on the syllabus that various cases are included as required reading. A one-page double spaced paper is required on those cases requiring such. Other cases are for reading purposes in addition to assigned chapters. Detailed during first class. 3

4 4 Evaluation Methods and Teaching Strategy: Course will be taught using lectures, discussions, visuals and case analyses. This course will be letter graded and the student s final grade will be based on: Homework/Participation/Assignments 30% Mid Term 30% Final/Module Paper/Defense 40% Final grading will be scaled as: Letter Grade Numerical Letter Score Grade Numerical Score Significant Policies: A C A C B D B D B D C OH WELL < 60 Attendance: Students are expected to attend sessions. A student should contact the instructor where work needs and/or health problems make attendance impossible. Inclement Weather: In case of inclement weather, this class will follow University guidelines. Academic Honor Code: Each student is required to sign the Academic Integrity Policy on all work submitted for this course. Additional Requirements: Students are expected to be prepared for class and participate in discussions. 4

5 5 Participation: I place a premium on participation which includes required homework assignments. CLASS SCHEDULE ROADMAP MBA / Spring 2005 Date Topic or Assignment THE GLOBAL MANAGER S ENVIRONMENT May 17 Introduction / Chapters 1/2 Assessing The Environment Political, Economic, Legal, Technological/ Interdependence The Global Business Environment The Political and Economic Environment The Legal Environment The Political Environment The Social Responsibility of MNC s Ethics in Global Management Managing Interdependence Home Assignments/Project/Course Overview Case Studies: Reebok, & Footwear (What other measures should Reebok take to tackle the problem of human rights violations in its Chinese operations?) (What are the four issues which should be of greatest concern to Footwear?) 5

6 6 THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT May 24 Chapters 3 5 The Cultural Context of Global Management Culture and its Affect on Organizations Cultural Value Dimensions and Variables Culture and Management Styles Around the World Culture-Communication Link Negotiation Process Managing Negotiation Case Studies: Dell, Moto and Guanxi (What are the criteria that should be used in selecting a J-V partner?) May 31 MID TERM Continuation of Cross Cultural Negotiation and Decision Making FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS Jun 7 Chapters Formulating Strategy, GSA s, Organizational Control Reasons for Going International Steps in Developing International and Global Strategies Strategic Alliances Strategic Implementation 6

7 7 Organizing for Globalization Managing Effective Monitoring Systems Case Studies: FedEx vs. UPS, Pepsi and Starbucks (What additional strategies should both FedEx and UPS adopt and/or implement to improve their positioning in China?) (Why was Starbucks right and, why wrong?) GLOBAL HRM Jun 14 Chapters 9 11 Staffing/Training/Compensation, Developing Cadre, Motivating Leading Staffing for Global Operations Repatriation and Adaptation Role of Women in International Management Motivating and Leading Case Studies: Duro Bag Factory in Brazil and First Time Expat in China (What specific concerns do you have about Controls HRM strategy?) Jun 21 FINAL EXAM/Module Paper Defense/Into the Future 7