University of Warsaw Faculty of Management SYLLABUS This Syllabus Is Subject To Change International Management Prof. Dr David Jones david.jones@uw.edu.pl Introduction. This course will acquaint the international graduate student with some core concepts and major principles of International Management used by key executives of Multinational Corporations (MNCs) and Transnational Corporations (TNCs) in the United States and abroad. It is not an easy task to manage a domestic company, but this task becomes more difficult and subject to much greater risk once a firm decides it will “go international.” Important decisions have to be made, such as whether functional units such as Accounting, Design, Manufacturing, Marketing, Sales, Purchasing, Quality Control, Research and Development will be managed at home or abroad. Staffing becomes subject to difficult choices, such as the right “mix” of “expat” Parent Country Nationals (PCNs) with local Host Country Nationals (HCNs) or even Third Country Nationals (TCNs). Whenever managers are sent abroad to live and to work, a risk of failure emerges. Even with proper preparation for living as an “expat” in a foreign country, the risk of failure (that the employee will decide to abort the assignment and return home before the assignment is completed) can be as high as 80% for the employee, even higher for family including spouse and children. Most foreign assignments are for three years’ duration, but failure is likely to occur within the first month or two. It can take up to 18 months to prepare an employee and her/his family to successfully work abroad, and at least half as long to prepare the same people for repatriation. As it is expensive for a corporation to send its managers and their families on foreign assignments, it is important to optimize their success in order to amortize this investment. Part of this course will focus on preparing managers for success in the international environment. Without having spent significant periods of time working abroad, a manager’s career pathway is likely to encounter promotion barriers, particularly at the higher levels. Meeting Schedule. This Course will meet asymmetrically as follows: Tuesday, 06 October 2015, 15:00 to 17:00 Tuesday, 13 October 2015, 16:30 to 19:30 Tuesday, 10 November 2015, 16:00 to 18:00 Wednesday, 18 November 2015, 16:00 to 18:00 Wednesday, 25 November 2015, 16:00 to 18:00 Wednesday, 02 December 2015, 16:00 to 18:00 Each class will meet in Room A207 Course Objectives. Students completing this course should possess the basic knowledge and confidence to go and live abroad and to begin to manage teams amidst workplace diversity within a Host Country. They should understand and foresee the political, economic, legal and technological constraints of conducting business across cultural barriers, and possess some of the skills required to bridge cross-cultural communication gaps. Required Book. Helen Deresky, International Management: Managing Across Borders and Cultures. Upper Saddle River: 7th edition 2010, Pearson Prentice Hall. ISBN 0136098673. Student Power Point Slides for Helen Deresky, International Management: Managing Across Borders and Cultures. Upper Saddle River: 7th edition 2010, Pearson Prentice Hall. http://wps.prenhall.com/bp_deresky_im_7/140/35949/9203172.cw/index.html. Recommended Readings. David A. Jones, Four Eagles and a Dragon: Success and Failure of Quixotic Encirclement Strategies in Foreign Policy, An Analysis. London: 2015, Bloomsbury Publishing, Plc and New Delhi: 2015, Bloomsbury Publishing India Pvt. Ltd. David A. Jones, "Nationalism in China: Is It Increasing? Is This Helpful?" in Burbick, Joan and William Glass (eds.), Beyond Imagined Uniqueness: Nationalisms in Contemporary Perspectives. Cambridge: 2010, Cambridge Scholars Publishing, 93-106. Anne Marie Francesco and Barry Gold, International Organizational Behavior: Text, Readings, Cases and Skills. Upper Saddle River: 2nd edition 2004, Prentice Hall. Mary L. Connerley and Paul B. Pedersen, Leadership in a Diverse and Multicultural Environment: Developing Awareness, Knowledge, and Skills. Thousand Oaks: 2005, Sage Publications. Interesting Websites: Overseas Private Investment Corporation (OPIC). http://www.opic.gov/ World Intellectual Property Organisation (WIPO) http://www.wipo.int/portal/index.html.en Transparency International: The Global Coalition Against Corruption. http://www.transparency.org/ OUTLINE: Module One: Assessing the International Environment. Tuesday, 06 October 2015 Deresky, Chapter 1. The Challenge. Deresky, Chapter 2. Political, Economic, Legal and Technological Environment. Module Two: Cross-Cultural Corporate Social Responsibility. Tuesday, 13 October 2015 Deresky, Chapter 3. Managing Interdependence: Corporate Social Responsibility. Deresky, Chapter 4. The Role of Culture. Group 1 Case Analysis,. Module Three: Communication Across Cultural Borders: Global Alliances and Operations. Wednesday, 10 November 2015 Note: Change of day in the week. Deresky, Chapter 5. Communication across Culture Barriers. Deresky, Chapter 6. Negotiation and Decision Making. Deresky, Chapter 7. Formulating Strategy for the International Market. Deresky, Chapter 8. Implementing Strategy: Cross-Border Alliances. Group 2 Case Analysis. Group 3 Case Analysis. Module Four: Integrating Parent Country Nationals (PCNs) with Host Country Nationals (HCNs) and Third Country Nationals (TCNs) Wednesday, 18 November 2015 Deresky, Chapter 9. Organising Structure for a Global Operation Deresky, Chapter 10. International Staffing: Training and Development. Module Five: Managing An International Workforce Wednesday, 25 November 2015 Deresky, Chaprter 11. Managing ”Expats.” Host Country Labour Relations. Group 4 Case Analysis. Group 5 Case Analysis. Module Six: Motivating and Leading in an International Organisation Wednesday, 02 December 2015 Note: This will be our Final Class except to collect Term Papers at end of Course. Deresky, Chapter 12. Motivating and Leading in an International Environment. Deresky, Chapter 13. Crafting International Teams Amidst Workplace Diversity. Group 6 Case Analysis. Group 7 Case Analysis. FINAL EXAMINATION The date and time of your Final Exam, if any, or date on which your Term Paper will be due will be announced. Grading. The final course grade will be based on the following criteria. Your Case Analysis will be a Group Effort. The remaining requirements will be an Individual Effort: 50% Case Analysis from a Business Case in one of the assigned readings or online. Note: There are 11 Comprehensive Cases provided in this edition of your book by Helen Deresky. Depending upon course enrollment, we will divide this class into work groups and assign to each such group one or two Cases to “brief” in the Harvard Business School (HBS) manner: Facts Issues Alternative Courses of Action: numbered, analysed Best Course of Action: Selected by Number from List of Alternatives. 20% Final Examination 30% Term Paper of about 20 pages with proper citations and Bibliography.