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Target Audience:This short course, comprising six sessions, is aimed principally at practising managers and mature students who are employed in firms which have an international interest or whose careers are likely to bring them into contact with international managers. Unit Aims:To provide a framework of knowledge, theory and understanding relative to international management and to examine appropriate strategies for successful operation in the 21st century. To embrace the thinking of global corporations and minor league international firms as they implement policies to secure global sales.Unit Objectives:On completion of this unit participants should be able to:-• Understand the dimensions of international business activities • Appreciate the significance of the international environment • Develop familiarity with a range of writers and theorists • Explain how external cultures impact on marketing and management • Relate theories to a wide range of international situations • Develop skills relevant to managers of multinational corporations, as well as those operating in other dimensions of business • Maintain an awareness of global dimensions such as standardisation and differentiation and how firms select their policiesCourse SyllabusLecture 1: Introduction and Background to International Management- Causes of globalisation- Foreign trade operations- International trade theories o Classical Trade Theory• Porters Diamond• Dunnings Eclectic Theory• Product Life Cycle Theory• Bartlett & Goshals Typologies- Problems of international business- Five hypothesesReading: Deresky Part 1Discussion - “What are the main issues and influences, which impact on international management?”Case Situation: “An Appetite for Eastern Europe”Lecture 2: The International Business Environment- Concept of environmental scanning- Tariff and non-tariff barriers- The elements of the environmentPolitical Risk assessment - (Kobrin)Economic – market, command and mixedCultural factors – Hanner, Hofsteed,Trompenaar, etc.Financial – foreign exchange, currency conversion, risk and transfer pricingLegal – The Nation State, company law, legislation- Market considerations- Outputs to the environmentReading: Deresky, Chapters 1 & 3Discussion Questions: Deresky Chapter 1, page 32, questions – 2, 3 and 6.Case Study: Deresky Chapter 3 page 121 “Trouble at Computex Corporation”Lecture 3: International Market Entry Strategies- Risk and control issues- Indirect - agents, licensing, sales forces and distributors- Direct - assembly, acquisition, joint venture, full subsidiaries- Government incentives- Factors affecting choice- Comparison of foreign market entry strategiesReading: Deresky Chapter 6Discussion Questions: Deresky Chapter 6, page 250, questions 5 & 6Case Study: Deresky, Chapter 6, “Cola Wars: The Venezuelan Coup”Lecture 4: Human Resource Strategies- Executive staffing alternatives- Ethnocentric, Polycentric, Regiocentric and Geocentric- Staffing considerations, compensation, Codes of Conduct, management devel.- The Relocation Transition Curve (McCormick & Chapman)Reading: Deresky, Chapters 9 -11
Discussion Questions: Deresky Chapter 9, page 410, Question 2 & 3Exercise: Groups 1. Make a list of reasons why you would want to accept a foreign assignment. Does it depend on the location and duration?Groups 2. Make a list of reasons why you would not want to accept a foreign assignment. Does it depend on location and duration?Case Study: Deresky, Chapter 9, “Fred Bailey in Japan: an Innocent Abroad” Lecture 5: Structure Control and Management- Evolution of structures- Geographic and product structures- International division structure- Matrix structures- Examples of current global structures- Management information and controlsReading: Deresky, Chapter 8Discussion Questions: Deresky, Chapter 8, page 320, Questions 1, 2 and 4Exercise: In groups of four, consider a fast-food chain such as McDonalds entering the Czech market. Decide on an initial level of involvement and your entry strategy. Draw up an appropriate organisational design, taking into account strategic goals, location(s) and size of the firm. What forms of control would you recommend?Lecture 6: Building a Global Strategy and Marketing- Approaches to formulating a strategy- Environmental scanning, mission, objectives and strategy- Strategic alternatives . home replication strategy. multidomestic strategy. global strategy. transnational strategy- Strategy and multinationals (Yves Doz). national responsiveness; integration and multi-focal- Global sourcing- The international marketing mix- Standardisation versus specialisation- Growth of E-CommerceReading: Deresky, Chapters 4 & 6Exercise: Choose a company in the microcomputer industry. In small groups conduct the following: 1) Environmental analysis (audit), 2) Write a brief Mission Statement, 3) Define strategic objectives for the next five years and 4) choose a strategy to achieve these objectives.Further Supplementary or Alternative Reading:Daniels and Radenbaugh, (2001) International Business, Prentice HallBeamish et al (2003) International Management, McGraw-HillHill, C (2003)International Business: Competing in the Global Marketplace, McGraw-HillHodgetts & Luthans, (2000) International Management, McGraw-HillMcFarlin and Sweeney (1998) International Management, International Thompson PublishingRugman & Hodgetts, (2000) International Business, Prentice HallQuelch and Bartlett (2003) Global Marketing Management, Addison Wesley, Longman
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