Bang College of Business, Almaty, Kazakhstan
Course Syllabus
MGT 3209 – INTERNATIONAL MANAGEMENT, Fall 2013
COURSE DETAILS
Class Time & Place:
Course Credit:
Instructor:
Prerequisite:
MON/WED 14:30-15:45, Valikhanov Bldg. #3
Three (3) credits
Carolyn Erdener, MA, MBA, PhD
MGT 3001 - Principles of Management
INSTRUCTOR AVAILABILITY
Office:
Office Hours:
Phone:
E-mail:
Dostyk Building #312
TBA
270 4466 ext. 2154
cerdener@kimep.kz
INSTRUCTIONAL RESOURCES
Required Text:
Richard Mead and Tim G. Andrews
International Management: Culture and Beyond, 2009, 4th ed. , John Wiley
Secondary Text: Christopher A. Bartlett and Paul W. Beamish (2010) Transnational Management:
Text, Cases and Readings in Cross-Border Management, 6th Rev. Ed.
COURSE DESCRIPTION & OVERVIEW
“This course compares management styles used in various countries and the effectiveness of those
styles in that culture. Methods will be contrasted with current management methods used in
Kazakhstan to formulate effective methods for practical use. [The] focus is on the design of the
organization; political, legal and economic concerns; personnel issues; and negotiating strategies.”
(KIMEP 2011-2012 Course Catalog)
LEARNING OBJECTIVES
Upon completion of the course, students should meet the following objectives.
KNOWLEDGE: Students will have an understanding of major concepts, processes, models, tools and techniques
SKILLS: Students will know how to use management tools and techniques with different people and
situations; evaluate different options and formulate and develop strategy; diagnose, analyze,
interpret and articulate managerial challenges
APPLICATION ABILITIES: Students will be able to develop appropriate organizational structures and designs;
articulate and systematize international activity
VALUES AND ATTITUDES: Students practice KIMEP Core Values of Academic honesty; Respect for peers and
instructors; Respect for property
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Bang College of Business, Almaty, Kazakhstan
TEACHING METHOD
The format of the course combines lectures, exercises, discussions, group projects, written reports,
and oral presentations. During the first half of the semester we will work together with students in
other countries to design and carry out an international management project using current
communication technologies in a realistic cross-cultural teamwork exercise.
ASSESSMENT SCHEME
1st Assessment……………………………………………. 30%
Participation
Attendance
1st X-Culture Presentation
1st Midterm Exam
5%
5%
5%
15%
2nd Assessment……………………………………………. 30%
Participation
Attendance
2nd X-Culture Presentation
2nd Midterm Exam
5%
5%
5%
15%
Final Assessment…………………………………………. 40%
Final Exam
Final X-Culture Report
15%
25%
Total:
100%
GRADING SCALE
Letter grades for the course will follow the same standards as specified in the Catalog:
Letter grade
A+
A
AB+
B
BC+
C
CD+
D
DF
Numerical scale
90-100
85-89
80-84
77-79
73-76
70-72
67-69
63-66
60-62
57-59
53-56
50-52
Below 50
COURSE POLICIES & INSTRUCTOR’S EXPECTATIONS OF STUDENTS
Academic honesty: We have a zero tolerance policy for academic dishonesty. Check the catalog for
details. Cell phones: should be turned off at the beginning of the class, or put it on vibrate or silent
mode. Information dissemination: Information regarding this course and assignments will be given by
the instructor in class and placed on the L-drive.
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Bang College of Business, Almaty, Kazakhstan
SEMESTER PLAN
WEEK
TOPIC
CHAPTER
1
INTRODUCTION TO COURSE
2
INTERNATIONAL MGT & CULTURE
1
3
GLOBALIZATION & LOCALIZATION
13
4
FORMAL SRUCTURES
9
5
INFORMAL SYSTEMS
10
6
1st Midterm Exam
Chapters
1, 13, 9, 10
7
GUEST SPEAKER
8
INTERNATIONAL JOINT VENTURES
17
Nov. 4, 6
9
HEADQUARTERS & SUBSIDIARIES
18
Nov. 11, 13
10
STAFFING FOR CONTROL
20
Nov. 18 (Mon.)
11
ETHICS & SOCIAL RESPONSIBILITY
24
Nov. 20 (Wed.)
12
Nov. 25, 27
13
PRESENTATIONS
Dec. 2, 4
14
PRESENTATIONS
Dec. 9, 11
15
PRESENTATIONS
2nd Midterm Exam
Chapters
17, 18, 20, 24
Final Exam
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Bang College of Business, Almaty, Kazakhstan
LECTURE TOPICS
Week 2: INTERNATIONAL MANAGEMENT & CULTURE
Chapter 1
“Decisions made within the organization are influenced by internal factors such as strategy and the
skills held by the labor force, and [external] factors within its business environment, including the
market and the activities of competitors. The external factors also include national culture.” (Meade
and Andrews, 2009, p. 1)
Week 3: GLOBALIZATION & LOCALIZATION
Chapter 13
“Here, external factors are discussed in reference to globalization. The term is used differently in
different fields, but in today’s business world, globalization has roots in the internationalization of
finance, the internationalization of production, and the development of information technologies. It
has positive and negative effects.” (Meade and Andrews, 2009, p. 225)
Week 4: FORMAL STRUCTURES
Chapter 9
“Formal structures determine roles and relationships within the company, and determine what
communication options are more or less acceptable. A structure is influenced by factors that include
the work being done, the national culture and needs for organizational culture. Formal structures
tend to be bureaucratic and impersonal.” (Meade and Andrews, 2009, p. 24)
Week 5: INFORMAL SYSTEMS
Chapter 10
“Informal systems may have a greater influence than do formal systems in deciding how
management decisions are made and implemented. Patron and client are bound by long-standing
ties of loyalty and obligation. Patronage networks reinforce in-groups and exclude outsiders.
Cultural variations include guanxi in Chinese cultures and wasda in Arab cultures. (Meade and
Andrews, 2009, p. 24)
Week 8: INTERNATIONAL JOINT VENTURES
Chapter 17
“Participating in an international joint venture (IJV) is one means by which the company aims to
achieve its strategic goals by investing abroad. It offers a range of benefits other than the possibility
of making large profits. The IJV is always bound to be risky, in part because the partners operate in
different national environments, both of which may be undergoing rapid change. Success and failure
factors are discussed. (Meade and Andrews, 2009, p. 226)
Week 9: HEADQUARTERS & SUBSIDIARIES
Chapter 18
“Establishing a subsidiary is another means by which the company aims to achieve its strategic goals.
By investing abroad, it incurs certain risks, and to protect itself implements control systems that
protect and take optimal advantage of the opportunities. This chapter focuses on some of the
systems by which a headquarters controls its subsidiary.” (Meade and Andrews, 2009, p. 226)
Week 10: STAFFING FOR CONTROL
Chapter 20
“This chapter deals with how the company uses staffing policies when exercising appropriate control
in its investment abroad—whether a subsidiary or an international joint venture. Bureaucratic and
cultural control techniques are discussed. A range of factors determine the choice of a local and or an
expatriate as top manager.” (Meade and Andrews, 2009, p. 226)
Week 11: ETHICS & SOCIAL RESPONSIBILITY
Chapter 24
“This chapter examines the notion of ethics in the workplace, and sees how this may vary across
cultures and in time. It develops the theme of the ethical brand manager, introduced in Chapter 22,
and then deals more broadly with ideas of corporate responsibility.” (Meade and Andrews, 2009,
p. 405)
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