THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO
Joseph M. Bryan School of Business and Economics
Department of Business Administration
MBA 616-51 – Managing in a Global Environment
Course Syllabus - Spring 2006 (Module I)
(Jan 9 ~ Mar 2)
Mr. Ron Abernathy
Office: 349 Bryan School
Phone: 334.3093
E-mail: rraberna@uncg.edu
Office Hours: By appointment
Logistic Info:
Mondays/Wednesdays, 3:30 PM - 4:45 PM
Prerequisites:
MBA 604, 605, 606, 607
Co-requisite
MBA 613
Required Text:
Helen Deresky, International Management: Managing Across Borders and
Cultures, 5th Edition, Prentice Hall, 2006.
Course Description :
Examines the environmental, cultural, political, legal and operational challenges facing
managers in doing business across international borders.
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Course Objectives:
Upon completion of this course, students will be able to:
 Describe the structure of the global economy and the perspective of the various “players”
in that economy.
 Indicate the cultural factors that should be taken into account in the determination of
management styles and HRM policies.
 Discuss the legal and technological environmental factors that create opportunities or
barriers for multinational companies (SWOT/PEST).
 Describe the public policy and political factors that can affect the risks of entering and
operating in a foreign country.
 Identify the key ethical and environmental issues that are typically connected with
international business.
Discuss the pros and cons of various methods for entering national markets.
 Describe the foreign exchange markets and indicate how multinational firms can handle
exchange-rate risk.
Course Philosophy:
The ongoing globalization of industries and the deepening interdependence of national
economies will continue to have a strong influence on the fortunes of nations, industries, firms,
and individuals. As part of these ongoing changes, competitive opportunities and threats have
increasingly come from outside of one's home country. As well, it has become routine for
managers at all levels, worldwide, to need to find ways to work with people from diverse cultural
backgrounds.
These changes place new and more challenging requirements on present and future managers.
For example, it is becoming more important for managers to have a basic understanding of the
structure of the global economy in which they operate, not just of their country of origin. Also,
with the greater freedom firms now have to sell, invest, and operate around the globe comes the
need to understand how to assess the stability and growth prospects of individual nations and
their markets.
In short, knowledge about how nations, firms, and individuals can address the issues raised by
globalization have arguably become part of the "essential equipment" every manager cannot
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afford to be without. Knowledge about how to conduct business with people from numerous
cultural backgrounds is just as vital.
Course Learning Objectives:
1. Define global management and discuss how it differs from domestic norms.
2. Define and discuss key terms and concepts related to international management.
3. Acquire a basic understanding of the structure of the global economy and the
perspectives of various actors in the global economy thru case studies..
4. Make well-reasoned suggestions about how to address many of the challenges and
opportunities likely to within in international business setting. For example
students would be expected to knowledgeably discuss the pros and cons of
particular ways of entering national markets, of managing foreign exchange risk,
and of selecting members for cross- cultural teams. Other issues students will be
expected to learn about are outlined in this syllabus and will be addressed as the
course progresses.
5. Knowledgeably discuss some of the key public policy, ethical and environmental
issues that are typically connected to international business.
6. Students should be able to discuss the challenges that third world countries have
in participating in world trade, and the different perspectives that exist with regard
to intellectual property rights and the third world, management therein..
Other Study Resources:
In addition to the textbook, a variety of other sources will be used throughout the
semester. I will also use Blackboard to communicate various requirements.
Evaluation Methods and Teaching Strategy:
Course will be taught using lectures, discussions, case analysis and there will be a
paper due at the end of the module. This course will be letter graded and the
student’s final grade will be based on:
 Case write-ups
20%
* Exams
40%
 Module Project Paper
25%
* Participation
15%
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The final grading scale is as follows:
Letter
Grade
Numerical
Score
A
AB+
B
BC+
92-100
90-91.9
88-89.9
82-87.9
80-81.9
78-79.9
Letter
Grade
C
CD+
D
DF
Numerical
Score
72-77.9
70-71.9
68-69.9
62-67.9
60-61.9
< 60
MODULE PROJECT PAPER: This will be addressed separately.
CURRENT EVENTS
During the first class countries and product sectors will be assigned. Sectors and assigned
countries will be equally balanced so that current event searches will be invigorating. Each
individual will be responsible for one current event article each week and will follow the same
sector for the duration of the module. There will also be periodic team assessments. Sources for
articles should include (but not be limited to):
“The Economist”
“Harvard Business Review”
“Wall Street Journal”
“The Financial Times”
“Business Week”
UNCG Library Database
Specific Sector Journals
Dailies
Articles are not to be more than one week old and must focus on a global management event for
the week. Each team will have full participation in presenting the articles to the class. Your
report should cover the subject, how this article relates to class, and your reaction as to specific
positive/negative management traits displayed.
This will be discussed the first session.
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Significant Policies:
Attendance: Students are expected to attend sessions. A student should contact the instructor
where work needs and/or health problems make attendance impossible.
“Get Out of Jail Free” Cards: Rather than try to judge the veracity of every reason for any
student’s absence, I will give each of you one (and only one) of these cards. If and when you
choose to cash it in, your absence is excused.
Inclement Weather: In case of inclement weather, this class will follow University guidelines.
Academic Honor Code: Each student is required to sign the Academic Integrity Policy on all work
submitted for this course.
Additional Requirements: Students are expected to be prepared for class and participate in
discussions.
CLASS SCHEDULE__(THIS IS A ROADMAP AND IS SUBJECT TO CHANGE):
Date
Topic/Assignment
Part I: The Global Manager’s Environment
Jan 9
Introduction / Chapter 1 – Assessing The Environment
► Country/Sector Assignments
Case : Footwear International
Jan 11
Chapter 2 – Managing Interdependence
►Social Responsibility and Ethics
►Ethics in Global Management
Case: Reebok …
Jan 16
NO CLASS – MLK, JR DAY (MAKE-UP DAY – JAN 21)
Part II: The Cultural Context of Global Management
Jan 18
Chapter 3 – Understanding the Role of Culture
►Culture and Management Styles Around the World
Case Study: Trouble at Computex
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*Jan 21
Further Examination of Global Cultures
*This is make-up day for Jan 16 and will be at regular time.
Jan 23
Chapter 4 - Communicating Across Cultures
►Managing Cross-Cultural Communications
Case Study: Dell’s Dilemma in Brazil
Jan 25
Chapter 5 – Cross-Cultural Negotiations
►Negotiations and Transactions
Case Study: Guanxi in Jeopardy
Jan 30
The Art of Negotiation
►Simulations
“Prep” for mid term
Feb 1
MID TERM
Part III: Formulating and implementing Strategy for Global Operations
Feb 6
Chapter 6 – Formulating Strategy
►Reasons for going international
►Steps for developing strategy
Case: FedEx vs. UPS
Feb 8
Chapter 7 – Global Alliances and Strategy Implementation
►Motivations and Benefits
►”Wally” World
Case Study: Pepsi into India
Feb 13
Chapter 8 – Organization Structure
►Organizing for Globalization
Case Study: DaimlerChrysler AG in 2004
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“WHY” AN MNC NEEDS TO ‘BE GLOBAL AND ACT LOCAL’
Part IV: Global HRM
Feb 15
Feb 20
Chapter 9 – Staffing/Training for Global Operations
►Expats vs. LNs
Case Study: A First-Time Expat’s Experience …
Chapter 10 – Developing a Global Management Cadre
►Global Management Teams
► Local Labor Relations
Case Study: West Indies Yacht Club Resort
Feb 22
Chapter 11 – Motivating and Leading
►Global Leader’s Role
►Contingency Leadership
Case Study: Sir Richard Branson
Feb 27
Looking at the Future/Recap
First Half of Presentations
Mar 1
Last Half of Presentations
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