Bang College of Business, Almaty, Kazakhstan
Course Syllabus
MGT 3209 – INTERNATIONAL MANAGEMENT, Fall 2013
COURSE DETAILS
Class Time & Place: MON/WED 14:30-15:45, Valikhanov Bldg. #3
Course Credit: Three (3) credits
Instructor: Carolyn Erdener, MA, MBA, PhD
Prerequisite: MGT 3001 - Principles of Management
INSTRUCTOR AVAILABILITY
Office: DostykBuilding #312
Office Hours: TBA
Phone: 270 4466 ext. 2154
E-mail:
INSTRUCTIONAL RESOURCES
Required Text: Richard Mead and Tim G. Andrews
International Management: Culture and Beyond, 2009, 4th ed. , John Wiley
Secondary Text: Christopher A. Bartlett and Paul W. Beamish (2010) Transnational Management:
Text, Cases and Readings in Cross-Border Management, 6th Rev. Ed.
COURSE DESCRIPTION & OVERVIEW
“This course compares management styles used in various countries and the effectiveness of those styles in that culture. Methods will be contrasted with current management methods used in Kazakhstan to formulate effective methods for practical use. [The] focus is on the design of the organization; political, legal and economic concerns; personnel issues; and negotiating strategies.” (KIMEP 2011-2012 Course Catalog)
LEARNING OBJECTIVES
Upon completion of the course, students should meet the following objectives.
KNOWLEDGE: Students will have an understanding of major concepts, processes, models, tools and techniques
SKILLS: Students will know how to use management tools and techniques with different people and
situations; evaluate different options and formulate and develop strategy; diagnose, analyze,
interpret and articulate managerial challenges
APPLICATION ABILITIES: Students will be able to develop appropriate organizational structures and designs; articulate and systematize international activity
VALUES AND ATTITUDES: Students practiceKIMEP Core Values of Academic honesty; Respect for peers and instructors; Respect for property
TEACHING METHOD
The format of the course combines lectures, exercises, discussions, group projects, written reports, and oral presentations. During the first half of the semester we will work together with students in other countries to design and carry out an international management project using current communication technologies in a realistic cross-cultural teamwork exercise.
ASSESSMENT SCHEME
1stAssessment…………………………………………….30%
Participation 5%
Attendance 5%
1st X-Culture Presentation 5%
1stMidterm Exam15%
2ndAssessment…………………………………………….30%
Participation 5%
Attendance 5%
2nd X-Culture Presentation 5%
2ndMidterm Exam15%
Final Assessment………………………………………….40%
Final Exam15%
Final X-Culture Report25%
Total:100%
GRADING SCALE
Letter grades for the course will follow the same standards as specified in the Catalog:
Letter grade / Numerical scaleA+ / 90-100
A / 85-89
A- / 80-84
B+ / 77-79
B / 73-76
B- / 70-72
C+ / 67-69
C / 63-66
C- / 60-62
D+ / 57-59
D / 53-56
D- / 50-52
F / Below 50
COURSE POLICIES & INSTRUCTOR’S EXPECTATIONS OF STUDENTS
Academic honesty: We have a zero tolerance policy for academic dishonesty. Check the catalog for details. Cell phones: should be turned off at the beginning of the class, or put it on vibrate or silent mode. Information dissemination: Information regarding this course and assignments will be given by the instructor in class and placed on the L-drive.
SEMESTER PLAN
WEEK / TOPIC / CHAPTER1 / INTRODUCTION TO COURSE
2 / INTERNATIONAL MGT & CULTURE / 1
3 / GLOBALIZATION & LOCALIZATION / 13
4 / FORMAL SRUCTURES / 9
5 / INFORMAL SYSTEMS / 10
6 / 1st Midterm Exam / Chapters
1, 13, 9, 10
7 / GUEST SPEAKER
8 / INTERNATIONAL JOINT VENTURES / 17
Nov. 4, 6 / 9 / HEADQUARTERS & SUBSIDIARIES / 18
Nov. 11, 13 / 10 / STAFFING FOR CONTROL / 20
Nov. 18 (Mon.) / 11 / ETHICS & SOCIAL RESPONSIBILITY / 24
Nov. 20 (Wed.) / 12 / 2nd Midterm Exam / Chapters
17, 18, 20, 24
Nov. 25, 27 / 13 / PRESENTATIONS
Dec. 2, 4 / 14 / PRESENTATIONS
Dec. 9, 11 / 15 / PRESENTATIONS
Final Exam
LECTURE TOPICS
Week 2: INTERNATIONAL MANAGEMENT & CULTURE Chapter 1“Decisions made within the organization are influenced by internal factors such as strategy and the skills held by the labor force, and [external] factors within its business environment, including the market and the activities of competitors. The external factors also include national culture.” (Meade and Andrews, 2009, p. 1)
Week 3: GLOBALIZATION & LOCALIZATION Chapter 13
“Here, external factors are discussed in reference to globalization. The term is used differently in different fields, but in today’s business world, globalization has roots in the internationalization of finance, the internationalization of production, and the development of information technologies. It has positive and negative effects.” (Meade and Andrews, 2009, p. 225)
Week 4: FORMAL STRUCTURES Chapter9
“Formal structures determine roles and relationships within the company, and determine what communication options are more or less acceptable. A structure is influenced by factors that include the work being done, the national culture and needs for organizational culture. Formal structures tend to be bureaucratic and impersonal.” (Meade and Andrews, 2009, p. 24)
Week 5: INFORMAL SYSTEMS Chapter 10
“Informal systems may have a greater influence than do formal systems in deciding how management decisions are made and implemented. Patron and client are bound by long-standing ties of loyalty and obligation. Patronage networks reinforce in-groups and exclude outsiders. Cultural variations include guanxi in Chinese cultures and wasda in Arab cultures. (Meade and Andrews, 2009, p. 24)
Week 8: INTERNATIONAL JOINT VENTURES Chapter 17
“Participating in an international joint venture (IJV) is one means by which the company aims to achieve its strategic goals by investing abroad. It offers a range of benefits other than the possibility of making large profits. The IJV is always bound to be risky, in part because the partners operate in different national environments, both of which may be undergoing rapid change. Success and failure factors are discussed. (Meade and Andrews, 2009, p. 226)
Week 9: HEADQUARTERS & SUBSIDIARIES Chapter 18
“Establishing a subsidiary is another means by which the company aims to achieve its strategic goals. By investing abroad, it incurs certain risks, and to protect itself implements control systems that protect and take optimal advantage of the opportunities. This chapter focuses on some of the systems by which a headquarters controls its subsidiary.” (Meade and Andrews, 2009, p. 226)
Week 10: STAFFING FOR CONTROL Chapter 20
“This chapter deals with how the company uses staffing policies when exercising appropriate control in its investment abroad—whether a subsidiary or an international joint venture. Bureaucratic and cultural control techniques are discussed. A range of factors determine the choice of a local and or an expatriate as top manager.” (Meade and Andrews, 2009, p. 226)
Week 11: ETHICS & SOCIAL RESPONSIBILITY Chapter 24
“This chapter examines the notion of ethics in the workplace, and sees how this may vary across cultures and in time. It develops the theme of the ethical brand manager, introduced in Chapter 22, and then deals more broadly with ideas of corporate responsibility.” (Meade and Andrews, 2009,
p. 405)
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