Presentation on theme: "GLOBAL BUSINESS MANAGEMENT MGT610 Prof. ALINA HYZ Prof. DIMITRIS STAVROULAKIS Department of Αccounting and Finance Piraeus University of Applied Sciences."— Presentation transcript:
GLOBAL BUSINESS MANAGEMENT MGT610 Prof. ALINA HYZ Prof. DIMITRIS STAVROULAKIS Department of Αccounting and Finance Piraeus University of Applied Sciences
Class Participation: 24% Case Study Presentation: 24% Mid-Term: 24% Final Exam: 28%
Involves: Participation in class discussions In-class presentations, other than cases Submitting questions to case studies’ presenters
Effective learning depends a lot on class participation, through sharing knowledge and experience. Statements must be meaningful, answers to my questions have to be thoughtful.
Active participation in section and in class can only help you
Quality trumps quantity HOWEVER, NO POINT IS EVER DEDUCTED FOR “WRONG” ANSWERS Again, to emphasize, there is only upside potential by participating in section discussions I will attempt to permit a diverse group of students to answer questions on a voluntarily basis However, in the event of lack of participation, I may cold call
Class Participation: 24% Case Study Presentation: 24% Mid-Term: 24% Final Exam: 28%
6 different Cases Studies will be presented in respective classes. Case Study presentations are valuable for integrating theory. Time for presentation: Approx.30 min (20 Presentation+10Discussion). Case Study presentations start by the end of the class. Active discussion after presentation is expected – class contribution will be rewarded. About 20-30 slides are suggested. No written text is required – just the PPT (to be emailed to me by the presentation date). First 2 cases will be appreciated
Just answer the questions If the case material seems inadequate or outdated, feel free to search for additional data Please consult attached guidelines and the Apple case
When grading: Questions asking mere facts are weighted less Questions asking for inferences and requiring careful analysis are weighted more As much as possible, consider both sides of the issue Imagine as many likely scenarios as possible when asked to make a guess
17/3 19/3 23/3 Case Study 1 26/3 Case Study 2 30/3 Mid Term 1/4Case Study 3 3/4Case Study 4 6/4 Case Study 5 8/4 Case Study 6 15/4 Final Exams
In-class short presentations by students on topics pertaining to specific issues of the course. Rubrics are assigned to individual students who wish to improve their degree on a voluntary, or semi- voluntary basis. Topics will be indicated by me in the previous class. The whole process (presentation and discussion) is expected to take less than 10 min. No written text is required – approx. 5-8 slides in ppt are enough – or even no slides at all! Topics covered in rubrics may come up at an exam. Slides will be sent to me after presentation.
Covers lectures, presentations, class discussions. May (or may not) include multiple choice, correct/fault, and brief explanations/definitions, in-depth analysis of case studies & theoretical issues, personal viewpoints etc. Students may fetch an A4 page handwritten (one side only) with notes as helping tool (photocopies & computer printouts are not accepted). The name of the student will be written at the blank page back. Page is for personal use only – cannot be passed around. The A4 sheet will be given to me together with the exam paper.
Covers topics only after the mid-term (lectures, rubrics, presentations, class discussions, handouts & videos). May (or may not) include multiple choice, correct/fault, and brief explanations/definitions, in-depth analysis of case studies & theoretical issues, personal viewpoints etc Students may fetch an A4 page handwritten (one side only) with notes as helping tool (photocopies & computer printouts are not accepted). The name of the student will be written at the blank page back. Page is for personal use only – cannot be passed around. The A4 sheet will be given to me together with the exam paper.
Suggested textbook : Stonehouse, G., Campbell, D., Hamill, J. & T. Purdie (2005): Global and Transnational Business: Strategy and Management. Chichester: Wiley.
FURTHER READING Ajani, R.A., Cool K., Goddard, J.C. & D. Khambata (2006): International Business: Theory and Practice. N. York: M.E. Sharp (2 nd Edition). Bartlett, C.A. & P.W. Beamish (2010): Transnational Management. Singapore: McGraw-Hill (6 th Edition). Bartlett, C.A. & S. Ghoshal (2002): Managing Across Borders: The Transnational Solution. Cambridge MASS: Harvard Business School Press. Briscoe, D. R. & R. S. Schuler (2004): International Human Resource Management. London: Routledge (2 nd Edition). Cartwright, R., (2004): Mastering the Globalization of Business. Basingstoke: Palgrave McMillan. Daniels, J.D., Radebaugh, L.L. & D. P. Sullivan (2004): International Business: Environments and Operations. Basingstoke: Palgrave McMillan (10 th Edition). Dunning, J.H. & R. Narula ( eds.) (2004): Multinationals and Industrial Competitiveness. Cheltenham: Edward Elgar. Dunning, J.H. & S.M. Lundan (2008): Multinational Enterprises and the Global Economy. Cheltenham: Edward Elgar (2 nd Edition). Fai, F.M. & E.J. Morgan ( eds. ) (2006): Managerial Issues in International Business. Basingstoke: Palgrave McMillan. Forsgren, M. (2008): Theories of the Multinational Firm. Cheltenham: Edward Elgar.
Ghemawat, P. (2001): “Distance Still Matters”, Harvard Business Review, (September): 1-12. Ghemawat, P. (2007): “Managing Differences: The Central Challenge of the Global Strategy”, Harvard Business Review (March), 59-68. Ghemawat, P. (2007): Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Cambridge MASS: Harvard Business School Press. Hill, C.W.L. (2007): International Business: Competing in the Global Marketplace. N. York: McGraw-Hill (6 th Edition). Johnson, D. & C. Turner (2003): International Business. Themes and Issues in the Modern Global Economy. London: Routledge. Kuchinka, P. (2004): Levels of Corporate Globalization. Basingstoke: Palgrave McMillan. Markusen, J.R. (2002): Multinational Firms and the Theory of International Trade. Cambridge MASS: MIT Press. Rugman, A.M & T.L. Brewer (2001): Oxford Handbook of International Business, Oxford ENG: Oxford University Press. Rugman, A.M. (2004): The Regional Multinationals. Oxford ENG: Oxford University Press. Rugman, A.M. & J.P. Doh (2008): Multinationals and Development. New Haven: Yale University press. Saee, J., ( ed.) (2007): Contemporary Corporate Strategy: Global Perspectives. London: Routledge. Vance, C.M. & Y. Paik (2006): Managing a Global Workforce. N. York: M.E. Sharp (2 nd Edition). Verbeke, A., (2009): International Business Strategy. Cambridge ENG: Cambridge University press.
An overview of business activities at the international level. The course aims at identifying strategies for global challenges which confront managers. The course includes a variety of management issues, covering the most important functions of the global enterprise. Learning objectives : Assess the impact of global business on international economy. Identify key issues that companies face when competing at the international level. Analyze strategies of multinational enterprises at the internal and the external environment. Identify modes of international expansion. Discern advantages and weaknesses of entry modes in foreign markets. Apply the principles of management within the context of global business.
Globalization of business. Benefits, ethical dilemmas and trends of globalization. The Resource-Based Approach to strategy. Resources, capabilities, and competencies. Exploring the external environment. Porter’s Five Forces framework. Patterns of international expansion. Models of the internationalization process. Entry modes in foreign countries. Joint ventures and foreign direct investment. Greenfield investments, mergers & acquisitions. Assessment of country risk. International Human Resource Management. Global staffing, appraising, and rewarding. Global Marketing Strategies, the Global Competitive Environment, Global Market Segmentation. The strategic importance of technology. Patterns of technical innovation. R&D and Excellence Centers.
The reasons for this growth The nature and variety of international business activities How, if at all, international business differs over and above purely domestic business Related to the above, the implications of any differences for the financial, marketing and operations managers and in particular what additional skills and techniques are required when planning international business strategies The key trends and developments in the scope and nature of international business and the way that international markets and business are likely to develop in the future
FIRST WE HAVE TO UNDERSTAND SOME OF THE BACKGROUD TO THE NATURE, GROWTH AND SCOPE OF INTERNATIONAL BUSINESS.
The growth of whole new trading blocks and major changes to existing ones, Newly emerging markets with significant growth potential, e.g. The Chinese Economic Area, India, Mexico Fundamental changes to the economic systems in some countries / regions of the world, e.g. Former Eastern Bloc Dimishing barriers to international trade The development and impact of the Internet
Liberalization of international trade Cosmopolitan consumers (global lifestyle, products and brands) Improved communications (cost of travel, TV, Internet) Strategic networking (agreements between companies) and international supply chain (one product – many suppliers of parts, e.g. Car). Value chain Growth of global companies – multinationals and transnationals Global brands (Coca-Cola, Ford, Mercedes, IBM, Rolex...)
International markets and trade have tended to grow faster than more domestic economies International markets and trade are more profitable Saturated domestic markets – the international product lifecycle Increased international competition in home markets Economies of scale Mergers and acquisition activity
“The study of international or global business is fine if you are going to work in a large multinational enterprise, but it has no relevance for individuals who are going to work in small firms.” Evaluate this statement.
If you are not thinking international, you are not thinking business management