MMBA 6520 FAQ – Revision Date: January 2011
Contents
I am lost and need an easy step by step layout of how we can best accomplish my program project assignment for this course?
What do I need to turn in for my Program Project in MMBA 6520?
Should I create different sections to address the components of this course? What if I think I need to add other sections to my business plan or report? The rubric has new sections for this class. Where should the new sections be added?
I am starting a small business and I am not sure there are any implications for my business due to the Global Environment, what should I be thinking about? What do I do?
What resources are good to review to determine the types of impact the global economy can have on small business?
How do I figure out what types of opportunities the global environment may present for my business?
How do I find out more about business operations? What would be included?
In the discussion forum, are we supposed to comment on entire plans or only the sections pertaining to this class?
What parts of my MMBA 6510 component should I review as part of my work for MMBA 6520? Do I need to add content to these sections to or revise them?
Why do I need to submit my Program Project Feedback Tracker document?
What should I include in my Program Project Feedback Tracker document?
I cannot find my feedback tracker and my project plan from my last class. What should I do?
What if I didn’t take MMBA 6510, Leading People? What should I do?
Where do I find Information about the MMBA 6510 Program Project?
I didn’t take MMBA 6510, where do I start if I don’t know what to do?
I did not take MMBA 6510, what questions should I ask to figure out if a New Venture Business Plan is right for me?
I did not take MMBA 6510 so I am not sure about selecting a business or organization to analyze? What Do I need to consider if a Due Diligence Report is right for me?
Do I need to write an introductory paragraph for every list in my paper?
Do I need to prepare a reference list for my business plan or due diligence report?
I am lost and need an easy step by step layout of how we can best accomplish my program project assignment for this course?
You should consult the instructions in week 7 and the Project Rubric in the Course Info section of the classroom for a description of what needs to be included. Both of these documents outline the required components for MMBA 6520 with accompanying details. If you are still unclear, you should consult with your instructor. It is important to do this as early as possible and not wait until week 7.
What do I need to turn in for my Program Project in MMBA 6520?
There are two documents to submit in the Dropbox in your MMBA 6520 classroom. The first is your updated Program Project with all changes from the Leading People (highlight those with a Text Highlight Color, see the so-named function in Word, ), as well as the new content you added for this course (highlight the new MBA 6520 content with another Text Highlight Color). You are required to highlight your new content using a text highlight color. You must also submit you Program Project Tracker document in the Dropbox.
Additionally, in the discussion area you must submit the updated and clean copy of the Program Project, with no highlights, for Peer review.
Should I create different sections to address the components of this course? What if I think I need to add other sections to my business plan or report?The rubric has new sections for this class. Where should the new sections be added?
This is a broad curriculum, and the projects range from local non-profit dog washes to international sports promotions and everything in between (and beyond). There is no single template that will cover every rubric or every plan, because the courses cover a much broader spectrum of subjects, and each project has a unique focus. Use what fits, and don’t be afraid to add new sections as appropriate.
I am starting a small business and I am not sure there are any implications for my business due to the Global Environment, what should I be thinking about? What do I do?
In today’s business environment, it is unlikely that any business will be unaffected by the global environment. Even small business with no intention of expanding globally will most likely be forced to deal with issues or circumstances that result from globalization. For example, with the internet and a 24-7 business clock, consumers have the ability to research and make purchases from sources half-way around the world. Most businesses will feel the impact of an increasing global demand for energy and resources. You also likely should consider whether there is a chance that an international competitor might enter your local market. What happens as your customers rely more on the internet for information and product alternatives? How are you planning to keep abreast of trends that could impact your business or create new opportunities?You may want to do some additional research about such issues by searching for examples of challenges and opportunities for small business by globalization.
It is also possible that your local business may have opportunity to grow and expand beyond your locale so you are encouraged to ‘think big’ about the possibilities for the future that may be realizable with a longer-term strategy for your new venture. What would you need to put in place for your venture today to enable you to seek out or respond to these opportunities?
Remember, you have to make a case, with evidence, one way or the other. It might be true that your business will never be affected by some of the problems we have discussed in this course. You have to be able to show that you considered all the evidence and decided that there was no need to do a detailed plan for a particular item. It might be easier (and it might be unavoidable) to expand the scope of the business, so you can take the items in the rubric under consideration. A simple statement such as “this business is just a local hair salon, so the [rubric item] has no impact” will not be sufficient to address that particular item. You have to make a convincing case as to why there is no impact.
Here is an example to illustrate the impact of the global economy on local small local business:
-Joe is planning to create a valet parking services company targeting local casino resorts and hotels. Over 80 percent of the customers who visited the local casinos and hotels over the last five years are from Asia and Europe. What is the potential impact to Joe’s valet parking services business if there is a global financial crisis or if such a crisis continue continues?
What resources are good to review to determine the types of impact the global economy can have on small business?
Your classroom has many good resources.You are encouraged to look through the MMBA 6520 weekly mapping document found under the Project Link. In addition, you may want to consider doing your own research in the Walden Library. As examples, these articles can be found on Business Source Premier at the Walden Library:
Cohen, Fred. (September, 2006). Political risk: When diversification isn’t enough. FinancialExecutive, 22(7), 54-58.
Wu, X.. (2009). Determinants of bribery in Asian firms: Evidence from the world business environment survey. Journal of Business Ethics, 87(1), 75-88.
Webre. J. & Getz. K. (2004) Buy bribes or bye bye bribes: The future status of bribery in international commerce. Business Ethics Quarterly. 14(4), 695-711.
Marquardt, M., & Berger, N.O. (2003). The future: Globalization and new roles for HRD. Advances in Developing Human Resources, 5(3), 283-295.
Sachs, T., Rosa, A., Tiong, R. (2008). Case Study on Quantifying the impact of political risks on demand and pricing in a power project. Journal of Structured Finance. 14(2)77-85,
Villalon, R. (2007). Neoliberalism, corruption, and legacies of contention: Argentina's social movements, 1993-2006. Latin American Perspectives, 34(2), 139-156.
Gilbert, D.U. and Rasche, A. (2008). Opportunities and problems of standardized ethics initiatives - a stakeholder theory perspective. Journal of Business Ethics, 82(3), 755-773.
Vitell, S. J., Nwachukwu, S. L., & Barnes, J. H. (1993). The effects of culture on ethical decision-making: An application of Hofstede's typology. Journal of Business Ethics, 12(10), 753.
Tool, M.R. (1977). Edward T. Hall: Beyond culture. Journal of Economic Issues, 11, 899.
Harzing, A., & Freely, A. J. (2008). The language barrier and its implications for HQ-Subsidiary relationships. Cross Cultural Management: An International Journal. 15(1), 49-61.
Collinson, S.., & Rugman, A.M. (2007). The regional character of Asian multinational enterprises. Asia Pacific Journal of Management, 24(4), 429-446.
Curevo-Cazura, A., & Genc, M. (2008). Transforming disadvantages into advantages: Developing-country MNEs in the least developed countries. Journal of International Business Studies, 39, 957-979.
Guiso, L., Sapienza, P., & Zingales. L. (2006). Does culture affect economic outcomes? Journal of Economic Perspectives, 20(2), 23-48.
Hassan, A. (2005, May). Celebration of foreign language. Public Management, 87(4), 4,6.
Latta, G.. (2009). A process model of organizational change in cultural context (OC3 Model): The impact of organizational culture on leading change. Journal of Leadership & Organizational Studies, 16(1), 19.
Bluedorn,A. C. (1998).An interview with anthropologist Edward T. Hall. Journal of Managment Inquiry7(2),109.
Charles, M. (2007). Language matters in global communication: article based on oral lecture, October 2006. The Journal of Business Communication, 44(3), 260-282.
Marschan, R. (1997). Language: The forgotten factor in multinational management. International Journal of Technology Management, 11(1/2), 219-232.
Hofstede,G. (2007).Asian management in the 21 st. century. Asia Pacific Journal 0f Management, 24, 411-420.
Rinner,D.(2005).Communication:Cross-culturally-It's not what you say but how you say it.The Canadian Manager, 30,(4),14.
Tüselmann, H-F., McDonald, F., & Thorpe, R. (2006). AddedThe emerging approach to employee relations in German overseas affiliates: A role model for international operation?Journal ofWorld Business, 41(1).
Gomes, L., & Ramaswamy, K. (1999). An empirical examination of the form of the relationship between multinationality and performance. Journal of International Business Studies, 30,173-188.
Grant, R. M. (1987). Multinationality and performance among British manufacturing companies. Journal of International Business Studies, 18, 79-89.
Grant, R. M., Jammine, A. P., & Thomas, H. (1988). Diversity, diversification, and profitability among British manufacturing companies, 1972-84. Academy of Management Journal, 31,771-801.
Han, K. C., Lee, S. H., & Suk, D. Y. (1998). Multinationality and firm performance. Multinational Business Review, 6(2), 63-70.
Buckley, P. J. (1988). The limits of explanation: Testing the internalization theory.Journal of International Business Studies,19(2),181.
Contractor, F. (2007). Is international business good for companies? The evolutionary or multi-stage theory of internationalization vs. the transaction cost perspective. Management International Review, 3, 453.
Smeltzer, J., & Jennings, R. (1998). Why an international code of business ethics would be good for business. Journal of Business Ethics, 17(1), 57-66.
Uysal, G.. (2009). Human resource management in the US, Europe and Asia: Differences and characteristics. Journal of American Academy of Business, 14(2), 112-117.
Harris, H. (2002). Think international manager, think male: Why are women not selected in international assignments? Thunderbird International Business Review, 44(2), 175-203.
Jelinek, M, & Adler, N. J. (1988). Women: World-class managers for global competition. Academy of Management Executive, 11(1), 11-19.
Adler, N. (1993, September). Women managers in a global economy. HRMagazine, 52-55.
Stroh, L. K., Varma, A., & Valy-Durbin, S. J. (2000). Why are women left home: Are they unwilling to go on international assignments? Journal of World Business, 35, 241-255.
Siddharthan, N.S. & Lall, S. The recent growth of the US multinational. Oxford Bulletin of Economics & Statistics, 44(1), 1-13.
Etstratiades, A. (1997). Ten key questions to consider before your client goes global. Journal of Accountancy, 183(2), 36.
Pedigo, K. L. & Marshall, V. (2008). Bribery: Australian managers’ experiences and responses when operating in international markets. Journal of Business Ethics, 87, 59-74.
McKinney, J. A. & Carlos, C. W. (2008). International bribery: Does a written code of ethics make a difference in perceptions of business professionals. Journal of Business Ethics, 79, 103-111.
Ready, D. A., Hill, L. A.., & Conger, J. A.., (2008) Winning the race for talent in emerging markets.Harvard Business Review, 86(11), 62-70.
Slaughter, M. J. (2007). Globalization and declining unionization in the United States. Industrial Relations, 46( 2), 329-346.
Kogut, B. (1985). Designing global strategies: Comparative and competitive value-added chains.Sloan Management Review,26(4),15.
Lancaster, H. (1999, June 29). To get shipped abroad, women must overcome prejudice at home. Wall Street Journal, B1.
Johanson, J. &Vahlne, J. E.(1977). The internationalization process of the firm--A model of knowledge development and increasing foreign market commitments.Journal of International Business Studies, 8, 23.
Caligiuri, P. M., & Tung, R. (1999). Comparing the success of male and female expatriates from a US based company. International Journal of Human Resource Management, 10(5). 163-179.
Contractor, F. J., Kundu, S. K., & Hsu, C. C. (2003). A three-stage theory of international expansion: The link between multinationality and performance. Journal of International Business Studies, 34, 5-18.
Abramson, M.A., Balutis, A.P. (2008). The challenge of managing across boundaries. Public Manager, 37(1), 52-55.
Abbott, G, Stening, B, Atkins, P, Grant, A. (2006). Coaching expatriate managers for success: Adding value beyond training and mentoring. Asia Pacific Journal of Human Resources. 44(3), 295.
Pophal,G.L. 2008.Expat lifestyles take a hit. HR Magazine. Alexandria 53,(3) 51. Retrieved from Proquest database August 5,2009.
Craig, T (2009). What expats need from HR. Personnel Today. 18-19
McCaughey, D., & Bruning, N.S. (2005). Enhancing opportunities for expatriates job satisfaction: HR strategies for foreign assignment success. HR Human Resource Planning, 28(4), 21.
Adler, N. J. (1993). Women managers in global economy - scarcity of female expatriates - Going global. HR Magazine.
Harzing, A., and Feely, A. (2008). The language barrier and its implications for HQ-
subsidiary relationships. Cross Cultural Management, 15(1), 49-61.
Wittig-Berman, U. & Beutel, N. (2009). International Assignments and the Career Management of Repatriates: The boundary less career concept. International Journal of Management. 26(1), . 77-88.
Roberts, K., Kossek, E. E., & Ozeki, C. (1998). Managing the global workforce: Challenges and strategies. Academy of Management Executive, 12(4).
Singh, J. J., Vitell, S. J., Al-Khatib, J., &Clark, I. (2007). The role of moral intensity and personal moral philosophies in the ethical decision making of marketers: A cross-cultural comparison of China and the United States Journal of International Marketing, 15(2). Retrieved July 14, 2009, from Business Source Premier database.
Caligiuri, P. and Santo, V., (2001). Global competence: What is it, and can it be developed through global assignments? Human Resource Planning, 24 (3), p. 27 – 35.
Manion, K, A. (Jun 2008). Venturing abroad. HR Magazine, 53(6), 86.
Lenartowicz, T. & Johnson, J. P. (2007). Staffing managerial positions in emerging markets: A cultural perspective. International Journal of Emerging Markets, 2(3), 207-214.
Armagan, S. & M.P. Ferreira (2005).The impact of political culture on firm’s choice of exploitation-exploration. International Journal of Cross Cultural Management, 5 (3), 275.
Ghemawat, P. (2005). Regional strategies for global leadership.Harvard Business Review, 98-105.
Marquardt, M., & Berger, N.O. (2003). The future: Globalization and new roles for HRD. Advances in Developing Human Resources, 5(3), 283-295
Oliver, D. H. (2005). Achieving results through diversity: A strategy for success. Ivey Business Journal,1.
Singh, J. J., Vitell, S. J., Al-Khatib, J., & Clark, I. (2007). The role of moral intensity and personal moral philosophies in the ethical decision making of marketers: A cross-cultural comparison of China and the United States . Journal of International Marketing, 15(2).
Petrik, W.. (2009, April). Global recession: Protectionism and diversification in the US and South America. Washington Report on the Hemisphere, 29(6), 1,6-7.
Gallo, F. T. (2005). The state of human resources in China. China Staff, 11(4), 1-4.
Wahl, A. (2009). Clean and green China. Canadian Business: The Investor 500, 82(8/9) 103-104.
Stack, M., & Downing, R. (2005, November). Another look at offshoring: Which jobs are at risk and why? Business Horizons, 48(6), 513-523.
Fox, S. (2008). China’s changing culture and etiquette.China Business Review. 35(4), 48-51.
Shriberg,A. & Kumari,R.(2008).Why culture matters:Leveraging cultural differences to create a business advantage.The Business Review, 10(1),19-24.
Culpah & Wright (2002).Women abroad:Getting the best results from women managers. International Journal of Human Resource Management 13,(5) 784-801.
Hurst, K. (2009, June). Business without boundaries.Works Management, 62(6), pp.18-20.
Guillén, M., & García-Canal, E. (2009, May). The American model of the multinational firm and the new multinationals from emerging economies. Academy of Management Perspectives, 23(2), 23-35.
Rebecca Ryland, & David Sadler. (2008). Revitalising the trade union movement through internationalism :The grassroots perspective. Journal of Organizational Change Management, 21(4), 471-481.
Lu, X.. (2009). A Chinese erspective: Business ethics in China now and in the future. Journal of Business Ethics, 86(4), 451-461.
Harvey, M., McIntyre, N., Heames, J., & Moeller, M.. (2009). Mentoring global female managers in the global marketplace: Traditional, reverse, and reciprocal mentoring. The International Journal of Human Resource Management, 20(6), 1344.
Kim, R. (2007). Samsung’s competitive innovation and strategic intent for global expansion. Problems & Perspectives in Management, 3, 131 – 137.
Wittig-Berman, U. & Beutel, N. (2009). International assignments and the career management of repatriates: The boundary less career concept. International Journal of Management.26(1), 77-88.
Shriberg,A. & Kumari,R. (2008).Why culture matters:Leveraging cultural differences to create a business advantage. The Business Review.Cambridge.10,(1),19-24.
Swaidan, Z., & Hayes, L. A.. (2005). Hofstede theory and cross cultural ethics conceptualization, review, and research agenda. Journal of American Academy of Business, 6(2), 10-15.
Marquardt, M., & Berger, N.O. (2003). The future: Globalization and new roles for HRD. Advances in Developing Human Resources, 5(3), 283-295.
Fred Higgs. (2006, July). How labor is responding to globalization. PPI, 48(7), 40.
Player, S. (2009).Going vertical,going global. Loveland, 15(2) 10.
Hansen, F.. (2008, April). Looking South. Workforce Management, 87(7), 21-24,26.
Gupta, A. (2009, June). Deriving mutual benefits from offshore outsourcing. Communicationsof the ACM, 52(6), 122-126.
Lagace, M. (2006). How South Africa challenges our thinking on FDI. Harvard Business School Working Knowledge.
Garreston,R.2006.The perils of overseas jobs. Network World 23,(45),55.Retrieved from Proquest database August 5,2009
Hille, K. (2009, January) China fails to stem web black market in fake renminbi. FT.com. Retrieved August 12, 2009, from ABI/INFORM Global. (Document ID: 1627657511).
Best, B. (2007). Battling bribery, corruption abroad.Canadian HR Reporter. 20(7). 17.
Donaldson, T. (2001). The ethical wealth of nations. 31(1). pg. 25.
Fetterolf, C. (1990, May). Hiring local Managers and Employees Overseas. International Executive, 31(6), 22-26. Retrieved August 13, 2009, from Business Source Premier database
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