Linfield College
01/03/2008 09:55 AM
LINFIELD COLLEGE
BUS 410 INTERNATIONAL MANAGEMENT
INSTRUCTOR: Ian Priestman
PHONE: 541 497 3808
work: Phone 541 917 4261
email: Priesti@linnbenton.edu
fax: To follow
REQUIRED TEXTS: International Management (5E) Author: Helen Deresky. Publisher:
Prentice Hall
ISBN-10 0131095978
ISBN-13 9780131095977
COURSE DESCRIPTION
Examination of cross cultural issues in the management of the multinational firm.
Socio-cultural context, broad environmental issues, legal and political aspects,
operational and strategic considerations, social responsibility and ethical issues
PREREQUISITE: Take BUS 301
COURSE OBJECTIVES: At the end of this course, students should demonstrate:
A model of the international trade system
The current international environment including environmental, economic,
political-legal, social and cultural factors and how it they impact management
decisions
Strategic approaches to entering international markets
An awareness of one’s own culture and an understanding of other cultures
A framework for deciding on ethical and social responsibility issues in the host
culture and in a broader global context
METHODS OF EVALUATION
Course grade The final course grade will be determined by the following:
Chapter case studies
Integrative Group Case Study
70%
20%
Peer group assessment
10%
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Total
100%
ASSESSMENT METHODS:
Integrative Group Case Study. As organizations
globalize, make economies and develop their technological
advantage, international managers are increasingly expected to
conduct project assignments through technological
communication. This process has implications for group learning.
For these reasons I intend to implement a group project around the
case studies in the textbook.
I will assign groups at the beginning of the course. The group’s
response should be posted on the discussion board on the course
web site by Wednesday of finals week. Each case study response
should be 3 pages minimum, double spaced There is no maximum
page length. It is unlikely that an A (as the maximum grade) be
obtained from a minimum (3 pages) submitted. Three pages does
not usually allow for sufficient depth in an answer to obtain a
grade A.
Peer Group Assessment: Each student must award each
of their group members, points out of 100 for their contribution to
the group’s work during the case study. The scores are
confidential and should be posted to me after posting your groups
response to the case study. Students should not award themselves
any points. A non-submission of a peer group assessment will
constitute a failure to manage learning (see objective in syllabus)
and will result in a 100 pts deduction. Peer group assessment
criteria will be issued during the course.
Assignments/Discussion Board: The following assignment
schedule is designed to develop your management skills. You
should note that I expect research beyond the required text for an
A grade. Make sure to cite other research sources using a formal
citation method with which you familiar.
One skill I am especially interested in is how you manage
your learning and especially your ability to respond to deadlines.
As you are no doubt aware, this is a compressed course time wise.
We do not however compromise on the depth of study required to
pass the course. Follow the schedule and you will find that you
will probably pass the course. Procrastinate and you will start to
drown. Believe me!
Due to the compressed nature of this course we will be
covering multiple chapters of the text per week. For each chapter
you should respond to the end of chapter case (end of chapter
cases are also referenced in the tentative schedule of this syllabus)
Each response should be between a maximum of 500 and a
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Each response should be between a maximum of 500 and a
minimum of 250 words. Post your answers on the discussion
board by Wednesday (midnight) of each week. It is unlikely
that an A (as the maximum grade) be obtained from the minimum
of 250 words. Such a word count does not usually allow for
sufficient depth in an answer to obtain an A.
Grading Criteria
Grade A
90-100 %
All issues are clearly addressed. Postings include
the student’s own analysis of the topic and includes
syntheses of material from a range of research
sources other than the text that are
appropriately cited. The posting is neat, in proper
format and grammatically correct. The student’s
work is posted by Wednesday midnight of each
week
Maximum word count utilized.
Grade B
80-89 %
All issues are addressed. Analysis is good but
limited; lacks the integration necessary in an “A”
posting. Contains a few minor spelling and
grammatical errors. Limited research sources (one
other than the text). Between minimum and
maximum word count. The student’s work is posted
to deadline.
Grade C
70-79 %
All issues are addressed, but with minimal thought
and analysis. Contains grammar and spelling
errors. No research other than from the text.
Minimum word count. The student’s work is posted
after the deadline
Grade D
60-69 %
Student fails to address relative issues and/or paper
contains significant spelling and grammatical
errors. Minimum page length. No research sources.
Late posting.
Sorry no make ups or late assignments. In
managing an international assignment, one has to at
least arrive on time to catch the plane!
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Grading scale:
A 95 – 100%
A- 90 - 94.9
B+ 87 - 89.9
B 83 - 86.9
B- 80 - 82.9
C+
C
CD
F
77 – 79.9
73 - 76.9
70 - 72.9
60 - 70
less than 60%
COURSE POLICIES
Late work 20% deduction per week late
Incompletes A grade of Incomplete (I) is given only in emergency situations. The
student must request an Incomplete in writing and must obtain my permission. All
uncompleted work must be completed within the time limits I set. If you simply don’t turn
in the final assignments or the final exam, your course grade will be calculated with the
missed portion counting for 0 points.
Academic honesty Cheating and plagiarism will not be tolerated. Any student found to
be engaging in either of these activities at any point in the course will receive a failing
grade for the assignment and/or entire course and may be subject to further college
sanctions.
Return of course materials In the spirit of an online learning community, all course
materials submitted by course members will be published for the benefit of self and
others including instructor feedback, but excluding grades.
Rules of Discussion The course room should be a safe haven within which individuals
can discuss the widest possible range of topics without fearing retribution, ridicule, or
attack. In order for this to happen, we must assume that we are all persons of
intelligence and good will who may ultimately disagree, sometimes to a profound
degree, with one another but whose characters are not impugned or intelligence
disparaged because of this disagreement. The courseroom is not a forum for
proselytizing, nor it is a soapbox for diatribes by either students or faculty. For the
academic endeavor to succeed, we must treat each other with civility, courtesy, and
respect. All perspectives and questions are welcome, as long as they are impelled by a
genuine desire for knowledge, can be articulated thoughtfully, and supported by sound
reasoning.
Students with disabilities Students with documented disabilities who may need
accommodations, who have any emergency medical information the instructor
should know of, or who need special arrangements in the event of evacuation,
should make an appointment with the instructor as early as possible, no later
than the first week of the term.
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CLASS OUTLINE AND ASSIGNMENTS
This is subject to change.
2nd January:
Class begins. Introduction
Read syllabus. Confirm your understanding and your agreement of the syllabus.
2nd - 9th January
PART I: THE GLOBAL MANAGER’S ENVIRONMENT
Read Chapter 1: Assessing the Environment. Respond to the case study: The
EC shatters Microsoft’s windows (Text: Page 27)
Read Chapter 2: Managing Interdependence: Respond to the case study: GM
returns to South Africa 10 years after Apartheid (Text: Page 60)
10th - 16th January
PART II: THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT
Read Chapter 3: Understanding the Role of Culture. Respond to the case study
‘Trouble at Computex Corporation’ (Text: Page 114)
Read Chapter 4: Communicating across Cultures. Respond to the case study
‘Elizabeth visits GPC’s French subsidiary’ (Text: Page 145)
Read Chapter 5 Cross-cultural Negotiation and Decision Making. Respond to
the case study ‘Martinez Construction Company in Germany’ (Text: Page 174)
17th - 23rd January
PART III: FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL
AND GLOBAL OPERATIONS
Read Chapter 6: Formulating Strategy. Respond to case study ‘Vodafone UK
Changing competition and global strategies’ (Text Page 250)
Read Chapter 7 Global Alliances and Strategy Implementation. Respond to case
study NTT DoCoMo Japan: Global Alliances and Strategy Implementation (Text:
Page 277)
Read Chapter 8: Organization Structure and Control Systems. Respond to case
study Asea Brown Boveri Sweden 2004: What Went Wrong? (Text: Page 304)
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24th - 31st January
PART IV: GLOBAL HUMAN RESOURCES MANAGEMENT
Read Chapter 9: Staffing, Training, and Compensation for Global Operations.
Respond to case study ‘Fred Bailey in Japan: An innocent abroad’ (Text: Page
375)
Read Chapter 10: Developing a Global Management Cadre. Respond to case
study ‘Avon in Global Markets. Managing and Developing a Global Workforce’
(Text: Page 401)
Read Chapter 11: Motivating and Leading. Respond to case study ‘Sir Richard
Branson’s Planes, Trains, Resorts and Cola’s in 2004’ (Text: Page 433)
1st –6th February
INTEGRATIVE TERM GROUP PROJECT
Integrative Case: Wal-Mart’s German “Misadventure”
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