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JOHN CABOT UNIVERSITY
COURSE CODE: "MGT 426"
COURSE NAME: "International Management"
SEMESTER & YEAR:
Fall 2014
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SYLLABUS
INSTRUCTOR:
Colin Biggs
EMAIL: [email protected]
HOURS:
TTH 11:30 AM 12:45 PM
TOTAL NO. OF CONTACT HOURS:
45
CREDITS:
3
PREREQUISITES:
Prerequisite: MGT 301
OFFICE HOURS:
By appointment
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COURSE DESCRIPTION:
This course has been designed to help students understand in some detail what is involved in managing within international and cross-cultural contexts, in the present hyper-competitive global arena.
It is heavily supported by cases, many of which are looking at contemporary issues and challenges which have emerged in the last couple of years.
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SUMMARY OF COURSE CONTENT:
The course covers:
- the global business context, with an assessment of political, economic, legal and technological factors
- managing cultural interdependence, with a consideration of issues of corporate social responsibility, ethics, and sustainability
- the role of culture
- communicating across cultures
- negotiating and making decisions cross-culturally
- formulating and implementing strategy
- organising and controlling across cultures
- international HR issues
- motivating and leading across cultures.
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LEARNING OUTCOMES:
By the end of this course students will:
- have a good working understanding of the challenges and opportunities presented in managing in the new global arena
- possess a detailed understanding of the strategies, tactics and skills required to manage successfully across cultures - and the personal qualities necessary to succeed
- be well placed to begin to assess their own potential to work as managers in such contexts.
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TEXTBOOK:
| Book Title | Author | Publisher | ISBN number | Library Call Number | Comments | Format | Local Bookstore | Online Purchase |
| Managing Across Borders and Cultures, Text and Cases (8th Edition) | Helen Deresky | Prentice-Hall | 0133062120 | | | | | |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
| Assignment | Guidelines | Weight |
| Participation | Requires regular attendance and active participation | 10% |
| First micro-assignment | Short paper | 10% |
| Second micro-assignment | Short research paper | 10% |
| First project | Paper on contemporary issue in international management | 20% |
| Second project | Paper on issue for future of international management | 20% |
| Final exam | Case-based exam | 30% |
-ASSESSMENT CRITERIA:
AWork of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensive knowledge of relevant information or content. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for the course
BThis is highly competent level of performance and directly addresses the question or problem raised.There is a demonstration of some ability to critically evaluatetheory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture andreference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.
CThis is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.
DThis level of performances demonstrates that the student lacks a coherent grasp of the material.Important information is omitted and irrelevant points included.In effect, the student has barely done enough to persuade the instructor that s/he should not fail.
FThis work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant.
-ATTENDANCE REQUIREMENTS:
Absence must be supported by medical certification, or negotiated in advance with the instructor.
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ACADEMIC HONESTY
As stated in the university catalog, any student who commits an act of academic
dishonesty will receive a failing grade on the work in which the dishonesty occurred.
In addition, acts of academic dishonesty, irrespective of the weight of the assignment,
may result in the student receiving a failing grade in the course. Instances of
academic dishonesty will be reported to the Dean of Academic Affairs. A student
who is reported twice for academic dishonesty is subject to summary dismissal from
the University. In such a case, the Academic Council will then make a recommendation
to the President, who will make the final decision.
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STUDENTS WITH LEARNING OR OTHER DISABILITIES
John Cabot University does not discriminate on the basis of disability or handicap.
Students with approved accommodations must inform their professors at the beginning
of the term. Please see the website for the complete policy.
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SCHEDULE
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Week
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Topic
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Reading *
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Principal activities
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1
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Introduction to international management, and contrast with international business. Importance of globalisation, cross-cultural management, ethics
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Deresky, Chapter 1
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Immediate engagement with course themes through lively discussion in pairs and groups drawing in part on international diversity of students in class
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2
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Assessing the environment: political, economic, legal and technological
First short assessment
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Chapter 1
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Individual and group work on case study: Apple iPhones
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3
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Cross-border interdependence: social responsibility, relative and absolute ethics, sustainability
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Chapter 2
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Case studies on McDonald’s in China; on Nike and corporate social responsibility; and on BlackBerry
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4
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The role of culture
Second short assessment
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Chapter 3
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Country culture profiles – provided in part by students; case study on doing business in Indonesia
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5
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Cross-cultural communication
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Chapter 4
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Case study on auto manufacture in Brazil
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6
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Negotiating and making decisions cross-culturally
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Chapter 5
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Case studies on Facebook in China, and MTV in Arab countries
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7
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Review session based on extended cases
Third assessment
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Chapters 1- 5
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Extended case on Google in Brazil
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8
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Formulating strategy
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Chapter 6
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Case study on the role of search engines
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9
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Implementing strategy – with special mention of emerging economies
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Chapter 7
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Case study of Nokia-Microsoft alliance on smartphones
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10
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Organisation and control
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Chapter 8
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Case study on HSBC 2012
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11
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Extended cases
Fourth assessment
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Chapter 8
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Cases on Alibaba, Carrefour, Wal-Mart, Fiat-Chrysler
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12
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HHR in a global context: staffing, training, compensation
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Chapter 9
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Case study on Japan
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13
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Developing a global management cadre
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Chapter 10
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Case study on expatriate management at AstraZeneca
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14
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Motivating and leading cross-culturally
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Chapter 11
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Case studies on Olympus in Japan, Chinese banking, and the Volkswagen-Suzuki alliance
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* All readings given here are from the course textbook by Helen Deresky, which is excellent. Additional readings will be provided directly by the instructor during the course.
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