BUS 320A – INTERNATIONAL MANAGEMENT
Thomas G. Drape, Ph.D.
Associate Professor
tdrape@pugetsound.edu
(253) 879-3157 (Office)
(253) 858-2125 (Home)
CLASS MEETING TIMES
T TH
9:30–10:50 am (Mc203)
OFFICE HOURS
T TH
8:30-9:30 am (Mc111A) and always by
appointment
REQUIRED MATERIALS
International Management Behavior: Leading with a Global Mindset, 6th Edition, by
Lane, Maznevski, Dietz and DiStefano, ISBN: 9780470714126.
Additional readings as assigned during class.
COURSE DESCRIPTION
The course introduces students to the field of international management helping students
develop the knowledge, perspective and skills to conduct global business successfully. One of
the integrating themes for the course is the concept of the global mindset: establishing a
framework for managing at both the individual and organizational level. Another integrating
theme is the understanding of cross-cultural dynamics: working with and managing people
from different cultural backgrounds.
COURSE OBJECTIVES
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Appreciate the complex nature of international management and value a global mindset
Understand the role of global strategy, global teams and global talent management
Establish a framework for recognizing and analyzing successful cross-cultural dynamics
Apply knowledge from the course to news in the popular international press
Gain basic skills in international communication, negotiation and management of change
Strengthen written and verbal communication skills
ATTENDANCE AND PARTICIPATION
This course is highly interactive and participatory, so the expectation is that each student
takes an active role in providing relevant contributions to discussions every class meeting. You
are expected to arrive to class on time and to remain in class until the end of the class session.
Habitual tardiness and multiple absences (without an approved excuse) will result in a reduction
to your participation grade. Do not schedule trips or activities during scheduled exams.
ACADEMIC HONESTY
Academic honesty is highly valued at the University of Puget Sound and you are
expected to behave ethically and honestly throughout this course. Academic dishonesty can take
many forms including misrepresentation of another person’s work as your own, taking credit for
someone else’s words or ideas, and soliciting or accepting help on a test or assignment when you
are expected to work independently. Any case of academic dishonestly will be taken seriously
and pursued in accordance with University policies and procedures.
HUMAN RELATIONS CLIMATE POLICY
As a member of this class, you are expected to show and receive respect for all people
regardless of their race, religion, gender, national origin, color, or status. Such respect
specifically precludes any type of harassment, inappropriate comments, or hostile environment.
We expect the climate to be professional at all times, and we encourage you to do your part in
making this happen.
DISABILITY STATEMENT
If you have a physical, psychological, medical or learning disability that may impact your
course work, please contact Peggy Perno, Director of Disability Services at 879-3395 (105
Howarth). She will determine with you what accommodations are necessary and appropriate.
All information and documentation is confidential.
EMERGENCY STATEMENT
Please review university emergency preparedness and response procedures posted at
www.pugetsound.edu/emergency/. There is a link on the university home page. Familiarize
yourself with hall exit doors and the designated gathering area for your class and buildings.
If building evacuation becomes necessary (e.g. earthquake), meet your instructor at the
designated gathering area so she/he can account for your presence. Then wait for further
instructions. Do not return to the building or classroom until advised by a university emergency
response representative.
If confronted by an act of violence, be prepared to make quick decisions to protect your
safety. Flee the area by running away from the source of danger if you can safely do so. If this
is not possible, shelter in place by securing classroom or lab doors and windows, closing blinds,
and turning off room lights. Lie on the floor out of sight and away from windows and
doors. Place cell phones or pagers on vibrate so that you can receive messages quietly.
2
GRADE DISTRIBUTION
You will be evaluated on the basis of an examination, case studies, written papers, oral
presentations and class participation. You may earn up to 1000 points in this class as follows:
Exam
Case Study #1
Case Study #2
Critical Notes/ Article Insights
Final Project
Current Event Presentation
Class Participation
20%
10%
15%
20%
15%
5%
15%
200 points
100 points
150 points
200 points
150 points
50 points
150 points
Total for Course
100%
1,000 points
Exam
20%
There is one exam that will consist of a combination of short and long essay questions. It is a
closed exam (no books and no notes).
Case Study #1 and #2
25%
Each student will develop two individual-effort case studies during the semester. Specific goals
and instructions for each case study will be provided separately.
Critical Notes/Article Insights
20%
Students will write critical notes on each course chapter and article insights on each article
before the class discussion on that chapter/article. The dates and specific objectives for the
critical notes and article insights will be discussed in class and posted on Moodle.
Final Project
15%
For the final project, students will write a report based on their experience entering and dealing
with another culture directly during the semester. More specifics on the final project will be
provided separately.
Current Event Presentation
5%
Each student will present a current event to the class on an international management issue
related to a topic discussed during the course.
Class Participation
15%
Participation is expected in this course. Please come to class well prepared to discuss the day’s
topic and be ready for any pop-quizzes to reward attentive reading.
3
COURSE SCHEDULE
This course will use Moodle to post articles and other short readings and assignments. The
course schedule may change depending upon our pace. Any changes to the reading assignments
will be announced in class. You will also be responsible for all material covered during class
time that does not appear on this syllabus (e.g., handouts, videos, etc.) including in-class
assignments.
PART I: THE GLOBAL MANAGER
WEEK 1
1/22 (T)
1/24 (TH)
Class introduction
Article: Leadership versus Management
WEEK 2
1/29 (T)
1/31 (TH)
Article: What is a Global Manager?
The Global Manager (Ch.1)
PART II: INTERPERSONAL SIDE OF GLOBAL MANAGEMENT
WEEK 3
2/5 (T)
2/7 (TH)
WEEK 4
2/12 (T)
2/14 (TH)
Article: A Whole New Global Mindset for Leadership
Intercultural Effectiveness in International Management (Ch. 2)
Intercultural Effectiveness in International Management (Ch. 2)
Article: Beyond Sophisticated Stereotyping - Cultural Sensemaking in
Context
WEEK 5
2/19 (T)
2/21 (TH)
Article: Local Memoirs of a Global Manager
Simulation
WEEK 6
2/26 (T)
2/28 (TH)
Global Negotiations I
Global Negotiations II
WEEK 7
3/5 (T)
3/7 (TH)
Managing Global Teams and Networks (Ch. 4)
Article: Managing Multicultural Teams
WEEK 8
3/12 (T)
3/14 (TH)
Case #1A: Ellen Moore – Living and Working in Korea
Case #1B: Arla Foods and the Cartoon Crisis
WEEK 9
Spring Recess
4
PART III: ORGANIZATIONAL LEVEL OF GLOBAL MANAGEMENT
WEEK 10
3/26 (T)
3/28 (TH)
Executing Global Strategy (Ch. 5)
Article: How to Manage Virtual Teams
WEEK 11
4/2 (T)
4/4 (TH)
Selecting and Developing Global Managers (Ch. 6)
Article: Why Multinationals Struggle to Manage Talent
WEEK 12
4/9 (T)
4/11 (TH)
Exercise
Managing Change in Global Organizations (Ch. 7)
WEEK 13
4/16 (T)
Article: Leading a Multinational Team of Change Agents at Glaxo
Wellcome
PART IV: COMPETING WITH INTEGRITY IN GLOBAL BUSINESS
4/18 (TH)
Competing with Integrity in Global Business (Ch. 8)
WEEK 14
4/23 (T)
4/25 (TH)
Exam
Review Exam / Case study review
WEEK 15
4/30 (T)
5/2 (TH)
Case #2A: Monsanto Europe
Case #2B: Disneyland Resort Paris - Mickey Goes to Europe
WEEK 16
5/7 (T)
Final Project
5