Course:
BMGA01 315 International Management
Professor: Dr. Cranmer Rutihinda
Office:
H-303 (extension 2445)
Email:
cranmer.rutihinda@ubishops.ca
Office hours: Tuesdays & Thursdays: 9:30a.m -11:00a.m
COURSE OBJECTIVES:
To develop and enhance students’ understanding of leadership and
organisational challenges facing managers in multinational enterprises
To explore emerging global norms for business conduct, and the new role of
corporations as responsible “global citizens”
To provide conceptual frameworks for building global competitive
advantages,
To develop cross cultural management skills and competence
GRADING SCHEME:
The final grade for this course will be based on three components: case write-ups,
in-class case presentations, term paper and class participation.
Group Project
20%
Case Study assignment and classroom participation 20%
Midterm Test 1
30%
Final Test II
30%
There will be no supplementary exams
TEXT:
1. Deresky, Hellen (2011). International Management: Managing across borders
and Cultures. 7th Edition. Pearson /Prentice Hall
2. A Reading pack with cases not found in the textbook is available at the
Bishop’s bookstore titled “BMG315A01 International Management” Dr. Cranmer
Rutihinda Fall 2010
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METHOD OF INSTRUCTION
Learning will take place through classroom discussion of case studies, assigned
readings, experiential learning exercises and student presentations.
CLASS PARTICIPATION
For the discussion based learning method to succeed each student is required to
attend class being adequately prepared and willing to constructively contribute
to class discussions. You are required to form a group of four students that will
discuss each case and recommend a series of alternative solutions to that
problem. For each assigned case questions you are required to prepare a written
answer that is printed (email attachments will not be accepted) and is to be
handed to the instructor at the beginning of each respective class. Each group
will be required to present their case solution to the class.
GROUP PROJECT PRESENTATION
Each group will be required to choose and prepare a group paper that will be
presented to the class. The project should research a company that has been
involved with one of the following issues:
Corporate Social Responsibility
Diversity Management
Managing Strategic Alliances
A. Global Social Responsibility
Presentation on Corporate Social Responsibility should include (but not be
limited to) the following specific issues:
1. Corporate Social Responsibility Challenges faced by this company
2. Description of company’s strategies for handling corporate social
responsibility
3. Description of the context in which those strategies were developed
and implemented
4. Your own assessment and recommendation for the company’s efforts
in becoming a better global citizen
B. Managing a Diverse Workforce
Presentation on Managing Diversity should include (but not be limited to) the
following specific issues:
1. Challenges and benefits faced by the company in managing people of
different cultural backgrounds
2. The managerial strategies used to overcome those challenges
3. Description of the context in which those strategies were developed
and implemented
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4. Own assessment and recommendations for improving the company’s
diversity management efforts.
C. Managing Strategic Alliances
Presentation on Strategic Alliances should include (but not be limited to) the
following specific issues:
1. Motives for embarking on the strategic alliances
2. Problems encountered in the process of establishing and operating the
alliance
3. Strategies used to overcome those problems
4. Own evaluation and recommendations for improving the strategic
alliance
Group project presentations should take not more than twenty five
minutes.
IMPORTANT DATES
1. Test I October 13, 2010
2. Test II Nov. 22, 2010
3. Deadline for Research Project Submission (both hard copy and electronic)
is Nov. 24, 2010
TENTATIVE SCHEDULE
DATE
Sept. 8
TOPIC
Introduction
REQUIRED READINGS
Course outlines
Sept. 13 & 15
Managing Global
Political Risk
Chapter 1
Case Study: Indian Business Process
Outsourcing p32-34
Q4. How does this case highlight the threats and
opportunities facing global companies in developing
their strategies?
Sept 20 & 22
Managing Multinational
Enterprises Responsibly
Chapter 2
Case Study: IKEA’s global sourcing challenge
Q. Should IKEA participate in the program? How
should they deal with Rangan Exports?
Sept. 27 & 29
Cross-cultural
management
of Multinational
Enterprises
Chapter 3
Case Study: Four Seasons goes to Paris
Q. Does Corporate Culture play a role in four
season’s success? If so How and Why?
Oct. 4 & 6
Cross Cultural
Negotiations and
Communication
Chapter 4 & 5
Case Study: Nora-Sakari A proposed JV in
Malaysia
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DATE
TOPIC
Oct. 11
Oct.13
Oct. 18 & 20
THANKS GIVING DAY
MIDTERM TEST No. 1
Global Strategy
Formulation
Oct. 25 & 27
Managing Global
Strategic Alliances
Chapter 7
Case Study: Eli Lilly in India Rethinking
Strategic Alliance
Q. What action would you recommend regarding the
Ranbaxy partnership? What are the implications of
your recommendation? How would you implement
this?
Nov.1 & 3
Managing International
Growth
Chapter 8: Org structure and control
Case Study: Rayovac Corporation: International
growth and diversification
Q. Why did Rayovac acquire Remington and what
factors are critical to making the Remington
acquisition a success?
Nov. 8 & 10
International Human
Resource Management
Chapter 9 & 10
Case Study: Frans Ryckebosch
Q. How did Xerox do in managing its international
growth/international human resources? What would
you like to do differently?
Nov. 15 & 17
Leading and Managing
International Virtual
teams
Chapter 11: Motivating and Leading
Case Study: Leo Burnett Company Ltd: Virtual
Team Management
Q. What difficulties is the Forever Young global
advertising and communication team facing
throughout the launch process? What causes those
difficulties?
Nov. 22
Nov. 24 & 29
Dec. 1
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MIDTERM TEST No. 2
Project Presentations
Concluding Remarks
REQUIRED READINGS
Q. Why have the negotiations so far failed to result in
an agreement?
Chapter 6: Formulating Strategy
Case Study: Samsung Electronics
Q. What is Samsung’s source of competitive
advantage? Can Samsung withstand Chinese
competition?