Bishops University
Williams School of Business and Economics
BMG 315: INTERNATIONAL MANAGEMENT
CODE: BMG 315A01
NAME: International Management
CREDIT Hours:3
TERM Fall 2007
TIME: MW 16:30
LOCATION: H303
PROFESSOR: Dr. Cranmer Rutihinda
OFFICE:
Hamilton 219
OFFICE HOURS: 13:00 -15:00 Thursday&Friday
OFFICE PHONE: (819) 822 9600 ext 2445
E-MAIL:
Cranmer.Rutihin@ubishops.ca
COURSE DESCRIPTION
This course takes an application oriented approach to address management challenges faced by
managers of multinational enterprises. It combines the strategic orientation and organizational
behaviour approaches to management that provides student with a balanced perspective.
COURSE OBJECTIVES
1. To develop and enhance students’ understanding of leadership and organisational
challenges facing managers in multinational enterprises
2. To explore emerging global norms for business conduct, and the new role of
corporations as “global citizens”
3. To provide conceptual frameworks for building global competitive advantages,
intercultural communication and global workforce management
TEXTBOOK AND READINGS
1. Deresky, Hellen (2006). International Management: Managing across borders and Cultures. 5th
Edition. Pearson /Prentice Hall
2. Reading Packet with cases not found in textbook is available at the bookstore titled “International
Management BMG 315”
METHOD OF INSTRUCTION
There will be no lectures in this course. Learning will take place through classroom discussion of
cases and assigned readings, experiential learning exercises and student presentations. Class
attendance is mandatory. Students are required to come to class prepared and ready to participate
actively. The professor does reserve the right to cold call students during the course of discussion if
necessary. At the beginning of the class students are required to submit a written response to the
assigned case questions of not more than two pages (printed double spaced).
GROUP PRESENTATION
Students will be required to prepare Group presentations by picking a company and discuss how the
company dealt with one of the following issues:
1. Corporate Social Responsibility
2. Diversity Management
3. Managing Strategic Alliances
Corporate 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. Assessment of those strategies from your own perspective as a global citizen
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
4. Own evaluation and recommendations to the company’s diversity management
Managing Strategic Alliances
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. Benefits gained from that alliance
5. Your own recommendations
EVALUATION AND COURSE GRADE
The final grade for this course will be based on three components: case write-ups, in-class case
presentations, term paper and class participation.
1. Group Project & Presentation 20%
2. Classroom Participation
15%
3. Case Group Presentation
10%
4. Midterm Test 1
25%
5. Final Test II
30%
6. There will be no supplementary exams
IMPORTANT DATES
1. Test I October 3, 2007
2. Test II Nov. 14, 2007
3. Deadline for Research Project Submission (both hard copy and electronic) Nov. 12, 2005
TENTATIVE SCHEDULE
DATE
Sept. 5
TOPIC
Introduction
REQUIRED READINGS
Sept. 10
Sept 12
Challenges of a Global Manager
Global Leadership
Sept 17
Sept 19
Managing Global Corporate
Culture with National Culture
Managing Diversity
Sept 24
Global Social Responsibility
Sept. 26
Global Ethics
Oct 1
Redesigning Global Value Chains
Case Study: Frans Ryckebosch
Chapter 11
Case Study: Sir Richard Brandson: A case of Global
Leadership
Chapter 3
Case Study: Four Seasons goes to Paris
Chapter 10
Case Study: West Indies Yacht Club Resort
Chapter 2
Case Study: IKEA’s global sourcing challenge
Chapter 2
Case Study: Treating AIDS: A Global Ethical Dilemma
Reading: Transforming the Global Game (Gupta &
Govindarajan 2004)
Oct. 3
Oct. 8
Oct 10
MIDTERM TEST 1
THANKS GIVING BREAK
Managing Global Strategic Alliances
Oct. 15
Global Environment Challenge
Oct. 17
Intercultural Communication
Oct. 22
Cross Cultural Negotiations
Oct. 24
Global Organisation Structure and
Control Systems
Oct 29
Global Competitive Strategy
Oct. 31
Nov. 5
Nov. 7
Global Location Strategy
Global Growth Strategy
Staffing International Operations
Nov. 12
Nov. 14
Nov. 19-28
Exam Review
MIDTERM TEST II
Project Presentations
Chapter7
Case Study: Eli Lilly in India Rethinking Strategic
Alliance
Chapter 1
Case Study: Walmart’s German Misadventure p.472
Chapter 4
Case Study: Elizabeth visits GPC’s French Subsidiary
page 145
Chapter 5
Case Study: Nora-Sakari A proposed JV in Malaysia
Chapter 8
Case Study Asea Brown Boveri (ABB), Sweden 2004:
What went wrong?
Chapter 6
Case Study: Samsung Electronics
Case Study Dell Computer
Case Study: Rayovac Corporation
Chapter 9
Case Study: Bax Global Limited
Deadline for submitting Research Project