COURSE SYLLABUS - Ft. McPherson - Education - http://maxpages.com/cel/MGT_667_International

CENTRAL MICHIGAN UNIVERSITY
COLLEGE OF EXTENDED LEARNING

COURSE NUMBER AND TITLE
MGT 667 International Business

FACULTY
Brian Satterlee, Ed.D, D.B.A.

CATALOG DESCRIPTION
Addresses issues that arise in global management such as parent-subsidiary management, cross-cultural problems and new challenges such as the European Community. Essentially a case course.

COURSE PHILOSOPHY
It is all too clear that the business world of today is no longer limited by national boundaries, and that organizations need to have a global perspective if they are to survive and prosper in this international environment. Many organizations will succeed or fail on the basis of their ability to deal with this dynamic environment. The purpose of this course is to help prepare students to manage more effectively in a world made substantially more complex by the shrinking globe.

Although many firms have recognized the need to employ global strategies in managing research and development (R&D), production, marketing and finance in today's global marketplace, many firms still conduct the worldwide management of people as if cultural differences did not exist and universal management principles did indeed apply universally. In the course of this semester we will examine the various management strategies and functions in a variety of contexts to determine when and how culture influences organizational effectiveness.

PREREQUISITES
· Admission to MBA or permission of MBA director.

REQUIRED TEXT/INSTRUCTIONAL MATERIALS
· Hodgetts, R., and Luthans, F. (2000). International Management: Culture, Strategy, Behavior(4e). Boston: McGraw-Hill [ISBN 0-07-228282-7].
· Internet access to www.maxpages.com/cel

COURSE GOALS
The student will become familiar with functional and behavioral differences throughout the world in the realm of management and supervision, so as to be prepared to perform in a multinational business environment. The student will broadly understand global developments such as the establishment of the European Union (EU), NAFTA, and the WTO. Students will comprehend the concepts of Global Strategic Planning, Global Organizational Structures, International Joint Ventures, and other functional aspects of international management.

COURSE OBJECTIVES
At the conclusion of this course students will be able to:
1. Summarize worldwide developments, including the political, legal, and technological environments that frame global competitiveness (analysis).
2. Integrate the meanings and dimensions of culture with managing across cultures, including intercultural communication, organizational cultures, and diversity (synthesis).
3. Outline the basic steps in the strategic planning process, including environmental scanning, internal resource analysis of the MNC’s strengths and weaknesses, and goal formulation (analysis).
4. Specify various methods used for managing and reducing political risk (synthesis).
5. Analyze the major types of organizational structures used in handling international operations (analysis).
6. Contrast and compare the ways that MNC’s control international operations, including specific performance measures (analysis).
7. Compare and contrast leadership styles in other nations with those in the United States, and relate this to motivation theories in light of international management (analysis).
8. Integrate human resource selection, repatriation, and development across cultures (synthesis).
9. Critique the nature of industrial democracy, including some of the major differences that exist throughout the world (evaluation).
10. Summarize international business issues in finance, marketing, operations management, and information technology (comprehension).
11. Review electronic commerce issues in international business (comprehension).
12. Produce written reports outlining the business conditions and feasibility for international expansion into selected countries (synthesis).

GENERAL METHODOLOGY
As a graduate seminar, this class will be conducted primarily with an emphasis on discussion rather than lecture. Your preparation for each class period is important if you are to be an effective contributor to the discussion. It is expected that you will read the assigned material (especially the related cases) prior to attending each class. As educationally warranted, we will supplement the discussion with occasional lectures, experiential exercises, case discussions, and video tapes.

COURSE OUTLINE/ACTIVITIES/ASSIGNMENTS DUE
Due to the compressed delivery format, this course will be divided into nine modules.

Module 1 (1st Friday)
· introduction/course overview
· Research Project overview
· webliographic review
· discussion of chapters 1-8
· experiential activities/mini-cases

Modules 2 & 3 (1st Saturday)
· discussion of chapters 1-8, continued
· experiential activities/mini-cases, continued

Module 4 (2cd Friday)
· Midterm exam
· discussion of chapters 9-17

Modules 5 & 6 (2cd Saturday)
· discussion of chapters 9-17, continued
· experiential activities/mini-cases

Module 7 (3rd Friday)
· Final exam
· experiential activities/mini-cases

Modules 8 & 9 (3rd Saturday)
· Research Project presentations

EVALUATION
A variety of evaluative assignments will be deployed to assess levels of student learning, including:
· Midterm Exam (20%)
· Final Exam (20%)
· Research Project/Presentation (20%)
· Experiential Exercises/Cases (20%)
· Class Attendance/Participation (20%)

Attendance and class participation are mandatory. This includes, but is not limited to, attending on time and for the entire duration, preparation for and contribution to all class discussions and activities, professional etiquette, submitting all assignments on time, and treating all participants with dignity and respect.

PRE-COURSE ASSIGNMENTS
· Read chapters 1 through 8 in the textbook.
· Complete the Internet Exercise at the end of each chapter (1-8).
· Read the In the International Spotlight for each chapter (1-8).
· Read Part I Integrative Cases 1 – 4 ,and Part II Integrative Cases 1 - 2.
· Select a country or region (small one) that you are interested in exploring in depth. This will form the basis for your Research Project. You will be asked to identify your selection during Module One so that we can ensure a diverse group of countries have been selected. Each student will be assigned a country, so it is a good idea to have 3 or 4 alternate selections to consider.

GRADING SYSTEM

100 – 96 = A
The student consistently demonstrates: excellent performance; sharp insight into the material; articulates their ideas clearly and comprehensively; integrates concepts previously learned in the course and/or other disciplines; and outstanding preparation for and enthusiastic participation in class discussions and activities. Assignments consistently go above and beyond what is required and are of such a nature that they could be put on reserve for all students to review and emulate as the ideal.

95 – 93 = A-
IBID

92 – 89 = B+
The student consistently demonstrates: high quality performance; good comprehension of the subject matter; communicates their ideas well; and good preparation for and participation in class discussions and activities.

88 – 86 = B
IBID

85 – 82 = C+
The student consistently demonstrates: average-level work, or perhaps fluctuates between average and good-level work.; satisfactory understanding of the course material; communicates ideas at an acceptable level; average preparation for and participation in class discussions and activities – although with less enthusiasm and consistency than at the “A” or “B” levels.

81 – 78 = C
IBID

77 – 74 = D+
The student consistently demonstrates: work that is unacceptable, either in quality or quantity; inability to clearly communicate an understanding of the material or does so in a consistently insufficient manner; does not attend all all scheduled sessions or arrives late and/or leaves early; is not prepared for class; and does not contribute in any manner to class discussions and activities.

73 – 70 = D
IBID

Below 70 = E
IBID

COURSE BIBLIOGRAPHY
Acuff, F. L. (1993). How to negotiate anything with anyone anywhere around the world. New York: American Management Association.

Adler, N. J., & Izraeli, D. N. (Eds.). (1993). Competitive frontiers: Women managers in a global economy. Cambridge, MA: Blackwell.

Brake, T. (1997). The global leader: Critical factors for creating the world class organization. Chicago: Irwin Professional Pub.

Buckley, P. J. (1998). International strategic management and government policy. Houndmills, Basingstoke; New York: NY: St. Martin's Press.

Buckley, P. J., & Mucchielli, J. L. (Eds.). (1997). Multinational firms and international relocation. Cheltenham, UK; Brookfield, VT: Edward Elgar.

Carroll, S. J., & Gannon, M. J. (1997). Ethical dimensions of international management. Thousand Oaks, CA: Sage Publications.

Coade, N. (1997). Managing international business. London; Boston: International Thomson Business Press.

Czinkota, M. R., Ronkainen, I. A., & Tarrant, J. J. (1995). The global marketing imperative. Lincolnwood, IL: NTC Business Books.

Deans, P. C., & Karwan, K. R. (Eds.). (1994). Global information systems and technology: Focus on the organization and its functional areas. Harrisburg, PA: Idea Group Publishing.

Deresky, H. (1997). International management: Managing across borders and cultures. Reading, MA: Addison-Wesley.

Doremus, P. N. (1998). The myth of the global corporation. Princeton, NJ: Princeton University Press.

Dowling, P. J., Welch, D. E., & Schuler, R. S. (1999). International human resource management: Managing people in a multinational context. Cincinnati, OH: South-Western College Publishers.

Early, P. C., & Erez, M. (1997). The transplanted executive: Why you need to understand how workers in other countries see the world differently. New York: Oxford University Press.

Elashmawi, F., & Harris, P. R. (1998). Multicultural management 2000: Essential cultural insights for global business success. Houston, TX: Gulf Publishling.

Engholm, C. (1994). The other Europe: A complete guide to business opportunities in Eastern Europe. New York: McGraw-Hill.

Gentile, M. C. (Ed.). (1994). Differences that work: Organizational excellence through diversity. Boston: Harvard Business Review.

Gereffi, G., & Korzeniewicz, M. (Eds.). (1994). Commodity chains and global capitalism. Westport, CT: Praeger.

Gertsen, M. C., & Soderberg, A., & Torp, J. E. (Eds.). (1998). Cultural dimensions of international mergers and acquisitions. Berlin; New York: Walter de Gruyter.

Grub, P. D., & Khambata, D. (1993). The multinational enterprise in transition: Strategies for global competitiveness (4th ed.). Princeton, NJ: Darwin Press.

Hassan, S. S., & Kaynak, E. (Eds.). (1994). Globalization of consumer markets: Structures and strategies. New York: International Business Press.

Islam, I., & Shepherd, W. (Eds.). (1997). Current issues in international business. Cheltenham, UK; Lyme, NH: E. Elgar.

Jansson, H. (1994). Industrial products: A guide to the international marketing economics model. New York: International Business Press.

Kumar, B. N., & Steinmann, H. (Eds.). (1998). Ethics in international management. Berlin; New York: Walter de Gruyter.

Marcus, G. E. (Ed.). (1998). Corporate futures: The diffusion of the culturally sensitive corporate form. Chicago: University of Chicago Press.

Marquart, M. J., & Reynolds, A. (1994). The global learning organization. Burr Ridge, IL: Irwin Professional Pub.

Monti-Belkaoui, J. & Riahi-Belkaoui, A. (1998). The nature, estimation, and management of political risk. Westport, CT: Quorum Books.

Morosini, P. (1998). Managing cultural differences: Effective strategy and execution across cultures in global corporate alliances. Oxford; New York: Pergamon.

Nelson, C. A. (1994). Managing globally: A complete guide to competing worldwide. Burr Ridge, IL: Business One Irwin.

Oddou, G. R., & Mendenhall, M. A. (Eds.). (1998). Cases in international organizational behavior. Malden, MA: Blackwell.

O'Hara-Devereaux, M., & Johansen, R. (1994). Globalwork: Bridging distance, culture, and time. San Francisco: Jossey-Bass.

Oliver, R. W. (1999). The shape of things to come: Seven imperatives for winning in the new world of business. New York: McGraw-Hill.

Perkins, S. J. (1997). Internationalization: The people dimension: Human resources for global expansion. London: Kogan Page.

Phatak, A. V. (1997). International management: Concepts & cases. Cincinnati, OH: South-Western College Publishling.

Phillips, N. (1994). Managing international teams. Burr Ridge, IL: Irwin Professional Pub.

Rhinesmith, S. H. (1993). A manager's guide to globalization: Six keys to success in a changing world. Homewood, IL: Business One Irwin.

Ricks, D. A. (1993). Blunders in international business. Cambridge, MA: Blackwell Business.

Root, F. R. (1994). Entry strategies for international markets. New York: Maxwell Macmillan International.

Schell, M. S., & Solomon, C. M. (1997). Capitalizing on the global workforce: A strategic guide to expatriate management. Chicago: Irwin Professional Pub.

Varner, I. I., & Beamer, L. (1995). Intercultural communication in the global workplace. Chicago: Irwin.

Vernon, R. (1998). In the hurricane's eye: The troubled prospects of multinational enterprises. Cambridge, MA: Harvard University Press.

Wendt, H. (1993). Global embrace: Corporate challenges in a transnational world. New York: HarperBusiness.

Zartman, I. W. (Ed.). (1994). International multilateral negotiation: Approaches to the management of complexity. San Francisco: Jossey-Bass.

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Brian Satterlee
Danville	Virginia
804.791.5837
satterle@averett.edu

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