international business and management
TRANSCRIPT
1 An Introduction to International Business & Management
2 Analysing the Global Business Environment
3 International and Global Strategy
4 Behaving Responsibly Around the World
5 Managing Change in The International Organization
6 International Leadership & Management
7 Managing Human Resources Worldwide
8 Managing Difference
9 International Organization Design & Structure
10 Global Business Processes
11 Managing Information Resources
12 Managing Knowledge Resources
13 Global Business & Enterprise Systems
14 Global Digital Business
15 International Operations
16 International Marketing
17 Managing Global Financial Resources
Kelly, P. (2009) ‘International Business and Management’, Cengage Learning
An Introduction to International Business & Management
2 Analysing the Global Business Environment
3 International and Global Strategy
4 Behaving Responsibly Around the World
5 Managing Change in The International Organization
6 International Leadership & Management
7Managing Human Resources Worldwide
8 Managing Difference
9 International Organization Design & Structure
10 Global Business Processes
11 Managing Information Resources
12 Managing Knowledge Resources
13 Global Business & Enterprise Systems
14 Global Digital Business
15 International Operations
16 International Marketing
17 Managing Global Financial Resources
Kelly, P. (2009) ‘International Business and Management’, Cengage Learning
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Module Delivery Plan
1An Introduction to International Business & Management 2 Analysing the Global Business Environment 3 International and Global Strategy 4 Behaving Responsibly Around the World 5 Managing Change in The International Organization 6 International Leadership & Management
7 Managing Human Resources Worldwide 8 Managing Difference 9 International Organization Design & Structure 10 Global Business Processes
11 Managing Information Resources 12 Managing Knowledge Resources 13 Global Business & Enterprise Systems 14 Global Digital Business
15 International Operations 16 International Marketing 17 Managing Global Financial Resources
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InductionLearning
Groups
AssessmentReview
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AN INTRODUCTION TO INTERNATIONAL BUSINESS & MANAGEMENT
INTRODUCTION TO INTERNATIONAL BUSINESS
THE INTERNATIONAL ORGANIZATION
INTERNATIONAL ORGANIZATIONAL PERFORMANCE
Ch1
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Learning OutcomesAfter completing this session
Distinguish between types of international organizations Explain the difference between international business (IB) and
international management (IM) Explain what is meant by globalization and its impact upon
organizations worldwide Distinguish the generic methods used to deliver sustainable
superior international organizational performance Describe the trade theories typically associated with the
economic activities of international business Describe the resource based view (RBV) and explain its
relationship with productive activities and sustainable competitive advantage
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Activity
ACTIVE LEARNING CASE
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Growth of International Trade
(source: UNCTAD 2008)
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Location of Global 500 companies
Adapted from Fortune Global 500 data
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Value chain
Primary activities:1. Inbound logistics: materials handling, warehousing, inventory control, transportation;2. Operations: machine operating, assembly, packaging, testing and maintenance;3. Outbound logistics: order processing, warehousing, transportation and distribution;4. Marketing and sales: advertising, promotion, selling, pricing, channel management;5. Service: installation, servicing, spare part management;
Support activities:6. Firm infrastructure: general management, planning, finance, legal, investor relations;7. Human resource management: recruitment, education, promotion, reward systems;8. Technology development: research & development, IT, product and process development;9. Procurement: purchasing raw materials, lease properties, supplier contract negotiations.
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Value System
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Convergence or Divergence?
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The world economy
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Comparative advantage
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Value Chain Fragmentation
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the Porter Diamond
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Value Add Process (activities & resources)
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Sources of competitive advantage
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K ey concepts introduced in this chapter International Organization | Multinational Companies Value Chain | Value System | Internationalisation Centralisation | Integration | Globalization | Operational Effectiveness | Strategy | International Trade | Capabilities | Resource Based View | Competences
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1Analysing the GLOBAL BUSINESS ENVIRONMENT
EXTERNAL MACRO ENVIRONMENT
INDUSTRY (MICRO) ENVIRONMENT
THE INTERNAL ENVIRONMENT
CONTINGENCY & ENVIRONMENTAL PERSPECTIVES
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Learning OutcomesAfter completing this session
Understand the significance and the influence of the external (macro and micro) global business environment for the international organization
Understand the significance and the influence of the internal business environment for the international organization
Critically evaluate and apply a range of tools for analysing the internal and external environment
Explain the concepts of strategic fit and alignment Distinguish between the positioning and resource based
perspectives
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Activity
ACTIVE LEARNING CASE European Airline Industry
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Layers of the International Organization Business Environment
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Environmental Influences
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PESTLE Factors
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Political Risks & Their Impact
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Political and Economic Risk Map
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Elements of culture
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Scores of cultural dimensions
Copyright © Geert Hofstede BV, reproduced with permission
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Simplified view of East & West Cluster
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Technology & Work
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Ecological Environment
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Competitive Forces
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The industry life cycle
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Assets which drive value
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SWOT Analysis
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Positioning versus resource-based perspective
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K ey concepts introduced in this chapter Environment (Macro/ Micro) | Environmental analysis | Environmental determinism | Political system | Culture Political risk | Economic system | Economic risk | Technology Foreign Exchange Risk | Technological determinism | Ecological environment | Competitive Advantage | SWOT |
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Activity
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International and Global STRATEGY
STRATEGY
CORPORATE STRATEGIC CHOICES
COMPETING WITH BUSINESS LEVEL STRATEGY
STRATEGY IMPLEMENTATION
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Learning OutcomesAfter completing this session
Explain what strategy is and how it is formed and implemented in the international organization
Explain the role of values, mission, and vision in formulating and implementing strategy
Identify and describe the strategic importance of resources, competencies, core competencies and dynamic capabilities and evaluate how they may be used to confer a sustainable competitive advantage
Explain generic strategies and how managers may develop strategic capabilities within international organisations
Discuss the strategic choices and decisions according to the corporate, business and business unit or departmental level
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Activity
ACTIVE LEARNING CASE Li & Fung
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A dual approach to (profit) goal achievement
Adapted from Grant (1991)
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Activity
ACTIVE LEARNING CASE
Examples of Vision statements:
1. To be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.
2. A world where everyone can be connected.3. To create a better everyday life for the many people.
Nokia | Amazon | IKEA
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Activity
ACTIVE LEARNING CASE Examples of Mission statements:
To organize the world's information and make it universally accessible and useful. To be the most successful computer company in the world at delivering the best customer experience in markets they serve.To create the world’s leading e-commerce franchise.To refresh the world - in mind, body and spirit; inspire moments of optimism - through our brands and actions, and create value and make a difference - everywhere they engage.(1) Dell (2) eBay (3) Coca-Cola (4) Google
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Strategy process
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Multi-business organization
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Choosing corporate scope
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Market-entry
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Competitive strategies
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Strategy Model
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K ey concepts introduced in this chapter Value | Strategy (Intended, Realised & Deliberate) | Mission | Vision | Strategic choices | Strategy Development & Implementation | Global & Multidomestic Strategy |Vertical integration | Geographic Scope |Competitive Strategies | Advantage | Synergy | Market-entry strategy | Corporate & Business Level Strategy
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4BEHAVING RESPONSIBLY around the World
INTERNATIONAL BUSINESS ETHICS
STAKEHOLDER THEORY
CORPORATE SOCIAL RESPONSIBILITY
CSR IMPLEMENTATION
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Learning OutcomesAfter completing this session
Identify and explain ethical theories relevant to decision making in the international business
Distinguish the behaviours seen as desirable in all international employees
Discuss the important ethical issues and challenges facing the contemporary international organization
Explain what is meant by stakeholder theory and its relevance to ethical management
Explain what is meant by corporate social responsibility and the reason organizations pursue CSR strategies
Critically evaluate methods used to implement CSR and create an ethical organization
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Activity
ACTIVE LEARNING CASE Texas Instruments
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Thinking and behaving with principles
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Desirable employee behaviours
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Stakeholder model
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Sources of unethical & undesirable behaviour in the value Chain
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Stakeholder identification model
Adapted from Mitchell, Agle & Wood 1997
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Decision-making considerations
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Components of CSR
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CSR Initiatives
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Issues addressed in codes of conduct
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Establishing an ethical
infrastructure
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5MANAGING CHANGE in the International organization
UNDERSTANDING CHANGE
THEORIES OF CHANGE
IMPLEMENTING CHANGE
Ch5
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Learning OutcomesAfter completing this session
Describe the main theoretical foundations of change management
Critically evaluate the planned and the emergent approach to change
Identify and describe a selection of integrated change management models
Understand the situations in which the various approaches to change are most appropriately used
Understand the role of leaders, managers and change agents in the change process
Understand resistance to change
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Generic change model
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How would you classify the changes described by the CEO at Telstra (emergent, episodic, continuous etc) ?
Discuss the readiness for and potential resistance to change at Telstra during the period in question
A key focus of this case is the trigger for change. Students will consider different types of change and how change is accomplished at a high level.
This case examines change at Telstra, an Australian telecommunications and media company, formerly state-owned triggered by poor performance.
Sol Trujillo talks about the challenges in turning Australia's Telstra from a poor performing public-sector telecom into a nimble, diversified player. Historically, the company had been losing market share since deregulation and the advent of competition some ten years ago. Costs were rising greater than revenues. A new CEO was brought in to transform the company from government to market led.
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Activity – Case 17: Making Australia's Telstra Nimble
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The organisational system model
Proposed by Leavitt (1965)
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Organization Model
Source: Nadler and Tushman (1989)
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A model of organizational performance and change
Burke and Litwin (1992)
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Three staged change process
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Force field analysis
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Planned approach to change
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Briefly describe the drivers or trigger for change at Lloyds. Critically evaluate the efforts of Richard Ward and how he
went about the task of building the need for change. With reference to change resistance and inertia, discuss
why the initial change effort seemed to fizzle out i.e. only attracted effort from the early adopters.
With reference to Richard Ward, what qualities and attributes do you believe typical of a good change agent?
How can change be instigated?
Lloyds of London needed to transform its manual practices for processing claims into a tech-driven process. CEO Richard Ward tells how he pushed for greater efficiency.
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Activity – Case 37: Organization change:
using technology to change practice
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Factors affecting change difficulty
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K ey concepts introduced in this chapter Ethics | Business Ethics | Morality | Moral | Integrity Immoral | Amoral | Ethical Egoism | Utilitarianism | Code of Ethics Deontological | Teleological | Existentialism | Contractarianism Stakeholder Management | Corporate Social Responsibility Corporate Governance | Ethics Programme | Ethical
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Any questions
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6INTERNATIONAL LEADERSHIP & MANAGEMENT
LEADERSHIP AND MANAGEMENT
POWER AND INFLUENCE
LEADERSHIP THEORIES
LEADING IN THE INTERNATIONAL ORGANIZATION
Ch6
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Learning OutcomesAfter completing this session
Explain the apparent differences between the concepts of leadership and management
Evaluate how situation and organisational context impact upon leadership style
Understand the potential benefits and risks of shared and delegated leadership
Understand how position and personal attributes can be a source of power for leaders
Understand various psychological processes which explain how leaders influence people
Discuss how leadership styles and behaviour may need to be adapted when working in other cultures
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What is leadership and management? Are all leaders managers? Are all managers leaders?
What is meant by motivation and how do we motivate or persuade others to do what we want them to do?
In the video clip, Facella discusses recognition and communication - how might these motivate others and which motivational theories best address these as motivational factors?
Why is networking and building relationships and important managerial activity?
Identify how leaders and managers might Influence the behaviour of others
This case briefly explores the concepts of leadership and management and will focus on leaders’ and what they can do to influence and persuade followers to act in ways that help the organization attain its goals.
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Activity – Case 9: Leadership
Management Lessons from McDonald's
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Leadership –v- management roles & functions
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Leader-follower relationship
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Network development, interactions & resources
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Power & Influence
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Motivating Others
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Maslow's Hierarchy of Needs
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two factor theory of motivation
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Equity theory
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Goal setting theory
Clear, Communicated, Challenging goals can lead to higher levels of performance. Also consider participation & Commitment
1. Goal difficulty – challenging & demanding2. Goal specificity – clarity & explicitness of the target3. Goal acceptance – legitimate & appropriate for self4. Goal commitment – interest in achieving the goal/ participate in the goal setting process
Process theories
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Expectancy theory
If you expect to get what you desire from hard work then you will work hard (Effort)
Process theoriesThat behaviour results from a conscious decision making process
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Motivating Workers
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K ey concepts introduced in this chapter MOTIVATION | POWER | REFERENT POWER | EXPERT POWER INFORMATION POWER | REWARD POWER | LEGITIMATE POWER | COERCIVE POWER | AUTHORITY | COMPLIANCE | INTERNALISATION PERSONAL IDENTIFICATION | CONTINGENCY
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Any questions
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CENTRAL ISSUES: THE IHRM FUNCTION & GLOBAL PRACTICES
LOCAL ISSUES: IHRM/HRM PRACTICES & PROCEDURES
Ch7
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Human capital characteristics
(adapted from Lepak and Snell 2002)
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Learning OutcomesAfter completing this session
Identify HRM issues and problems arising from the internationalisation of organizations
Explain how human capital can be a source of sustainable competitive advantage
Identify and describe the core HR practices Explain the role of the IHRM function Discuss factors which may impact upon HR Policy and Practice
design
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What is HRM? With reference to the film clip, trends and your research,
brainstorm aspects of the emerging HR role; in your answer you should describe the role historically, now and ideas for the future and discuss the profile of a HR manager– what are the key HR activities and challenges? You should also explain why the HR role seems to be getting more important in organizations
What is the role of HR now and in the future?
This case provides an introduction to the evolving role of HR.Human Resources (HR) will be the main driver of strategy in the future, according to Dr. Rainer Strack, Partner and Managing Director of Boston Consulting Group. In this video case, Dr Strack discusses the current and future role of HR in companies.
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Activity – Case 112: HRM an Introduction
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Human Capital & Competitive Advantage
(adapted from Wright, Dunford and Snell 2001)
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HUMAN RESOURCE PHILOSOPHY & POLICY
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Factors affecting IHRM Policies & Practices – a contingency model
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Approach to IHRM Policy & Practice
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Activity – Case 10: Employee selection How to Hire the Best Talent
Discuss why it is important to make good recruitment decisions: your answer should list and evaluate the costs associated with recruitment generally and costs associated with making a bad recruitment (staffing/ hire) decision
In response to the question: why do managers fail at hiring, Smart replies, because they don’t follow a rigorous process. Brainstorm the typical steps in a recruitment process.
With reference to previous questions and activities and the recruitment process, identify and discuss common mistakes that you should avoid when recruiting
Discuss how approaches to recruitment vary worldwide.
How to make good hiring (recruitment) decisions…
Critically evaluate the recruitment process and methods used to make recruitment decisions.
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Staffing Strategies
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Activity – Case 11: GlobetrottingGlaxoSmithKline helps executive expats
Discuss why the organization may demand expatriates. The HR Role in managing expats - Lack of preparation
generally has been associated with a higher expatriate failure rate, (Schuler, Budhwar, and Florkowski 2002:51). One of the most challenging tasks for any company operating internationally is to manage its expatriates. The statistics showing their efficiency on that matter are not encouraging, (Treven 2006). Identify and discuss potential problems and what the organization may do in order to reduce the risk of expat failure and support them in their work.
What traits, skills, abilities or knowledge may be desirable in managers about to take an overseas (expat) assignment?
How and why might organizations support and manage employees operating in different countries (expatriates, consultants and other employees on assignment)?
a research-based pharmaceutical company that employs around 100,000 people in over 100 countries - Headquartered in the UK and with operations based in the US, GSK are one of the industry leaders, with an estimated seven per cent of the world's pharmaceutical market.
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Activity Case 103: Individual differences Culture & Personality
Discuss why organisations may consider personality an important construct
With reference to psychometrics discuss how organisations measure personality and individual difference and the main reasons such tests or instruments may be used-the situations where the application of personality concepts could be of value within an organisation
With reference to the video clip, identify skills and attitudes that allow individuals to effectively and appropriately communicate with people who are different from themselves.
Considers culture as a source of individual difference and the work based problems that cross cultural encounters might present.
The psychological construct that has been used to embrace the features of individual difference is that of personality. This case considers the nature and determinants of individual difference, discusses why organisations may consider personality an important construct and then focuses on the role of personality and personality testing in a specific work context - working in other cultures - Neil Jacobs gives the personality qualities companies should look for when sending execs abroad
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Why is motivation so important in business? How can managers (and anyone with responsibility for
others) motivate employees? Recall comments made during the video clip - When and
how should recognition be used if it is to be an effective motivator?
Understand the behaviour of employees may be influenced in order to attain desired levels of performance
Efficiency is about how the organisation uses its resources to undertake activities and how some companies are able to get more out of their resources than others. In the case of human resources, this is achieved through motivation.
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Activity – Case 22: Performance management
The Power of Recognition
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HRM systems & Organizational Performance (adapted from Katou and Budhwar (2006))
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Determining the right HRM approach
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MANAGING DIFFERENCE
THE CONTEMPORARY DIVERSE & MULTICULTURAL WORKPLACE
DIVERSITY
WORKING WITH OTHER CULTURES
WORKING IN MULTICULTURAL AND DIVERSE GROUPS
Ch8
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Learning OutcomesAfter completing this session
Evaluate diversity and multiculturalism as source of sustainable competitive advantage
Explain, with reference to social identity theory, stereotyping, generalising, perception and attribution theory why some employees of the international organization may be treated differently from others
Discuss the organisation consequences of discriminatory behaviours Evaluate why it is important to understand culture and inter-cultural
communication in the contemporary workplace of the international organization
Critically evaluate methods for building cross-cultural competence and discuss the cultural challenges both working with and managing people from different cultures
Critically evaluate the performance of multicultural groups working within the international organization
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Activity
ACTIVE LEARNING CASE Diversity in Broadcasting
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SOCIAL IDENTITY THEORY (SIT)
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Perception
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Tday we re explring th cncept of percption nd how we proces infrmation. In som cases we fil n
th gaps – in uthe cases we curect mstakes or may leve thngs out.
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FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE
EXPERIENCE OF YEARS
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The process of Perception
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‘World-views’
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Perception…
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Generalisations from population characteristics
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THE BUSINESS CASE FOR DIVERSITY & DIVERSITY INITIATIVES
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discuss the meaning of diversity MMC aims to increase diversity and promote inclusion - (1)
how does it and how could it seek to increase diversity/ promote inclusion and (2) why should it?
Why is it difficult to change monocultural into multicultural organizations? Why might MMC and similar organizations find it difficult to retain staff from minorities?
Why does MMC have to use a range of search agencies (outsourced recruiters)?
Identify what is meant by diversity
Understand why organizations need to promote diversity constantly
Considers how and why organizations pursue diversity goals and promote inclusion
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THE BUSINESS CASE FOR DIVERSITY
Cost savings Winning the
competition for talent
Improved marketplace understanding
Enhanced creativity & increased quality of team problem-solving
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integration of identity groups
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Homosocial reproduction – driving out diversity
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CULTURE
“Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."
Prof. Geert Hofstede, Emeritus Professor, Maastricht University
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Elements of culture
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The web of cultural determinants
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WORKING IN MULTICULTURAL & DIVERSE GROUPS &
WITH OTHER CULTURES
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BUILDING CROSS-CULTURAL COMPETENCE
adapted from Johnson et al (2006)
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Organizational Culture
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Ken Wilcox initiates the film clip with an argument that culture is very important - more important than strategy. In groups, discuss what is meant by culture and more specifically organizational culture and then strategy. Why does culture matter?
There are many manifestations of culture. Wilcox discussed the companies guiding principle - what the organization values, what they see as important. Brainstorm further manifestations of culture.
Discuss how explicit values statements, guiding principles, codes of conduct & similar documents can both describe & contribute to the development of the corporate culture.
Evaluate why it is important to understand corporate culture
SVB Financial Group has more than 1,200 employees and $11 billion in assets. Founded in 1983, SVB Financial Group serves nearly 11,000 clients around the world through 27 domestic offices, and international subsidiaries in the U.K., Israel, India and China, and an extensive network of relationships with venture capitalists in Asia, Australia, Europe, India, and Israel.
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Activity – Case 20: Culture Trumps Strategy
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9INTERNATIONAL ORGANIZATION DESIGN & STRUCTURE
ELEMENTS OF ORGANIZATIONAL STRUCTURE
GLOBAL ORGANIZATIONAL DESIGNS – THE CHOICES
WHAT DETERMINES THE DESIGN OF INTERNATIONAL ORGANIZATIONS?
COORDINATION & CONTROL MECHANISMS IN INTERNATIONAL BUSINESS
Ch9
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Learning OutcomesAfter completing this session
Define and discuss the nature of international organization design
Explain factors likely to determine the design of international organizations
Identify and describe common forms of international organization design
Describe how international firms coordinate activities
Explain the general purpose and methods of control in international business
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Activity
ACTIVE LEARNING CASE BP
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ELEMENTS OF STRUCTURE
Specialization Standardization Formalization Centralization Configuration Org Chart/Structure Job Definitions Span Of Control Authority,
Responsibility, Accountability
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Organizational relationship types
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Basic organization parts Mintzberg at the strategic level identified five basic parts of an organizational structure:
Strategic Apex Middle managers
Operating core Technostructure
Support staff
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WHAT DETERMINES THE DESIGN OF INTERNATIONAL ORGANIZATIONS?
‘There is not one best organization design, or style of management, or method of working.
Rather, different patterns of organization and management will be most appropriate in different situations’ Nadler (1980).
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The contingency approach
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External environment
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Internal Environment:STRATEGY & STRUCTURE
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Cognizant started with an India-centric functional organization. In groups, discuss this type of structure and evaluate its strengths and weaknesses, particularly in the context of globalisation.
Chandler (1962) famously argued that “structure-follows-strategy”. Identify the key aspects of Cognizant's strategy which are likely to influence its structural choices.
How do large companies organise (in a manner that may provide advantage) to meet global demands?
Cognizant Technology Solutions is a large information technology services and consulting company with headquarters in the United States and significant operations in India. Since 1996, Cognizant has worked closely with large organizations to help them build stronger, more efficient, and more agile businesses. Cognizant started with an India-centric functional organization. They then considered their strategy and the main things that they needed to do well http://cognizant.com
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Activity – Case 19: Cognizant Designing the Global Organization
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SIMPLE DESIGNS
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Designs & Structures for international organizations
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Activity
Which of the structures discussed, best describes BP as represented in the opening case study?
Consider BP and then place area, product and functional knowledge in order of importance to the organization. Explain your answer.
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Types of organization structure
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THE DETERMINATION OF ORGANIZATIONAL STRUCTURE
The Integration-Responsiveness Framework – source: Devinney, Midgley and Venaik (2000)
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Activity
Organizational chart create an organizational
chart
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Anita Roddick states that ‘for nearly twenty years we never had an organizational chart’ (they had no systems, procedures, job descriptions or functional departments like marketing – despite this the company won plenty of awards – these ceased when the company restructured and formalised aspects of work); she also described the proposed organizational chart as ‘a Lego set from hell’; Duncan (1979) suggested that ORGANIZATIONAL STRUCTURE is more than boxes on a chart – discuss the statements of Roddick and Duncan and consider what organization structure/ design really includes (what are the tools typically used to structure organizations?).
What is organizational structure and why do large organizations need continually to consider the designs of their organization?
In this case we consider what is meant by organization structure and design; consider why it is necessary to structure human resources, discuss how we should set about this enormous challenge and ask how we can make efficient and effective use of human resources in order to attain goals and derive a sustainable competitive advantage. In particular we consider issues associated with bureaucracy and hierarchy. Body Shop grew and with it came particular design challenges. www.thebodyshop.com
Activity – Case 58: Body Shop Organization structure changes
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COORDINATION & CONTROL MECHANISMS IN INTERNATIONAL BUSINESS
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COORDINATION MECHANISMS
Hierarchy/design/structure
Formalization Liaison roles Task forces Informal networks
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Establishing a control framework
adapted from Simons (1995)
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Activity
consider culture and discuss how it might be used as a coordination and control mechanism.
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Fitting formal & informal control with environmental needs
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Co-ordination & control mechanisms
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K ey concepts introduced in this chapter ORGANIZATION DESIGN | CONTINGENCY THEORY | CONTROL | DEPENDENCY THEORY | ENVIRONMENTAL -DETERMINISM | FORMALIZATION | CENTRALISATION | SPECIALISATION | INFORMAL ORGANIZATION | STRUCTURE TYPES | CO-ORDINATION | DIVISIONAL STRUCTURE
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GLOBAL BUSINESS PROCESSES
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THE PROCESS VIEW
MANAGING GLOBAL BUSINESS PROCESSES (GBP)
STRATEGIES FOR IMPROVING GBP
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Learning OutcomesAfter completing this session
Define what is meant by a business process and explain how processes are designed and managed.
Explain how processes may be used in organization design and structuring.
Explain how the process view of organizations may provide the international organization with a source of sustainable competitive advantage and enable the attainment of strategic goals.
Compare and contrast the process view with traditional views on organizational design and structure.
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MANAGING GLOBAL BUSINESS PROCESSES (GBP)
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ACTIVE LEARNING CASE Dell Inc.
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Path
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PROCESSES
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With reference to the TRANSFORMATION PROCESS MODEL, analyse and describe how Easter eggs are made at the Cadbury's factory in Bournville, Birmingham. In your answer you should identify the inputs/ raw materials and the transformational resources used within the process.
Describe the types of process used to produce goods and services.
Cadbury is a leading global confectionery company which created market-leader brands like Cadbury, Trident and Halls. The company employs around 50,000 people to make and sell three kinds of confectionery: chocolate, gum and candy. It operates in over 60 countries. This case considers how Easter eggs are made at the Cadbury's factory in Bournville, Birmingham (UK)- the case focuses on operations and the production process.
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Activity – Case 51: Cadbury's processes at the factory
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Process Hierarchy
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Concepts relating to processes
(adapted from ISO9000:2005)
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Process Structure
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Process modelling benefits
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The Job Application Process
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Activity
Draft a procurement process for company ABC.
In ABC managers are allocated budgets and corporate credit cards for purchases under € 1000. Approval is required for purchases exceeding this amount or for any purchase whereby the buyer has no allocated budget. Approved purchases are made using a purchase order (with unique identifying number) which is completed and sent to procurement who then place the order with the supplier and notify the accounts department that an order has been placed.
Start/ End
Activity
Decision
Document Created
Start/ End
NoYes
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Activity
Draft a procurement process for company ABC.
In ABC managers are allocated budgets and corporate credit cards for purchases under € 1000. Approval is required for purchases exceeding this amount or for any purchase whereby the buyer has no allocated budget. Approved purchases are made using a purchase order (with unique identifying number) which is completed and sent to procurement who then place the order with the supplier and notify the accounts department that an order has been placed.
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STRATEGIES FOR IMPROVING GBP
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The Process and Enterprise Maturity Model
Process enablers
Design: The comprehensiveness of the specification of how the process is to be executed.
Performers: The people who execute the process, particularly in terms of skills and knowledge.
Owner: A senior executive with responsibility for the process and its results. Infrastructure: Information and management systems supporting the
process. Metrics: Measures used to track process performance. Enterprise capabilities Leadership: Senior executives who support the creation of processes. Culture: The values of customer focus, teamwork, personal accountability,
and a willingness to change. Expertise: Skills in, and methodology for, process redesign. Governance: Mechanisms for managing complex projects and change
initiatives.
Hammer (2007)
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Approaches to BPI
adapted from Ashayeri, et al (1998)
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Discuss what is meant by quality and brainstorm how you might define quality in relation to a frozen pizza. What are the key aspects and other attributes of quality for the frozen pizza? Next, brainstorm possible causes of poor quality frozen pizzas.
Why is QUALITY IMPORTANT to Northern Foods (quality and financial performance)? You should also discuss the costs associated with quality.
Describe quality control systems and key issues in manufacturing - case illustrates automated production in action and quality control
Northern Foods plc (Founded 1937) is a British food manufacturer. With revenues of nearly £1 billion and a skilled workforce of 11,000 people, Northern Foods is one of the leading food producers in the UK and Ireland. Northern Foods produces both frozen pizza and chilled pizza. They make frozen pizza under the Goodfella and San Marco brands as well as producing high quality, own label pizzas for major UK and Irish multiples.
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Activity – Case 54: Managing quality inside
a frozen pizza factory
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Transformation process congruence model
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BPR Framework
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What do the terms 'lean' and 'just-in-time' mean? Why is continuous improvement necessary at Boeing?
How to make production processes more efficient.
Boeing is the largest global aircraft manufacturer by revenue, orders and deliveries, and the second largest aerospace and defence contractor in the world. Assembling a 737 is a complex job. Factory employees must take 367,000 parts, an equal number of bolts, rivets and other fasteners and 36 miles (58 kilometres) of electrical wire then put them all together to form an airplane. Production methods have evolved enormously since the first 737 was made in 1966. The main difference is that instead of the aircraft being assembled in one spot (static production bays - traditional manufacture) they are now on a moving assembly line similar to that used in car production. Since the late 1990's the company has continuously improved production, becoming a lean enterprise.
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Activity – Case 65: Boeing 737 Lean enterprise manufacturing
Lean Production System
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K ey concepts introduced in this chapter Process | Process Enterprise | Process mapping | Total Quality Management | Business Process Re-engineering | Business Process Management | Benchmarking | Productivity Parochialism | Continuous Improvement | Process Owner | Business Process Improvement | Process Enablers | Enterprise Capabilities |Process Alignment
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Managing Information Resources
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INFORMATION RESOURCES
SUPPORTING INTERNATIONAL BUSINESS
COMPETING THROUGH THE APPLICATION OF INFORMATION RESOURCES
ENTERPRISE & GLOBAL INFORMATION NEEDS & MANAGEMENT
Ch11
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Learning OutcomesAfter completing this session
Differentiate between the concepts of data, information, knowledge and wisdom resources
Identify the role of information resources within the international organization
Explain how decisions are made within international organizations and the role of information in improving decision-making
Discuss how information resources can be used to deliver value and help the international organization compete
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Key organizational resources
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Porter article questions1. Define “IT”2. How does Porter conceptualise internal operations3. How does Porter conceptualise external relationships4. How is value measured5. With reference to Porter’s generic strategies identify how an
organization might gain a competitive advantage6. What is the value chain?7. How might the VC help an organization manage its
information resources?8. What framework does Porter introduce to analyse industry
structures?9. Draw the framework10. Explain how the framework helps analyse how information
might impact upon competition within industries
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1. Define “IT”2. How does Porter conceptualise
internal operations3. How does Porter conceptualise
external relationships4. How is value measured5. With reference to Porter’s generic
strategies identify how an organization might gain a competitive advantage
6. What is the value chain?7. How might the VC help an
organization manage its information resources?
8. What framework does Porter introduce to analyse industry structures?
9. Draw the framework10. Explain how the framework helps
analyse how information might impact upon competition within industries
1. More than computers, “Information” and “technology”
2. Value chain3. Value system4. the amount buyers are willing to pay;
profitable if exceeds costs5. Cost or Differentiation6. a set of linked activities which may be
primary (inbound logistics, operations, outbound, marketing and sales) or secondary (HR, technology, procurement etc) concerned with physical creation of goods and services and the support of those activities.
7. An analytical framework to decompose the organization, identify important activities and the information they require or generate and how information flows to link activities
8. 5 forces9. see text: rivalry, buyer and supplier
power, threat of substitution, barriers to entry
10.discuss each force
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Competitive Forces
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brainstorm as many examples of how IT and IS may be used to help the company operate and achieve its objectives.
Discuss the challenges faced by the CIO - which are the most important and why?
Which of Tesco's systems are most likely to confer a competitive advantage for the company?
Identify the role of information resources within the organization
Founded in 1919 in London, Tesco plc is a British-based international grocery and general merchandising retail chain. With revenues of £60 billion (2009), it is the largest British retailer by both global sales and domestic market share, with profits exceeding £3 billion. With almost 500,000 Employees (2009) and over 4000 stores Tesco is currently the third largest global retailer. The business is dependent on efficient Information Technology (IT) systems. Any significant failure in the IT processes of their retail operations (e.g. barcode scanning or supply chain logistics) impacts ability to trade. Tesco recognise the essential role that IT plays across the Group in allowing efficient trade and achievement of commercial advantage through implementing IT innovations which improve the shopping trip for customers and make life easier for employees.
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Activity – Case 27: Tesco: use of IT and information systems -
Introduction to MIS
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IT on Activities
Physical Processing
Components
Information Processing
Components
Inpu
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IT on Activities
Physical Processing
Components
Information Processing
Components
Inpu
tsINDUSTRIAL
REVOLUTION:Machines replace
people….
INFORMATION REVOLUTION:
Machines replace people….
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IT on Activities
Physical Processing
Components
Information Processing
Components
Inpu
tsINDUSTRIAL
REVOLUTION:Machines replace
people….
INFORMATION REVOLUTION:
Machines replace people….
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Information Resources for International Business & Mgt
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Data collection, storage, processing & output
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List the main uses of business Information Systems. The terms Information Systems and business information
system were used throughout the video; discuss the meaning of these terms and concepts and list as many examples of such systems as you can.
Drawing upon the comments made in the film clip, discuss why organisations need Information Systems and better information management. How important are they and what benefits does the organisation gain from them?
Explain why Information Systems are essential to business. Identify major information management challenges.
discusses the findings that have resulted from silicon.com's management benchmark survey. Is information management important to business and IT? Are businesses doing a good job of managing critical data? Is there anything that can be done to improve information management?
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Activity – Case 77: Improving information management
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Communication & the dissemination of
information
Communications Process
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MIS information dissemination
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Data, Information & Knowledge relationships
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Supporting Business Functions & Processes
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Information flows
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Information Flows between the Typical Business Functions
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From a strategic perspective, how would you classify the competitive environment and strategies of FreshDirect – how important is cost/price, differentiation etc?
How is FreshDirect using database technologies to differentiate itself and be innovative? The CEO states the company wants to be “innovative not simply duplicative”. Critically assess the degree to which the company is exercising innovation. Can FreshDirect get a competitive advantage from the use of database technologies?
Through the case of a large online grocer, explores how the business plan is enabled through database technologies.
Founded in 1999, FreshDirect, an online grocer offering next-day delivery, sell fresh food, plus popular grocery brands for up to 25% less than supermarket prices and deliver right to customer doors. The edge for FreshDirect, says CEO Braddock, is its extensive database where it can gather more information about shopping patterns and behaviour than a traditional bricks-and-mortar grocery store. Introduced to the New York market in 2002, FreshDirect became popular for its convenience, fresh food and prices which were lower than many Manhattan supermarkets.
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Activity – Case 29 : FreshDirect Databases and the edge
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Activity
ACTIVE LEARNING CASE The Duckworth Group
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Decision Making
Mintzberg (1989) felt that decision-making was possibly the most important of all of the
managerial activities.
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What is rational decision-making? In your answer you should identify and briefly discuss the stages associated with the rational decision-making process.
Classify the overall decision at the centre of the film How did Jennifer Irvine chose the right premises? (1) Define
the problem faced by Jennifer Irvine; (2) identify and describe the criteria (requirements specification) a potential solution would need to meet and (3) Consider each requirement in your table and imagining you were Jennifer Irvine, decide which requirements/criteria are most important-categorise the requirement as either essential or desirable.
Apply the rational model of decision making.
Jennifer Irvine launched The Pure Package in 2003. From a humble beginning (in Jennifer’s kitchen!) this unique concept has developed into an award winning business. The Pure Package is a daily food delivery service, delivering freshly prepared, highly nutritious meals and snacks around London and the M25 area. The business out grew the founders kitchen and a decision had to be made as to where to locate next…
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Activity – Case 111: Managerial Decision Making
rational decision-making within organisations
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Rational economic decision making
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Discuss the decision making process in this case study: was it rational, bounded rational, intuitive, subjective/value based?
Apply the rational model of decision making. Explain how decision maker characteristics impact upon decision making within organizations.
Southwest Airlines Co. ("Southwest") is a major domestic airline that provides primarily short haul, high-frequency, point-to-point, low-fare service. Founded in 1971 and headquartered in the US, Southwest is a large low-cost airline. Airlines rely on key inputs such as aircraft, fuel and labour in order to operate. Like any airline it is sensitive to jet fuel prices and other operating costs. In 1995, Southwest became one of the first airlines to have a web site. In 2006, 70 percent of flight bookings and 73 percent of revenue was generated from bookings on southwest.com. After providing customers with the opportunity to book tickets online, Southwest Airlines found it then had too many call centre agents. Former CEO James Parker, discusses how he decided to downsize.Rational economic arguments for change are considered alongside value based arguments to continue the status quo.
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Activity – Case 39: Managerial Decision Making when values
take over rational economical thought
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Activity
Consider Mintzberg’s comment.
Do you feel he is right? What other key
managerial activities does decision-making compete with?
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Competing through the application of Information Resources
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Value Chain
(adapted from Porter and Millar, 1985)
Competitive advantage
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ActivitySOURCES OF COMPETITIVE ADVANTAGE Consider the article by Porter, M E and Millar,
V. E. (1985) How information gives you a competitive advantage. Harvard Business Review. July-August 63, p 149 - 174.
Next, consider the Duckworths case study or an organization with which you are familiar:
1. Assess information intensity- How is information being used by the organization and
its customers?2. Examine how information resources provides
competitive advantages3. What are the possibilities for information resources
providing competitive advantage?-Where are the opportunities to reduce cost and
differentiate services?
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K ey concepts introduced in this chapter Data | Information | Knowledge | Wisdom Technology | Databases | MIS | DSS Decision-Making | Planning | Coordination | Control Value | Value Chain | Value System |Competitive Advantage
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MANAGING Knowledge Resources
LEARNING, KNOWLEDGE & INTELLECTUAL CAPITAL – KEY CONCEPTS
KM INFRASTRUCTURE: STRUCTURE, CULTURE, TECHNOLOGY & PROCESSES
CROSS-BORDER LEARNING & KM – WITHIN THE MNC & BETWEEN IJV’S
DEVELOPING AN INTERNATIONAL KNOWLEDGE MANAGEMENT STRATEGY
Ch12
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ActivityEvaluate each others chapter précis
1. Check citations (correct and sufficient)2. Check references (correct and all there – any citation must
have a reference)3. Check content (main theories covered?)
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Learning OutcomesAfter completing this session
Discuss KM processes Explain the roles of technology, people, structure, culture and
processes in knowledge management Explain how the KM infrastructure contributes to
organizational effectiveness Explain how knowledge is managed within the MNC and
between alliances, partnerships and joint ventures Explain what is meant by the knowledge based view (KBV)
and evaluate the role of knowledge resources in developing sustainable competitive advantage
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What is knowledge
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Data, Information & Knowledge relationships
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KNOWING being acquainted with, being familiar with, being aware of, remembering, recollecting, recognizing, distinguishing, understanding, interpreting, being able to explain, being able to
demonstrate, being able to talk about,
and being able to perform.
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Perceptions of KM
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Activity
ACTIVE LEARNING CASE
1. What is a knowledge based organization? What would it look like?
2. Debate the statement by David Smith, “Knowledge management is the only long-term sustainable source of competitive advantage”
3. They have “recognised the importance of knowledge as a key differentiator” – how can it help with differentiation? Can it help with other generic strategies? How?
4. What is a learning organization and why do some companies aim to be one?
5. In what ways is culture important to KM?
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LEARNING, KNOWLEDGE & INTELLECTUAL CAPITAL
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The utilization of knowledge within the organization to create value
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Fundamental organizational knowledge processes
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Using and Reconfiguring knowledge resources
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Knowledge transfer levels
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Levels of Learning
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ORGANIZATIONAL LEARNING & LEARNING ORGANIZATION
contextual factors affecting learning
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Activity
What is the impact of home or tele-working on knowledge management?
How can you overcome such problems?
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KM INFRASTRUCTURE
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KM processes
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Four Modes of Knowledge Conversion
(adapted from Nonaka 1994)
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KM Technologies
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What are Knowledge Management Systems? Are Document Management Systems also Knowledge management Systems?
How can companies better manage their information & knowledge resources to provide a source of sustainable competitive advantage?
The film clip explores the problems associated with poor information/ knowledge management within the organization. Information/ knowledge may exist in employees' heads, may not have been stored or made explicit and is therefore difficult to access and share, resulting in poor decisions, wasted effort, ineffectiveness, longer lead times, unresponsiveness and a lack of synergistic benefit. Next, the benefits of document management are explored – to overcome the problems outlined within the introduction.
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Activity – Case 67: Knowledge management
through Document Management
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Culture & Knowledge management
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CROSS-BORDER LEARNING
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Knowledge flow variations within
the MNC
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Knowledge transfers within an alliance context
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Factors impacting upon knowledge sharing & use within organizations
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KNOWLEDGE MANAGEMENT STRATEGY
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KM Strategy Process
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Strategy (codification & personalisation) Hansen, Nohria &Tierney (1999),
found two very different knowledge management strategies in place:
Knowledge stored in databases (the codification strategy) and
knowledge shared mainly through person-to-person contacts; the chief purpose of computers is to help people communicate -the personalization strategy.
A company's choice of knowledge management strategy is driven by the company's competitive strategy.
Knowledge management should not be isolated in a functional department like HR or IT
Hansen, M., Nohria, N., Tierney, T. (1999), 'WHAT'S YOUR STRATEGY FOR MANAGING KNOWLEDGE?', Harvard Business Review, Mar/Apr99, Vol. 77 Issue 2, pp. 106 - 116
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Tutorial ActivityCompany A deal with similar problems on a regular basis. Company B are a strategy consulting firm, tacking problems that do not have clear solutions at the outset.
You have been asked, by each company, to help them choose their primary knowledge management strategy.
Draft an essay (or presentation) containing your recommendations for each company and provide the critical arguments in support.
You should also provide implementation advice. How much IT will each require to support their strategy and how might they incentivise knowledge sharing?
Finally, Company B suggest that they might pursue a 50:50 strategy (codification and personalisation) what advice might you give to them?
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K ey concepts introduced in this chapter KNOWLEDGE | HUMAN (TACIT) KNOWLEDGE | STRUCTURED (EXPLICIT) KNOWLEDGE | KNOWLEDGE INTEGRATION CODIFICATION | LEARNING | LEARNING ORGANIZATION | KNOWLEDGE ACQUISITION | KNOWLEDGE TRANSFER | COMMUNITIES OF PRACTICE | PERSONALISATION STRATEGY
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BSNMIM001
COMPUTERISED BUSINESS INFORMATION SYSTEMS (CBIS) – THE TRADITIONAL (SILO) VIEW
ENTERPRISE SYSTEMS – TOWARDS INTEGRATION
GLOBAL ES STRATEGIES
Ch13
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Learning OutcomesAfter completing this session Identify the various types of computer based information
systems Evaluate alternative approaches for acquiring and developing
business information systems for the international organization
Identify what an enterprise systems is and the arguments for and against adoption
Explain why it is important for the international organization to make information resources widely available
Critically evaluate approaches used to enable the international organization to achieve its goal of integrated information
Evaluate the role of IT as a strategic resource for the international organization
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COMPUTERISED BUSINESS INFORMATION SYSTEMS (CBIS)
the traditional (Silo) view
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Business Information system
Resources
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Characteristics of a system
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Classifying BIS
Classification schemes are not definitive and represent merely
one way of grouping and dividing a complex fieldBoddy et al (2002:13)
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Functional Business Information Systems (Silos)
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Acquisition process
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Activity
Consider two organizations: [A] is an international hotel chain seeking a
hotel management system - an all-in-one seamlessly integrated property management software solution- online reservations, front desk, sales, restaurant and retail POS, back office accounting and
[B] is a specialised consultancy delivering innovative solutions to clients. They require a fully integrated system to support consultants in all aspects of their work, worldwide.
Critically discuss the likely preferred acquisition methods for the two organizations.
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SDLC
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Activity
Consider changeover (conversion) methods/ strategies.
Identify the advantages and disadvantages of each.
Which approach might you consider for the two organizations (Hotel and consultancy) discussed earlier?
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ENTERPRISE SYSTEMS (ES)
If a company's systems are fragmented, its business is fragmented
Davenport (1998)
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ERP System model
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How have Halfords enhanced their ERP system (what have they integrated it with, and why)?
What is meant by the term supply chains and how information technology supports the management of supply chains.
Halfords is the UK's largest retailer of auto parts, cycles and related accessories. It needed a new supply chain solution that would support the business reliably as it grew and expanded into new channels. The solution also had to enable Halfords to improve availability, cut down lead times, handle peaks in demand and improve overall supply chain performance. Mark Shirley, distribution centre operations manager at Halfords, explains in this video clip how Manhattan Associates' Warehouse Management solution for Open Systems was selected since it was deemed a solution that could help it meet all of these objectives, as well as integrate with and complement its SAP ERP system.
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Activity – Case 62: Halfords Warehouse Management solution
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Simple model of an ES
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Discuss the traditional difference between ERP AND CRM SYSTEMS (define key terms).
Discuss the purpose/ IMPORTANCE OF CRM SYSTEMS. What TECHNOLOGY lies at the heart of both the ERP and
the CRM system?
How can technology be used to help companies win, retain, sell more and deliver a better service to customers ?
Kaysersberg Plastics is a manufacturer of plastic sheet and finished plastic products. The company has manufacturing sites in France, Spain and the UK. Discusses the company use of Sage software, from financials to use of ACT! CRM and why the company decided to use Sage CRM.
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Activity – Case 63: CRM Business functions and supply chains
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ES Acquisition & Development To reduce the cost of maintaining a
large number of old legacy systems To synchronize the information flow
with the physical flow of goods To enable global integration To cut the time between a customer’s
order and the arrival of the shipment To offer “self-serve” capabilities to
customers and other supply chain partners
To service the needs of important customers requiring electronic interfaces
To obtain a system that the organization could “grow in”
To keep up with or surpass competitors
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ES Implementation
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Shared data approach
adapted from Giachetti (2004)
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ES: Integration
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Activity
Enterprise systems – case comparison Consider The Duckworth Group and the
Bosch Group and Omega. Compare and contrast each case with
regard to their enterprise computing needs. In particular consider whether a Best-of-Breed or fully integrated implementation is best in each case – explain your answer.
Create a feasibility study for ERP implementation at Duckworths, focusing on the Cost Benefit analysis in particular.
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GLOBAL ES STRATEGIES
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Activity Enterprise systems – Omega Consider the ERP implementation at Omega
Justification for implementation - Identify the reasons for
implementing the ES in Omega Determination of appropriate functionality - How would
you go about identifying the appropriate functionality? What problems are inherent with nice-to-have
functionality? Compare and contrast several leading ERP vendor
products, discussing their relative advantages and disadvantages
Development of a business case - What should be included in the business case?
What organizational changes resulting from the implementation of such a system would you expect (you should draw on chapter 5 to help inform your answer)?
Many consider the ES a combination of software, hardware, persons, and work processes where the sum is greater than the individual parts. Discuss this statement with reference to the concept of holism and the article by Porter (1985).
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Activity
Information visibility Explain why information visibility
or the seamless flow of information throughout the enterprise is important to the contemporary international organization.
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BSNMIM001
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GLOBAL DIGITAL BUSINESS
NET TECHNOLOGIES & BUSINESS OPPORTUNITY
E-COMMERCE & E-BUSINESS
STRATEGIC USE OF THE INTERNET & INTERNET TECHNOLOGIES
GLOBAL CHALLENGES
Ch14
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Learning OutcomesAfter completing this session
Explain what is meant by e-commerce and e-business Identify ways the use of the Internet and Internet (Net)
technologies can help the international organization compete, create wealth and add value
Discuss common electronic business models and their components
Understand how e-commerce and the associated technologies affect strategy and strategies applicable to e-commerce
Evaluate the challenges associated with global EC
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Activity/ discuss Porter Article
ACTIVE LEARNING CASE
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NET TECHNOLOGIES & BUSINESS OPPORTUNITY
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Inter, intra & extra-nets
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the role of internet technologies
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E-COMMERCE & E-BUSINESS
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What are the implications for business (e-commerce or web business) of the findings presented by Glassman?
Glassman suggests that if a customer is buying a pair of shoes for example, we should also try to sell them a pair of socks; discuss the technologies that might enable EXTENSION SELLING (tie-ins).
How can businesses generate more revenue through e-commerce?How can businesses remove online trade barriers?
Economist Jim Glassman talks about how small businesses can adjust their strategies to earn more money on the Web.
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e-business
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STRATEGIC USE OF THE INTERNET & INTERNET TECHNOLOGIES
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Aligning strategies
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ICT
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Describe the Facebook business model - how important is it for Facebook to grow its user base? What are the main risks inherent with the Facebook model?
Businesses today compete in two worlds: a physical world of resources and a virtual world of information. The latter has given rise to the world of electronic commerce (EC) and e-business (EB), a new locus of value creation. Managers must now focus upon how their companies create value and wealth in both the physical & virtual worlds.
Story about Facebook and its move to sign up users (not revenue) around the worldConsiders the fundamental beliefs of Facebook (not yet publically owned) i.e. that the social networking site with the most users will be most powerful and will be able to monetize this at some point through advertising and selling. Facebook is briefly contrasted with rival MySpace who have fewer users but generate greater revenues.
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Activity – Case 23: Social network sites their model and wider role
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BUSINESS MODELS
Direct-to-customer model Commission-based
models Advertising-based
models Markup-based models Production-based models Referral-based models Subscription-based
models Fee-for-service-based
models Full- service-provider
model
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SME
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ActivityDiscuss the business models used by Simply-Sol
- the relative advantages and disadvantages - Summarise how the company generates revenue identifying its product offering, value-added services, revenue sources and target customers.
1. Describe the customers to be served2. Describe the products/ services offered3. List the key business processes4. List the resources required by the business5. Describe the supply chain6. Describe the revenue model7. In e-commerce terms is this a bricks, clicks or
clicks and bricks business?
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SME
1. Describe the customers to be served2. Describe the products/ services offered3. List the key business processes4. List the resources required by the business5. Describe the supply chain6. Describe the revenue model7. In e-commerce terms is this a bricks, clicks or clicks and bricks business?
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Activity
Describe the SimplySol value proposition and their sources of competitive advantage.
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GLOBAL CHALLENGES
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Activity
Using internet technologies to gain a competitive advantage
Select companies from three different industries. With reference to traditional business, the digital organization, e-business, e-commerce and competitive strategies, discuss how Internet technologies may support the organizations in achievement of their strategic goals.
You should discuss: 1. How the Internet can be used to create value; 2. The impact on operational effectiveness; 3. The extent to which the internet will replace or complement
conventional ways of undertaking business; 4. Whether the Internet and IT can provide a sustainable
competitive advantage and 5. The limitations of the Internet for business.
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Activity
Describe the SimplySol value proposition and their sources of competitive advantage.
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Activity
Global E-Commerce Identify three organizations with
large scale global e-commerce operations and several country specific websites.
Discuss the challenges in relation to each organization
Compare and contrast their different country WebPages.
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Activity
Business models Consider the business models listed in
this chapter. Individually or in groups, identify at
least one real world example of each model;
be prepared to discuss or present your findings to the rest of the class or business colleagues.
You should identify how the organization adds value through the use of the internet or digital technologies. You may also assess sources of competitive advantage.
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Activity
ACTIVE LEARNING CASE
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K ey concepts introduced in this chapter DIGITAL ORGANIZATION | E-COMMERCE | E-BUSINESS | REACH | DISINTERMEDIATION | REINTERMEDIATION | INTRANET | EXTRANET | INTERNET | E-PROCUREMENT | E-MARKETING | VIRTUAL ORGANIZATION | EB STRATEGY | VIRTUAL ORGANIZING | BUSINESS MODEL
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IOM STRATEGY
ESTABLISHING THE OPERATIONS INFRASTRUCTURE
PRODUCTION PROCESSES
FORECASTING DEMAND
SOURCING STRATEGIES
MANAGING PRODUCTION
LOGISTICS AND THE SUPPLY CHAIN
Ch15
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Learning OutcomesAfter completing this session
Discuss what is meant by international operations management and supply chain management
Explain the importance of international operations management to international business competitiveness
Describe key decisions associated with international operations management
Identify major operations management and supply chain management activities
Evaluate how international operations management contributes to international business success
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Activity
ACTIVE LEARNING CASE Dyson
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The International Operations Management Process
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IOM
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Example of a simplified factory layout
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Operations Technology & Systems
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Integrated manufacturing Systems
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Development & Production Processes
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Production processes evaluated
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Make-to-Order and Make-to-Stock Processes
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K ey concepts introduced in this chapter Manufacturing | Operations | International Operations Management | Economies of Scale | Inventory Management Focused Factory | Time to Market | Product Development Process | Production Process | Sales and Operations Planning Batch Manufacturing | Job Shop | Capacity | Logistics Just In Time Production | Lean Production |
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Any questions
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6
INTERNATIONAL MARKETING
INTERNATIONAL MARKETING - INTRODUCTION
INTERNATIONAL MARKETING STRATEGY
THE (TACTICAL) MARKETING MIX
TECHNOLOGY-ENABLED INTERNATIONAL MARKETING
Ch16
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Learning OutcomesAfter completing this session
Outline the principal activities and processes associated with international marketing
Identify and describe the main strategic marketing decisions Critically evaluate alternatives for the international
organization’s strategic marketing approach Specify the key elements of the international marketing mix
and discuss how to balance these elements Critically discuss the appropriateness of standardization
through the marketing strategy and mix
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Activity
ACTIVE LEARNING CASE Virgin
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Major decisions in the International Marketing Process
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Developing marketing strategy
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International Marketing
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The research process
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Country based classification system
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Portfolio options (Ansoff matrix)
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Marketing Mix
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Product standardization arguments
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Product lifecycle (PLC)
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The Adoption Process
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Boston Matrix
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Top Brands (Source: Interbrand 2007)
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Buyer-Seller “Fit”
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Basis for pricing
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International marketing communications - standardization
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Pricing products to be sold in another country – cost factors
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Summary of marketing mix decisions
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Technology-enabled CRM
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Buying behaviour
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K ey concepts introduced in this chapter International marketing | Segmentation | Marketing research | Marketing mix | Marketing intelligence | Market share | Brand Product portfolio analysis | Market penetration | Marketing plan | Product life cycle | Marketing communication | Customer satisfaction | Direct marketing
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7
MANAGING Global FINANCIAL RESOURCES
THE INTERNATIONAL FINANCE ENVIRONMENT
FINANCE MANAGEMENT IN THE INTERNATIONAL ORGANIZATION
ACCOUNTING IN THE INTERNATIONAL ORGANIZATION
FINANCIAL CONTROLS & CORPORATE GOVERNANCE
Ch17
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Learning OutcomesAfter completing this session
Identify factors in the global economic environment likely to impact upon international financial management goals and accountancy practice
Describe the techniques used by international organizations to manage working capital
Evaluate capital budgeting techniques used by international organizations
Discuss sources of investment capital available to international businesses
Evaluate the need for international harmonisation of accounting practice
Explain what is meant by corporate governance and why the international organization strives to achieve it
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Activity
ACTIVE LEARNING CASE First Pacific
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International Finance & Accounting
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the financial environment
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Financial decisions
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Investment appraisal decision making process
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Pay-off table
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Pay-off table
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Transfer pricing and funds positioning
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Accounting system
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Users of accounting information
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Multinational accounting system
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K ey concepts introduced in this chapter Finance | Economics | Accounting | Capital Budgeting Cost of Capital | Foreign Exchange Risk | Transfer Pricing Tariff | Multilateral Netting | Fronting Loan | NPV IRR | ROI | Investment Appraisal |Centralised Depository Financial Statements | Consolidated Accounts | Agency Corporate Governance | Auditing | Internal Control
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Any questions
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BSNMIM001
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MODULE REVIEW
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Module Aims
To introduce students to the major issues of managing business resources, including
people, information, knowledge and technology. The module takes a
multi-disciplinary approach to managing the resources within the global environment.
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Learning OutcomesAfter completing this module
Critically evaluate the strategic importance of resources, competencies, core competencies and dynamic capabilities and evaluate how they may be used by companies in an attempt to develop a sustainable competitive advantage for the international organization
Explain how the management of human, information, cultural, process, technological and knowledge-based resources may lead to sustainable competitive advantage for the international organization
Appreciate challenges associated with managing human, information, culture, process technological and knowledge-based resources in the international organization
Critically explore the role of leaders and managers in bringing about transformational and transactional change within international organizations
Apply and reflect on group work theory, working as part of a (multicultural / diverse) team to deliver a group presentation to a client organisation
Produce effective management reports that address the use of business resources and business practice in the international business
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Learning Cycle
INTERPERSONAL
skills
ANALYTICAL
BEHAVIOURAL INFORMATION
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Learning OutcomesAfter completing this session
Identify strategies for critical reflection
Identify what is meant by reflective practice and why it is an important learning method
Identify the basic elements of reflective practice
Explain what is meant by critical reflection
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Reflection helps learners to:
understand what you know
make sense of and learn from new experiences
guide further action (practice)
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the reflection process
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basic elements of a reflective process l Keeping an open mind about what, why, and how we do things l Awareness of what, why, and how we do things l Questioning what, why, and how we do things l Asking what, why, and how other people do things l Generating choices, options and possibilities l Comparing and contrasting results l Seeking to understand underlying mechanisms & rationales l Viewing our activities and results from various perspectives l Asking "What if...?" l Seeking feedback and other people ideas & viewpoints l Using prescriptive (advice) models only when carefully adapted to
the individual situation l Analysing, synthesizing and testing l Searching for, identifying, and resolving problems & result
limitations
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WRITING A REFLECTION
three simple questions to reflect on a situation: ‘What, so what, and now what?’
a clear description of the situation, analysis of feelings, evaluation of the experience, and analysis to make sense of the experience to examine what you would do if the situation arose again
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Report writing workshop
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What is an essay? The academic essay is
generally written in response to a question.
You are expected to present a point of view (expressed in a thesis statement) that is informed by research.
Your aim is to develop and support arguments which may manifest as recommendations in business reports.
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Analysing the question
A clear understanding of what you are expected to do is crucial to writing a quality assignment/essay.
Make sure you understand what issue/problem has to be addressed.
Analyse the wording of the question carefully to gain an understanding of what is being asked.
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Construct an initial plan to guide your research.
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Consider the key constructs and concepts covered in the module.
Use high quality sources where possible
Read both widely and selectively to gain an overall perspective of the topic.
remember to record all the bibliographic details of the resources from which you note-take
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The Title An essay should have its
correct title fully written out at the top.
Every aspect of the essay title needs to be covered by your essay.
It also helps you to focus your essay. You should not just write around a subject in a general way. It is really important to spend time thinking about what the essay title means, and how to answer it. Analyzing helps you see what is wanted.
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Executive summary
The executive summary should be very concise, summarising the main recommendations and findings. Provide interpretation of situations and options. Show the important hard facts and figures. Your recommendations should include implications, with values and costs where applicable. Unless yours is a highly complex study, limit the executive summary to less than two sides of standard business paper.
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Structure…It is helpful to think of an essay as having four parts: 1) The introduction will explain the academic problem as
you see it, and say how you intend to handle it. It tells the reader what to expect, and what to look for.
2) The body or content of the essay will contain the points you want to make, with supporting arguments & evidence. It must show the reader that you know your subject. You do this by explaining the subject to the reader. It should also present the evidence for the essay's argument.
3) The conclusion
4) The bibliography is the list of books & other sources you use for the essay. The bibliography should relate to references in the essay
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The introduction… Explain the academic problem as you see it, and say
how you intend to handle it. Outline the purpose/ aims. It may be appropriate to include background on any
organization/ company discussed The argument that you include in your introduction is
the case that you are making. It may help to think of your argument as having a
statement and a demonstration. The statement of the argument is made in the
introduction. The demonstration of the argument is done in the body of
the essay. The body of the essay presents the evidence for the
statement. Tell the reader what to expect, and what to look for.
include an outline (plan) of the organization (structure) of the body of the essay.
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Argument An argument is the case that someone makes To make a case means to put forward the arguments for. Another
way of putting this would be that you give the reasons for saying what you do, and present evidence to support what you say.
In an essay we can distinguish between the argument statement: made in the introduction and the demonstration of the argument made in the body of the essay
An argument statement might be: "I will argue that Aristotle's stance on the family and slavery denied
women and slaves any rights". The body of the essay then has to demonstrate or present the
evidence for, the statement. You need to pursue the argument logically ( rationally) in the body of the essay.
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The process of critical thinking involves acquiring information and evaluating it to reach a well-justified conclusion or answer.
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Précis One way to edit or paraphrase your writing is to
précis it. The word comes from the French for cutting short or abridging and means to summarize.
It can, usefully, also have implications of making more precise.
"A précis is a brief narrative, setting forth the salient points of some written data. The original may be a literary passage, a business document, a series of letters or any other type of matter" - Which can obviously include your own writing. The salient points are the most prominent parts,
but in précising your own work you should also concentrate on the most relevant parts.
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The body of an essay… It is the largest part of the essay and contains the points
you want to make in greater detail than the introduction (because they are being explained) and with the evidence for them.
It must show the reader that you know your subject. You do this by explaining the subject to the reader. It is a fatal mistake to think "the marker already knows this subject. I will discuss it without explaining it." The marker is looking for evidence that you know the subject.
Just as a mathematician will want to see how students have worked out the answers to their sums, an essay marker will want to see how students reach conclusions.
It should also present the evidence for the essay's argument.
Something is critical if it is characterized by careful analysis
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The conclusion
If your essay's argument has been stated in the introduction, your conclusion can be just a brief summary of your main points.
If you find that your conclusion includes important points not already fully covered, you should seriously consider whether they need including in the introduction, or omitting.
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References
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Checking an Essay that the introduction correctly describes the body of the essay. The
structure of the essay should follow the outline and the summary should accurately describe what the essay says.
for logical argument: Have you got an argument? Have you stated it in the introduction? Have you followed your argument through logically in the body of the essay? Have you recapped it in the conclusion?
for the use of evidence to back up the argument. Evidence may be references to an author you are interpreting. Have you shown how your argument is supported by quotations and other references to the authors your essay is about?
for the accurate presentation of quotations and references. Are quotations clearly identified? Do the references use the Harvard system? Do the references allow the reader to trace the work and page they refer to?
for grammatical accuracy and correct spelling: If you are using a wordprocessor, take time to run the spellchecker. Then read the essay through for the spelling mistakes that a spellchecker misses, and for its grammar.
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As a general rule, do not write anything you do not understand.
If you fully understand what you are writing, you should be able to control your writing.Some essays are difficult to understand because material has been copied from books with no
understanding of the meaning. These essays are often too long and the writer often does not know what to cut out.
Remember the rules about plagiarism.
Understand what you write
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Some suggestions for good essay writing Develop your own essay writing strategy. Focus on the essay title. Do multiple drafts. Do not pad. Try to ensure that everything you include is relevant
to the essay title. Include other opinions. Show that you have considered different
sides to the question by discussing points of view that contradict your own.
Show what you have read. Write simply. Use technical terms correctly. Fully reference what you write. Plan to finish your essay ahead of time.
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ASSESSMENT
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Assessment: Group presentation
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Assessment: Group report – Reflective Commentary based on group
Work
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The whole is greater than
the sum of the parts…
Team/ Group Work
© Dr Phil Kelly
learners should be taught how to work in groups
Bradshaw (1989). Blease (2006). Laughton and Ottewill
(2000). Lane and Distefano (1992). Hansen (2006). McGraw and Tidwell (2001).
Skills such as problem solving, communication, collaboration, interpersonal skills, social skills, and time management are actively sought by prospective employers as essential requirements for employability.
The transferable skills argument
© Dr Phil Kelly
Students learn through work in groups
Slavin (1980), Kretovics (1999), see
also Kolb (1984), Biggs (1999) and Hernandez (2002).
The learning skills model adapted from Kretovics (1999); see also Kolb (1984).
The teaching argument
The adoption problem
Promotes Deeper Learning
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Activity – Case 18: Team Composition
What is the difference (if any) between a "group" and a "team"?
Identify the main factors, evident in the video clip, that make for a 'great' (effective and efficient) team
Identify other factors, NOT present in the video clip, that you believe could also make for a 'great' (effective and efficient) team. In each case, explain why you believe the factor is important.
Critically discuss the optimum size for a team/ group Identify and discuss the various ways in which teams might
be formed.
What is the difference between a group and a team? What makes an effective and efficient team (composition)?
To introduce the concept of team structure and composition and its affect upon team effectiveness and efficiency
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Group composition (structure) issues Group size - Blease (2006), Gibbs
(1992), Koppenhaver and Shrader (2003),
Gender - Levine and Moreland (1990); Koppenhaver and Shrader (2003), Joiner, Issroff and Demiris (1999); Bennett and Cass (1989),
Ability - Blease (2006), Bennett and Cass (1989),
Personality - Levine and Moreland (1990),
Race – Milliken and martins (1996), McLeod and Lobel (1992), Watson et al (1993),
Age - Levine and Moreland (1990) and
Experience.
The structural problem
© Dr Phil Kelly
Alternative group allocation processes Group Members (students)
self-select Blease (2006) Subjective, emotional, see
social identity theory, Instructor selects group,
members Hernandez (2002) Heuristic/ scientific/ objective
Koppenhaver and Shrader (2003) , Baker and Powell (2002),
Systematic selection Alphabetical Random - Sharan and Sharan (1992)
and Hybrid approach
Mahenthiran and Rouse (2000).
The allocation problem
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Consequences of group diversity
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Group/Team Formation
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GROUP EXERCISE 3 CASE STUDY THE ALPHA TEAM PROJECT
See p222 of the study workbook
Group members should read and reflect upon the case study and the key questions raised at the end of the case study then record your answers to the questions. You will be given 40-45 minutes for reading and discussion. Each group in turn will present their observations on the case questions.
Case study (from McGraw and Tidwell (2001)) - Read about THE ALPHA TEAM PROJECT DISCUSSION QUESTIONS
(1) What were the key events that caused the group to split? (2) What does the case tell us about the skills/behaviours and systems required for effective group project work? (3) What should/could the group members have done to avoid the split? (4) Evaluate the role of the faculty member’s actions in this case. (5) How do you think the group members felt at the conclusion of the case?
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Team roles…
Different contributions(see Belbin)
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What stage of development is your group at?
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Module Information
Induction
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Delivery Plan2 INDUCTION3 MANAGING HUMAN RESOURCES Group Work4 MANAGING DIFFERENCE Leadership & management5 ORGANIZATION DESIGN & STRUCTURE6 READING WEEK7 GLOBAL BUSINESS PROCESSES
Reflection8 MANAGING INFORMATION RESOURCES
Assessment (Class test 1)9 MANAGING KNOWLEDGE
Report Writing10 GLOBAL BUSINESS & ENTERPRISE SYSTEMS
CHANGE MGT11 GLOBAL DIGITAL BUSINESS12 Assessment (Class test 2) & Assessed Group
PresentationsMODULE REVIEW & ASSESSMENT PREPARATION
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Cohort Module Induction
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Hello!
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Module Introduction Why we are here… List the module aims &
learning outcomes Explain how the module will
be delivered/ taught Explain how the module will
be assessed Identify students, lecturers,
tutors participating in the module
Understand how the module fits into the overall MBA programme
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Why we’re here today…
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Activity
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The World Economy
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Global Trade
Economic globalisation is often discussed as if international trade were a recent phenomenon. In fact it has a very long pedigree:
most of the ancient civilisations engaged in long-distance trade. Precious metals, spices, silks, pottery and other luxury goods were commonly traded.
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Global business & trade
Commercial exchanges - buying & selling
Activities associated with providing goods and services (for profit)
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Globalization & Internationalisation
the increasing connectivity of economies and ways of life across the world - flows that characterize globalization
increasing geographical dispersion of economic activities across national borders
Goods and services, e.g. exports plus imports
Labour/people, e.g. migration flows Capital, e.g. inward or outward direct
investment Technology flows
People around the globe are more connected to each other than ever before.
Information and money flow more quickly than ever.
Goods and services produced in one part of the world are increasingly available in all parts of the world.
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Effects of Globalization & Internationalisation
A source of threats and opportunities for business
Bigger market, more competition…
acting on a global scale with bases in many countries implications…
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World Businesses - the Multinationals
The largest of these has profits larger than the GDP many other countries
Many have wealth creation goals; they must compete, manage costs and generate revenue
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Management getting things done with the
aid of people and other resources
the process of leading and directing all or part of an organization, through the deployment and manipulation of resources (people, technological, financial, material, intellectual or intangible)
Effective utilisation and coordination of resources to achieve defined objectives with maximum efficiency
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Aims
How to make best use of resources in order to create wealth and add value when operating internationally
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Adding value - the organizational system
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WHY CONDUCT BUSINESS INTERNATIONALLY?
1. Diversify (mitigate home risk), 2. Tap new markets, 3. Response to/ attack foreign
competition; 4. Cost reduction, 5. Avoid trade restrictions and 6. Tap local expertise.
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About…The programme the module the teaching & learning sessions assessment progression graduation employment…
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Module Aims
To introduce students to the major issues of managing business resources, including
people, information, knowledge and technology. The module takes a
multi-disciplinary approach to managing the resources within the global environment.
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Learning OutcomesAfter completing this module
Critically evaluate the strategic importance of resources, competencies, core competencies and dynamic capabilities and evaluate how they may be used by companies in an attempt to develop a sustainable competitive advantage for the international organization
Explain how the management of human, information, cultural, process, technological and knowledge-based resources may lead to sustainable competitive advantage for the international organization
Appreciate challenges associated with managing human, information, culture, process technological and knowledge-based resources in the international organization
Critically explore the role of leaders and managers in bringing about transformational and transactional change within international organizations
Apply and reflect on group work theory, working as part of a (multicultural / diverse) team to deliver a group presentation to a client organisation
Produce effective management reports that address the use of business resources and business practice in the international business
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Explain how the module will be assessed1 Coursework: 20% Class test 2 Coursework: 20% Class test
3 Coursework: 30% Group
presentation (submitted with an executive summary report)
4 Coursework: 30% Group report (1,500 words reflective learning)
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Understand how the module fits in to the overall MBA programme
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Get to know each other…
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Module team
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Learning Cycle
INTERPERSONAL
skills
ANALYTICAL
BEHAVIOURAL INFORMATION
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Activity
Key Skills for MBA graduates
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What & How do you think it should be taught?
Based on your learning needs and the needs of the group?
The needs of other stakeholders…
According to Vielba and Edelshain (1995),
the growth of international business implies that business schools must equip their graduates with
the skills and competences to operate across
national and cultural boundaries.
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"There are two contrasting models of international business which underlie business school teaching. The first model, which will be referred to in this article as the generic model, is based on the premise that international business management is fundamentally the same as management at the national level. This model suggests that the main focus of management teaching for international business should be on environmental factors. Appropriate subjects would include regional and area studies, cultural and political studies and the structure and mechanics of international trade and investment. Relevant environmental factors are not difficult to identify. However, because they are frequently contextually specific, it is difficult to offer more than a sample in a programme such as an MBA. The best that can often be done is to alert the manager to the need for research and briefing prior to working with or in a particular country or countries. The second model is based on the premise that once managers are required to operate across national boundaries they face different problems and opportunities. This model, referred to in this article as the specific model, implies that the focus of international business management courses should be the acquisition of specific skills and competences needed to manage internationally", Vielba and Edelshain (1995) .
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Activity
In groups discuss your beliefs about the knowledge and skills needed to manage effectively across international boundaries.
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About the teaching & learning resources
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Resources
Text book Student Handbook Blackboard Library/ on-line Each-other Tutors/ lecturers Programme team
The module will draw on a new text: Kelly, P. (2009) ‘International Business and Management’, Cengage Learning
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Module policies, procedures & protocols…
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Module policies & practices
Group work Tutor contact Assessment Lecture attendance &
Etiquette Referencing
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Remember Academic honesty
Referencing
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etiquette
Be on time Turn your mobiles OFF Be quiet One person talking at a
time Participate Respect, Listen,
Encourage Be polite
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Masterliness
Expectations…
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Any questions
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Class Module Induction
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Re-cap
Any questions?
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Group formation
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Group Quiz
In your groups, name & locate as many countries in Europe as you
can.
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South-East Europe Albania Bosnia-Herzegovina Bulgaria Croatia Cyprus Greece Macedonia Malta Serbia and
Montenegro Slovenia Turkey
Western Europe Austria Belgium Finland France Germany Ireland Italy Portugal Spain Sweden Switzerland UK
Eastern Europe Czech Republic Hungary Poland Romania Slovak Republic
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Group Quiz
In your groups, name and locate as many countries in Asia (East,
South & Pacific) as you can.
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East Asia China, Japan, Mongolia
North Korea, South Korea, TaiwanSouth-East Asia
Brunei Darussalam, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand,
Timor-Leste, Viet Nam, South Asia, Afghanistan, Bangladesh Bhutan, India, Maldives, Nepal, Pakistan, Sri Lanka
Pacific Australia, Fiji, New Zealand, Papua New Guinea, Solomon
Islands
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Group Quiz
In your groups, name and locate as many countries in the Middle-
East as you can.
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Middle East
Bahrain Iran Iraq
Israel/Occupied Territories Jordan Kuwait
Lebanon Palestinian Authority
Saudi Arabia Syria UAE
Yemen
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Group Quiz
In your groups, name and locate as many
countries in America as you can.
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North America Canada
USA
Central America El Salvador Guatemala Honduras
Mexico Nicaragua
South America Argentina
Bolivia Brazil Chile
Colombia Ecuador Guyana
Paraguay Peru
Uruguay Venezuela
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Group Quiz
In your groups, name and locate as many
countries in Africa as you can.
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Central Africa Burundi Cameroon Central African Republic Chad Congo Democratic Republic of Congo Equatorial Guinea Rwanda
Southern Africa Angola Malawi Mozambique Namibia South Africa Swaziland Zambia Zimbabwe
East Africa Eritrea Ethiopia Kenya Somalia Sudan Tanzania Uganda
West Africa Burkina Faso Cote D'ivoire Ghana Guinea Guinea-Bissau Liberia Mauritania Niger Nigeria Senegal Sierra Leone Togo
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Learning
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Activity
EXPLORING THE MEANING OF ‘LEARNING’
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Learning Cycle
INTERPERSONAL
skills
ANALYTICAL
BEHAVIOURAL INFORMATION
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LSQ
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Activity
LEARNING STYLES QUESTIONNAIRE.
Reflect on your learning style individually or with others (fellow students, friends, family). Do you agree or disagree with the results? Explain your thoughts.
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Skills
Group work, Report writing & Presentations
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Activity
Working with others - Assess your interpersonal skills
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Activity
Working in groups What makes an effective
presentation? What is the difference
between a business report and an academic essay?
Discuss the article on group work by Kelly (2007)
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Any questions
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Activity – Case X: X Y