Multinational Management

 

BA 441                                                                                                                         Kimberly Folkers, MIM, FLMI

Fall 2006                                                                                                                       Associate Professor of Marketing      

WBC 215                                                                                                                      Phone:  352-8424    

MWF 1:00 TH                                                                                                                Office:  WBC 102

Email: kimberly.folkers@wartburg.edu

Office Hours:  MW 1:00-2:00 p.m.; TH  3:00-4:00 p.m. Other times by appointment.

 

Prerequisites:  EC 141 or 142, BA 345 recommended.  Note:  This is an upper division course that will involve a great deal of critical thinking, analysis, and discussion, both for the comprehensive casework and for the semester project.

 

Diversity Across the Curriculum:  This course has been approved for DAC credit.  The goal of DAC courses is to help you “develop a greater recognition and understanding of the value of human diversity as an enriching aspect of life.”  Specifically, Multinational Management will strive for the following outcomes:  1) You will develop a better sense of connection between a widened view of the world and liberal learning.  2) You will enhance your ability to connect your understanding of human diversity to a specific topic/theme = management in the global context.  Ideally, this will lead to an excitement and enthusiasm about other cultures, a valuing of what a diversity of cultures can offer to the workplace, and an appreciation for the challenges that managers face in a diverse environment.  3) You will be better able to compare and contrast your own culture with the cultures we will explore in case studies and the project.

 

This DAC course should be an extension of the work you have already done in IS 201.  As we explore the rich diversity of cultures around the world this term, you may want to reflect back on the emphases of IS 201:  1) The influence of culture on society.  2) The influence of culture on self.  3) The value of human diversity for self.  4) The value of diversity for society.  5) The challenges presented by diversity.  6) The similarities and differences between culture.   It is my belief that you will make many connections between our course material and the emphases listed here.

 

Required Text/Materials: International Management, Deresky, Prentice Hall, 5th ed., 2006. 

Five additional cases from Harvard Business Review and Ivey will be available for purchase in the bookstore:

            Ellen Moore:  Living and Working in Korea

            Office Design Partners Thailand

            Royal Dutch Shell in Nigeria

            Nora-Sakari: A proposed JV in Malaysia

            IKEA: Challenges in Global Sourcing

 

My Wartburg and Email:  We will be using the my.wartburg site for our course for the posting of many course materials.  Be sure you know how to access this site and check it regularly.  Also, please check your Wartburg email account regularly as I will be using it to  communicate with the class throughout the term.

 

Course Outcomes:

At the conclusion of this course, you will be able to:

 

1) Outline the ways in which companies can cross borders to do business with other countries, and the corresponding advantages and disadvantages of each.  2) Articulate an understanding of what it means to effectively manage people and processes in a global context.  3) Evaluate the role that cultural skills and sensitivity play in successful management strategy and implementation.   4) Write a comprehensive strategic management plan for a company moving from domestic to international operations.  5) Analyze case studies using critical thinking skills, applying macro/strategic concepts, as well as micro/interpersonal concepts to the case, and provide written solutions or recommendations to the cases.  6) Identify the unique ethical issues relevant for international managers.

 

COURSE ELEMENTS:

   Project                                   400 points

   Exams (2)                              200    “

   Cases/Exercises                    300    "

   Participation                           100    “

 

    Total Points:                      1,000 points         

 

Grading: Final grades will be based on a percentage of the total points available. 

93.33%+= A  90-93.33%= A-  86.67%-90%= B+  83.33-86..67%= B 

80-83.33%= B-, etc.

 

Please note that I will be submitting student work to Turnitin.com

 

EXAMS:

Exams will follow an essay format and will cover all course material, including assigned cases and readings.  In some instances I may include portions of a new case study and ask you to reflect on its issues.  There will be two exams of approximately 100 points each.

 

CASES:

You will prepare and discuss a variety of cases this term as a way of evaluating your mastery of the course material.  Some of the cases will come directly from our text, while five others, as noted above, will be from Harvard Business School and Ivey Publishing, both well-respected suppliers of comprehensive cases (50 pts. each).  These cases will be chosen and assigned to complement the topics and material we are covering and to enhance your ability to apply course concepts and analysis to business decision making in an international setting.

 

Cases will be written up focusing on questions that are posed or implied as part of the case itself.  These write-ups must be typed and proofread, and cite any outside sources that you incorporate.  In addition to responding to assigned questions, you will want to take careful notes as you read and prepare the case, so that you can participate fully in the classroom.  It will be extremely important that you prepare thoroughly for case discussions, integrating course and text material, and I will be randomly calling on people to participate in and help lead case discussions.

 

Write-ups for each case will be due the day of the case discussion and will vary in weight.  You will have the option to rewrite three write-ups for regarding throughout the term after we have discussed the case in class.

 

PROJECT:  The project this term will be done in pairs and will revolve around creating a management plan for a domestic company that decides to go international.  You will find the outline for this project attached here and posted on My.Wartburg.  Each pair will be responsible for responding to all aspects of the outline, writing a final paper, not to exceed 20 pages, and reporting to the class several times throughout the term, including making a final presentation.   Rough drafts will be due at various points throughout the term, with final papers and portfolios due Thursday, Dec. 7, at the beginning of class.   Country choices may not be duplicated across the pairs, nor may the type of company. 

 

Final Project Portfolio must include:

-final paper with citations in APA form where applicable, including documentation of any interviews or personal contacts

-executive summary (2 pages) of key findings/recommendations

-rough drafts of paper on which I provided feedback

-copies of any visuals used in presentation

 

PARTICIPATION: Participation will be evaluated as part of your final grade.  100 points will be allocated based on your overall participation in the classroom over the course of the term.  You are a valuable part of what goes on in the classroom and I look forward to hearing about experiences you have had that relate to class topics or about reading you have done that may be relevant to our discussions.  Come to class prepared to participate and to be called upon periodically to lead discussion of a particular article or case that has been assigned.

 

Participation is particularly important in our case study coverage.  The purpose of case studies is to actively apply the concepts of the course to a real-life situation, and your critical thinking and ability to communicate that thinking, is essential to an effective discussion of the case and its use as a learning tool.  Participation in the discussion of readings and exercises is important, too.

 

Many of you have had cross-cultural experiences, traveling, studying and even working in the international arena.  I look forward to your input throughout the term.  Also, if you have articles, books, or other materials that you would like to share, please bring them to class.

 

EXERCISES AND READINGS: >From time to time I will assign exercises and readings from outside sources.  We will discuss these exercises/readings as they come up during the term.

Many of our readings will come from Harvard Business Review.   I will post these readings on the My.Wartburg site, and in some cases provide a hot link to the article.  In addition, we have easy access to full text on-line versions of these articles through the library’s subscription to EBSCO Host.  Let me know if you have trouble locating any of the assigned articles. 

 

As mentioned in the Participation section above, I will be rotating responsibility for leading discussion of exercises and readings randomly, so it is important that you prepare the materials assigned on any given day.

 

ATTENDANCE:  Attendance is required.  After two unexcused absences, each additional absence will cost you 1/3 of a letter grade, unless you have a doctor's excuse.  If you must be absent, call me BEFORE class.  It is your responsibility to see me for handouts and assignments given during your absence, etc.  There is no makeup for in-class quizzes or assignments given if you are absent without an excuse. 

 

LATE PENALTIES:  Late assignments are subject to a 25% per day late penalty.  Assignments are always due at the beginning of class on the due date.  This pertains to cases, exercises, and project papers.

 

ETHICS:  Be thinking throughout the term about how ethical decision making should be and is being implemented by international managers.  This is increasingly an area of concern for managers and consumers. 

 

Also, I expect you to exhibit academic integrity in this course.  This includes honesty in test taking, original work in assignments and papers, and citing of sources in papers.  I will submitting student work to Turnitin.com to ensure that all work is original or appropriately cited.  Failure to abide by these standards will result in a failing grade for the assignment or the course, depending on the circumstances.  Remember that Wartburg students have adopted an Honor Code which states “By attending Wartburg College, students are demonstrating their dedication to the Honor Code.  The Honor Code reminds students of their responsibility to promote academic honesty by opposing cheating and plagiarism and reporting dishonest work.”

 

As noted above, I will be submitting student written work to Turnitin.com to ensure that all work is original or appropriately cited.

 

COMMITMENT TO STUDENTS WITH DISABILITIES: Wartburg College seeks to maintain a supportive academic environment for students with disabilities.  To ensure their equal access to all educational programs, activities, and services, Federal law requires that students with disabilities notify the College, provide documentation, and request reasonable accommodations.  If you need accommodations in this course, please notify the Dean of Students (Dr. Alexander Smith, Student Center, 352-8260).

 

 

TENTATIVE COURSE SCHEDULE

This syllabus may be subject to change.

 

WEEK 1     

 

Thurs., 9-7                     Introduction, Ch. 1 Assessing the Environment-Political, Legal,

                                    Technological   

                                    Building Better Global Managers, HBR, March 2006

           

WEEK 2

 

Tues., 9-12                    Ch. 1

                                    Text Case - EC Shatters Microsoft’s Windows

                                    WSJ “Expats May Face Culture Clash in Understanding Local Bosses,”

                                    August 24, 2004

                                    Cultural Exposure Inventory

                                    HBR “Living Agreements for a Risky World,” April 2006

                                    Building Better Global Managers write-up due (20 pts.)

                                   

                                   

Thurs., 9-14       Ch. 2    Managing Interdependence:  Social Responsibility and Ethics

                                    Text Case – GM Returns to South Africa

                                    Case 3 Footwear Intl, pg. 73+

                                    HBR “Profit Globally, Give Globally,” December 2003

                                    Business Week “Emerging Giants,” July 31, 2006

                                    HBR “High Cost of Cheap Chinese Labor - Part 1 and 2,” June and

                                    Sept. 2006

                                    PROJECT PAIRS FORMED-Exchange names, phone #'s and schedules.

                        Regular meeting time turned in to me by email with list of group

                        members.

                                               

WEEK 3

 

Tues., 9-19        Ch. 2

                                    IKEA Global Sourcing case write-up due 50 pts. (bookstore)

                                    Case 1 Reebok and Human Rights, pg. 63+

                                    HBR “Smarter Offshoring, “ June 2006     

                                    PROJECT UPDATE:  Country and Company decided

                                   

Thurs., 9-21                   Ch. 3 Understanding the Role of Culture

                                    Text Case – Trouble at Computex

                                   

WEEK 4

 

Tues., 9-26                    Ch. 3

                                    HBR “Making the Most of Cultural Differences,” October 2001

                                    Royal Dutch Shell in Nigeria case write-up due 50 pts.

                                    (bookstore)

 

Thurs., 9-28       Ch. 4 Communication Across Cultures

                                    Text Case – Elizabeth Visits GPC’s French Subsidiary

                                    Case 6 - Telesys International: A Marriage of Two Cultures, pg. 200

                                    WSJ “Expats May Face Culture Clash in Understanding Local Bosses,”

                                    August 24, 2004

                                   

WEEK 5

 

Tues., 10-3        Ch. 4

                                    Case 8 Moto: Coming to America, pg. 215

                                    ROUGH DRAFT OF PARTS 1-3 DUE

 

Thurs., 10-5                   Ch. 5 Cross-Cultural Negotiation and Decision Making

                                    Text Case - Martinez Construction Co. in Germany

                                    Case 4 – Dell’s Dilemma in Brazil, pg. 179

                                    Case 5 – GM and Autovaz in Russia, pg. 188

                                    Case 7 Guanxi in Jeopardy, pg. 208                               

                                    HBR “The Hidden Challenge of Cross-Border Negotiations,” March 2002.

 

WEEK 6           

 

Tues., 10-10                  Ch. 5

                                    Nora Sakari case write-up due 50 pts. (bookstore)
                                   

Thurs., 10-12                 Ch. 6 Formulating Strategy

                                    HBR” Strategies That Fit Emerging Markets,” June 2005

                                    HBR “Competing with Giants-Survival Strategies for Local Companies in

                                    Emerging Markets,” March-April 1999

 

Fri., 10-13                     Homecoming Panels – plan to attend one

 

WEEK 7

 

Tues., 10-17                  Ch. 6

                                    Text Case – Vodafone U.K. in 2004/2005

                                    Case 11 Starbucks International Operations, pg. 323

                                    PROJECT REPORTS IN CLASS

                        MID-TERM COURSE EVALUATIONS

                                    MID-TERM GROUP EVALUATIONS      

                                    PROJECT: ROUGH DRAFT OF PARTS 4-6 DUE

                                               

Thurs., 10-19                 Ch. 7 Global Alliances and Strategy Implementation

                                    Text Case – NTT DoCoMo, Japan: Global Alliances

                                    HBR “Who Goes, Who Stays?” January 2001

                                    Case 12 Daimler Chrysler AG     2004, pg. 330

                                    Case 9 Fed Ex vs. UPS in China, pg. 309 (also see UPS

                                    Case on pg. 342)                      

                                                                                   

WEEK 8                       

             

Tues., 10-24                  Exam 1 Ch. 1-7, including cases and readings (100 pts.)

 

 Thurs., 10-26                Fall Break-No Class

 

WEEK 9

 

Tues., 10-31                  Ch. 8 Organization and Control Systems

                                    Office Design Partners Thailand case write-up due 50 pts.

                                (bookstore)

                                    Text Case – ABB Sweden 2004 

                                    Case 10 Pepsi’s Entry into India, pg. 318            

                                    HBR “Unleash Innovation in Foreign Subsidiaries,” March 2001

                                   

Thurs., 11-2                   Ch. 9 Staffing and Training for Global Operations

                                    Text Case – Fred Bailey in Japan

                                   

WEEK 10

           

Tues., 11-7        Ch. 9

                                    HBR “The Right Way to Manage Expats,” March-April 1999

                                    HBR “Taking Stock of Hong Kong’s Human Resources,” June 6, 2003

                                    Case 15 West Indies Yacht Club,pg. 449

                                   

Thurs., 11-9       Ch. 10 Developing a Global Management Cadre

                                    Text Case – Avon in Global Markets

 

WEEK 11

 

Tues., 11-14                  Corporation Education Day 11:30 – required

                                    Ch. 10

                                    Case 14 Management of Human Assets at Infosys, pg. 437

 

Thurs., 11-16                 Ch. 11 Motivating and Leading    

                                    Ellen Moore in Korea case write-up due 50 pts. (bookstore)

                                    Text Case – Sir Richard Branson’s Planes, Trains, Resorts,

                                    and Colas in 2004         

                                    Journal of Education for Business, “Preparing Women for Careers in

                                    International Business, May/June 1997                                       

                                   

WEEK 12

                       

Tues., 11-21                  Ch. 11

                                    Case 16 A First-Time Expatriate’s Experience in a JV in China, pg. 461

                                    HBR, “Learning to Lead at Toyota,” May 2004

                                    PROJECT: ROUGH DRAFT OF PARTS 7-9 DUE before you leave

                                    for Thanksgiving Break

                                                                       

Thurs., 11-23                Thanksgiving Break-No Class

 

WEEK 13         

 

Tues., 11-28                  GROUP PROJECT WORK DAY

                                    PROJECT: ROUGH DRAFT OF PARTS 10-11 DUE BY 7:00 A.M.

                                                                                                                                     WED.

 

 

Thurs., 11-30                 Ch. 11 final comments

                                    PROJECT PARTS 10,11 RETURNED IN CLASS

                                   

WEEK 14

PLEASE NOTE:  Attendance is required for all group presentations.  Remember, this is the point in the term where you have the opportunity to learn about the management strategies appropriate in a variety of countries and companies. You will want to reflect on how other groups’ findings compare to those of your group.  These reflections and insights may be valuable in responding to the essay questions on the second exam.  Failure to attend will result in a reduction of your own project grade by 10% per absence. 

 

 

Tues., 12-5                    Project Presentations

                                   

Thurs., 12-7                   Project Presentations

                                    Last Day of Class

                                    ALL FINAL PROJECT PORTFOLIOS DUE

                                                COURSE EVALUATIONS

                                    PEER EVALUATIONS

 

FINALS WEEK:             8:00-10:00 a.m., Wed., Dec. 13

                                    EXAM 2 CH. 8-11, INCLUDING CASES AND READINGS (100 pts.)