International Business And Management

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

© Dr Phil Kelly

7981011121314

15 161735

24 6

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

1

3

5

7

9

2

4

6

8

1011121314151617

InductionLearning

Groups

AssessmentReview

© Dr Phil Kelly

International Business & Management

5



International Business & Management © Dr Phil Kelly

6

AN INTRODUCTION TO INTERNATIONAL BUSINESS & MANAGEMENT

INTRODUCTION TO INTERNATIONAL BUSINESS

THE INTERNATIONAL ORGANIZATION

INTERNATIONAL ORGANIZATIONAL PERFORMANCE

Ch1

© Dr Phil Kelly


7

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

© Dr Phil Kelly


8

Activity

ACTIVE LEARNING CASE

© Dr Phil Kelly


9

Growth of International Trade

(source: UNCTAD 2008)

© Dr Phil Kelly


10

Location of Global 500 companies

Adapted from Fortune Global 500 data

© Dr Phil Kelly


11

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.

© Dr Phil Kelly


12

Value System

© Dr Phil Kelly


13

Convergence or Divergence?

© Dr Phil Kelly


14

The world economy

© Dr Phil Kelly


15

Comparative advantage

© Dr Phil Kelly


16

Value Chain Fragmentation

Cas

e3

http://feedroom.businessweek.com/index.jsp?fr_story=593e4aec86e7d836f779df6d1f1851ecb0fc1

© Dr Phil Kelly


17

the Porter Diamond

© Dr Phil Kelly


18

Value Add Process (activities & resources)

© Dr Phil Kelly


19

Sources of competitive advantage




21

Any questions

© Dr Phil Kelly


22

© Dr Phil Kelly


23

© Dr Phil Kelly


24




25

BSNMIM001

Version 2007_8 v1

1Analysing the GLOBAL BUSINESS ENVIRONMENT

EXTERNAL MACRO ENVIRONMENT

INDUSTRY (MICRO) ENVIRONMENT

THE INTERNAL ENVIRONMENT

CONTINGENCY & ENVIRONMENTAL PERSPECTIVES

Ch2

© Dr Phil Kelly


26


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

© Dr Phil Kelly


27

Activity

ACTIVE LEARNING CASE European Airline Industry

© Dr Phil Kelly


28

Layers of the International Organization Business Environment

© Dr Phil Kelly


29

Environmental Influences

© Dr Phil Kelly


30

PESTLE Factors

© Dr Phil Kelly


31

Political Risks & Their Impact

© Dr Phil Kelly


32

Political and Economic Risk Map

© Dr Phil Kelly


33

Elements of culture

© Dr Phil Kelly


34

Scores of cultural dimensions

Copyright © Geert Hofstede BV, reproduced with permission

© Dr Phil Kelly


35

Simplified view of East & West Cluster

© Dr Phil Kelly


36

Technology & Work

© Dr Phil Kelly


37

Ecological Environment

© Dr Phil Kelly


38

Competitive Forces

© Dr Phil Kelly


39

The industry life cycle

© Dr Phil Kelly


40

Assets which drive value

© Dr Phil Kelly


41

SWOT Analysis

© Dr Phil Kelly


42

Positioning versus resource-based perspective




44

Any questions

© Dr Phil Kelly


45

Activity


© Dr Phil Kelly


46




47

BSNMIM001

Version 2007_8 v1

3

International and Global STRATEGY

STRATEGY

CORPORATE STRATEGIC CHOICES

COMPETING WITH BUSINESS LEVEL STRATEGY

STRATEGY IMPLEMENTATION

Ch3

© Dr Phil Kelly


48


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

© Dr Phil Kelly


49

Activity

ACTIVE LEARNING CASE Li & Fung

© Dr Phil Kelly


50

A dual approach to (profit) goal achievement

Adapted from Grant (1991)

© Dr Phil Kelly


51

Activity


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

© Dr Phil Kelly


52

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

© Dr Phil Kelly


53

Strategy process

© Dr Phil Kelly


54

Multi-business organization

© Dr Phil Kelly


55

Choosing corporate scope

© Dr Phil Kelly


56

Market-entry

© Dr Phil Kelly


57

Competitive strategies

© Dr Phil Kelly


58

Strategy Model




60

Any questions

© Dr Phil Kelly


61

END




62

BSNMIM001

Version 2007_8 v1

4BEHAVING RESPONSIBLY around the World

INTERNATIONAL BUSINESS ETHICS

STAKEHOLDER THEORY

CORPORATE SOCIAL RESPONSIBILITY

CSR IMPLEMENTATION

Ch4

© Dr Phil Kelly


63


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

© Dr Phil Kelly


64

Activity

ACTIVE LEARNING CASE Texas Instruments

© Dr Phil Kelly


65

Thinking and behaving with principles

© Dr Phil Kelly


66

Desirable employee behaviours

© Dr Phil Kelly


67

Stakeholder model

© Dr Phil Kelly


68

Sources of unethical & undesirable behaviour in the value Chain

© Dr Phil Kelly


69

Stakeholder identification model

Adapted from Mitchell, Agle & Wood 1997

© Dr Phil Kelly


70

Decision-making considerations

© Dr Phil Kelly


71

Components of CSR

© Dr Phil Kelly


72

CSR Initiatives

© Dr Phil Kelly


73

Issues addressed in codes of conduct

© Dr Phil Kelly


74

Establishing an ethical

infrastructure




75

Any questions

© Dr Phil Kelly


76




77

BSNMIM001

Version 2007_8 v1

5MANAGING CHANGE in the International organization

UNDERSTANDING CHANGE

THEORIES OF CHANGE

IMPLEMENTING CHANGE

Ch5

© Dr Phil Kelly


78


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

© Dr Phil Kelly


80

Generic change model

© Dr Phil Kelly


81

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.

00:20:00

Activity – Case 17: Making Australia's Telstra Nimble

http://feedroom.businessweek.com/?fr_story=84f33861722f9e55bbf8439ac894272008fb6af2&rf=bm

© Dr Phil Kelly


82

The organisational system model

Proposed by Leavitt (1965)

© Dr Phil Kelly


83

Organization Model

Source: Nadler and Tushman (1989)

© Dr Phil Kelly


84

A model of organizational performance and change

Burke and Litwin (1992)

© Dr Phil Kelly


85

Three staged change process

© Dr Phil Kelly


86

Force field analysis

© Dr Phil Kelly


87

Planned approach to change

© Dr Phil Kelly


88

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.

00:20:00

Activity – Case 37: Organization change:

using technology to change practice

http://feedroom.businessweek.com/?fr_story=8ec7c3f1ae6fa9adcab29fdd3c863a9511c19435&rf=bm

© Dr Phil Kelly


89

Factors affecting change difficulty




91

Any questions




92

BSNMIM001

Version 2007_8 v1

6INTERNATIONAL LEADERSHIP & MANAGEMENT

LEADERSHIP AND MANAGEMENT

POWER AND INFLUENCE

LEADERSHIP THEORIES

LEADING IN THE INTERNATIONAL ORGANIZATION

Ch6

© Dr Phil Kelly


93


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

© Dr Phil Kelly


95

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.

00:20:00

Activity – Case 9: Leadership

Management Lessons from McDonald's

http://feedroom.businessweek.com/?fr_story=b4efa023d4c5497ac5e36a381deaaea5c066adf1&rf=bm

© Dr Phil Kelly


96

Leadership –v- management roles & functions

© Dr Phil Kelly


97

Leader-follower relationship

© Dr Phil Kelly


98

Network development, interactions & resources

© Dr Phil Kelly


99

Power & Influence




104

Motivating Others

© Dr Phil Kelly


105

Maslow's Hierarchy of Needs

© Dr Phil Kelly


106

two factor theory of motivation

© Dr Phil Kelly


107

Equity theory

© Dr Phil Kelly


108

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

© Dr Phil Kelly


110

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

© Dr Phil Kelly


111

Motivating Workers




114

Any questions

© Dr Phil Kelly


115

© Dr Phil Kelly


116




117

BSNMIM001

Version 2007_8 v1

STRATEGIC USE OF HUMAN RESOURCES

CENTRAL ISSUES: THE IHRM FUNCTION & GLOBAL PRACTICES

LOCAL ISSUES: IHRM/HRM PRACTICES & PROCEDURES

Ch7

© Dr Phil Kelly


118

Human capital characteristics

(adapted from Lepak and Snell 2002)

© Dr Phil Kelly


119


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

© Dr Phil Kelly


120

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.

00:20:00

Activity – Case 112: HRM an Introduction

http://www.iese.edu/Aplicaciones/News/view.asp?id=1543&lan=en

© Dr Phil Kelly


122

Human Capital & Competitive Advantage

(adapted from Wright, Dunford and Snell 2001)

© Dr Phil Kelly


123

HUMAN RESOURCE PHILOSOPHY & POLICY

© Dr Phil Kelly


124

Factors affecting IHRM Policies & Practices – a contingency model

© Dr Phil Kelly


125

Approach to IHRM Policy & Practice

© Dr Phil Kelly


127

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.

00:20:00

http://feedroom.businessweek.com/?fr_story=d40d9e8338cedc42991c00b17edd5ba51091c2d8&rf=bm

© Dr Phil Kelly


128

Staffing Strategies

© Dr Phil Kelly


129

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.

00:20:00

http://feedroom.businessweek.com/?fr_story=9ed06a38e9b6b5ce3dbc0b8fb4677c0901b51462&rf=bm

© Dr Phil Kelly


130

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

00:20:00

http://feedroom.businessweek.com/?fr_story=2e9e0e1afffdd0973651c7236540f8dc535fc68b&rf=bm

© Dr Phil Kelly


131

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.

00:20:00

Activity – Case 22: Performance management

The Power of Recognition

http://feedroom.businessweek.com/?fr_story=5819662b7b5a3326b7632f881275db6626873182&rf=bm

© Dr Phil Kelly


133

HRM systems & Organizational Performance (adapted from Katou and Budhwar (2006))

© Dr Phil Kelly


134

Determining the right HRM approach




137




138

BSNMIM001

Version 2007_8 v1

8

MANAGING DIFFERENCE

THE CONTEMPORARY DIVERSE & MULTICULTURAL WORKPLACE

DIVERSITY

WORKING WITH OTHER CULTURES

WORKING IN MULTICULTURAL AND DIVERSE GROUPS

Ch8

© Dr Phil Kelly


139


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

© Dr Phil Kelly


140

© Dr Phil Kelly


141

Activity

ACTIVE LEARNING CASE Diversity in Broadcasting

© Dr Phil Kelly


142

SOCIAL IDENTITY THEORY (SIT)



Perception


143




144

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.




145

FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE

EXPERIENCE OF YEARS

© Dr Phil Kelly


146

The process of Perception

© Dr Phil Kelly


147

‘World-views’




148

Perception…

© Dr Phil Kelly


149

© Dr Phil Kelly


150

Generalisations from population characteristics




151

THE BUSINESS CASE FOR DIVERSITY & DIVERSITY INITIATIVES

© Dr Phil Kelly


152

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

00:20:00

Activity – Case 21: Diversity: a New Approach

http://feedroom.businessweek.com/?fr_story=efa3ea4f74fcb9735352bd4d91568d0da911c663&rf=bm

© Dr Phil Kelly


153

THE BUSINESS CASE FOR DIVERSITY

Cost savings Winning the

competition for talent

Improved marketplace understanding

Enhanced creativity & increased quality of team problem-solving

© Dr Phil Kelly


155

integration of identity groups

© Dr Phil Kelly


156

Homosocial reproduction – driving out diversity




157

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

© Dr Phil Kelly


158

Elements of culture

© Dr Phil Kelly


159

The web of cultural determinants




160

WORKING IN MULTICULTURAL & DIVERSE GROUPS &

WITH OTHER CULTURES

© Dr Phil Kelly


161

BUILDING CROSS-CULTURAL COMPETENCE

adapted from Johnson et al (2006)



Organizational Culture


163

© Dr Phil Kelly


164

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.

00:20:00

Activity – Case 20: Culture Trumps Strategy

http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1965




165




166

BSNMIM001

Version 2007_8 v1

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

© Dr Phil Kelly


167


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

© Dr Phil Kelly


168

Activity

ACTIVE LEARNING CASE BP

© Dr Phil Kelly


169

ELEMENTS OF STRUCTURE

Specialization Standardization Formalization Centralization Configuration Org Chart/Structure Job Definitions Span Of Control Authority,

Responsibility, Accountability

© Dr Phil Kelly


170

Organizational relationship types

© Dr Phil Kelly


171

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




172

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).

© Dr Phil Kelly


173

The contingency approach

© Dr Phil Kelly


174

External environment

© Dr Phil Kelly


175

Internal Environment:STRATEGY & STRUCTURE

© Dr Phil Kelly


176

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

00:20:00

Activity – Case 19: Cognizant Designing the Global Organization

http://cognizant.com/

http://feedroom.businessweek.com/?fr_story=0268c3b83a6560841a1dce622d8214f7134d40cb&rf=bm

© Dr Phil Kelly


177

SIMPLE DESIGNS

© Dr Phil Kelly


178

Designs & Structures for international organizations

© Dr Phil Kelly


179

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.

© Dr Phil Kelly


180

© Dr Phil Kelly


181

Types of organization structure

© Dr Phil Kelly


182

THE DETERMINATION OF ORGANIZATIONAL STRUCTURE

The Integration-Responsiveness Framework – source: Devinney, Midgley and Venaik (2000)

© Dr Phil Kelly


183

Activity

Organizational chart create an organizational

chart

© Dr Phil Kelly


184

© Dr Phil Kelly


185

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

http://www.thebodyshop.com/

http://link.brightcove.com/services/player/bcpid25560343001?bclid=18719861001&bctid=19053310001




187

COORDINATION & CONTROL MECHANISMS IN INTERNATIONAL BUSINESS

© Dr Phil Kelly


188

COORDINATION MECHANISMS

Hierarchy/design/structure

Formalization Liaison roles Task forces Informal networks

© Dr Phil Kelly


189

Establishing a control framework

adapted from Simons (1995)

© Dr Phil Kelly


190

Activity

consider culture and discuss how it might be used as a coordination and control mechanism.

© Dr Phil Kelly


191

Fitting formal & informal control with environmental needs

© Dr Phil Kelly


192

Co-ordination & control mechanisms




197

BSNMIM001

Version 2007_8 v1

GLOBAL BUSINESS PROCESSES

10

THE PROCESS VIEW

MANAGING GLOBAL BUSINESS PROCESSES (GBP)

STRATEGIES FOR IMPROVING GBP

Ch10

© Dr Phil Kelly


198


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.

© Dr Phil Kelly


199

MANAGING GLOBAL BUSINESS PROCESSES (GBP)

© Dr Phil Kelly


200

Activity

ACTIVE LEARNING CASE Dell Inc.

© Dr Phil Kelly


201

Path

© Dr Phil Kelly


202

PROCESSES

© Dr Phil Kelly


203

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.

00:20:00

Activity – Case 51: Cadbury's processes at the factory

http://news.bbc.co.uk/1/hi/uk/7990080.stm

© Dr Phil Kelly


204

Process Hierarchy

© Dr Phil Kelly


205

Concepts relating to processes

(adapted from ISO9000:2005)

© Dr Phil Kelly


206

Process Structure

© Dr Phil Kelly


207

Process modelling benefits

© Dr Phil Kelly

The Job Application Process

© Dr Phil Kelly 210

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

© Dr Phil Kelly


211

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.

© Dr Phil Kelly


212

© Dr Phil Kelly


213




214

STRATEGIES FOR IMPROVING GBP

© Dr Phil Kelly


215

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)

© Dr Phil Kelly


216

Approaches to BPI

adapted from Ashayeri, et al (1998)

© Dr Phil Kelly


217

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.

00:20:00

Activity – Case 54: Managing quality inside

a frozen pizza factory

http://news.bbc.co.uk/1/hi/business/7733602.stm

© Dr Phil Kelly


218

Transformation process congruence model

© Dr Phil Kelly


220

BPR Framework

© Dr Phil Kelly


221

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.

00:20:00

Activity – Case 65: Boeing 737 Lean enterprise manufacturing

Lean Production System

http://www.yourtechtv.com/viewVideo.php?video_id=561&title=Boeing_737_manufacturing

© Dr Phil Kelly


223

© Dr Phil Kelly


224




225

BSNMIM001

Version 2007_8 v1

Managing Information Resources

11

INFORMATION RESOURCES

SUPPORTING INTERNATIONAL BUSINESS

COMPETING THROUGH THE APPLICATION OF INFORMATION RESOURCES

ENTERPRISE & GLOBAL INFORMATION NEEDS & MANAGEMENT

Ch11

© Dr Phil Kelly


226


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

© Dr Phil Kelly


227

Key organizational resources

© Dr Phil Kelly

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

© Dr Phil Kelly

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

© Dr Phil Kelly


230

Competitive Forces

© Dr Phil Kelly


231

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.

00:20:00

Activity – Case 27: Tesco: use of IT and information systems -

Introduction to MIS

http://videos.silicon.com/60416901.htm

© Dr Phil Kelly


232

© Dr Phil Kelly


233

IT on Activities

Physical Processing

Components

Information Processing

Components

Inpu

ts

© Dr Phil Kelly


234

IT on Activities

Physical Processing

Components


Components

Inpu

tsINDUSTRIAL

REVOLUTION:Machines replace

people….

INFORMATION REVOLUTION:

Machines replace people….

© Dr Phil Kelly


235

IT on Activities

Physical Processing

Components


Components

Inpu

tsINDUSTRIAL

REVOLUTION:Machines replace

people….

INFORMATION REVOLUTION:

Machines replace people….




238

Information Resources for International Business & Mgt

© Dr Phil Kelly


239

Data collection, storage, processing & output

© Dr Phil Kelly


240

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?

00:20:00

Activity – Case 77: Improving information management

http://videos.silicon.com/60438849.htm

© Dr Phil Kelly


241

Communication & the dissemination of

information

Communications Process

© Dr Phil Kelly


242

MIS information dissemination

© Dr Phil Kelly


244

Data, Information & Knowledge relationships




245

Supporting Business Functions & Processes

© Dr Phil Kelly


246

Information flows

© Dr Phil Kelly


247

Information Flows between the Typical Business Functions

© Dr Phil Kelly


248

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.

00:20:00

Activity – Case 29 : FreshDirect Databases and the edge

http://feedroom.businessweek.com/?fr_story=9e3d9c4baa4c87ab447d195fe019602addde1523&rf=bm

© Dr Phil Kelly


249

Activity

ACTIVE LEARNING CASE The Duckworth Group




250

Decision Making

Mintzberg (1989) felt that decision-making was possibly the most important of all of the

managerial activities.

© Dr Phil Kelly


251

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…

00:30:00

Activity – Case 111: Managerial Decision Making

rational decision-making within organisations

http://www.nibusinessinfo.co.uk/bdotg/action/detail?type=CASE%20STUDIES&itemId=1081922071&site=191

© Dr Phil Kelly


252

Rational economic decision making

© Dr Phil Kelly


254

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.

00:20:00

Activity – Case 39: Managerial Decision Making when values

take over rational economical thought

http://feedroom.businessweek.com/?fr_story=16f090656f747fce5547f89f283dd539b3cbf12b&rf=bm

© Dr Phil Kelly


255

Activity

Consider Mintzberg’s comment.

Do you feel he is right? What other key

managerial activities does decision-making compete with?




256

Competing through the application of Information Resources

© Dr Phil Kelly


257

Value Chain

(adapted from Porter and Millar, 1985)

Competitive advantage

© Dr Phil Kelly


260

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?




263

BSNMIM001

Version 2007_8 v1

12

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

© Dr Phil Kelly


264

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?)

© Dr Phil Kelly


265


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




266

What is knowledge

© Dr Phil Kelly


267

Data, Information & Knowledge relationships

© Dr Phil Kelly


268

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.

© Dr Phil Kelly


269

Perceptions of KM

© Dr Phil Kelly


270

Activity


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?




271

LEARNING, KNOWLEDGE & INTELLECTUAL CAPITAL

© Dr Phil Kelly


272

The utilization of knowledge within the organization to create value

© Dr Phil Kelly


273

Fundamental organizational knowledge processes

© Dr Phil Kelly


274

Using and Reconfiguring knowledge resources

© Dr Phil Kelly


275

Knowledge transfer levels

© Dr Phil Kelly


276

Levels of Learning

© Dr Phil Kelly


277

ORGANIZATIONAL LEARNING & LEARNING ORGANIZATION

contextual factors affecting learning

© Dr Phil Kelly


278

Activity

What is the impact of home or tele-working on knowledge management?

How can you overcome such problems?




279

KM INFRASTRUCTURE

© Dr Phil Kelly


280

KM processes

© Dr Phil Kelly


281

Four Modes of Knowledge Conversion

(adapted from Nonaka 1994)

© Dr Phil Kelly


283

KM Technologies

© Dr Phil Kelly


284

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.

00:20:00

Activity – Case 67: Knowledge management

through Document Management

http://www.yourtechtv.com/viewVideo.php?video_id=100&title=DocuWare_Integrated_Document_Management

© Dr Phil Kelly


285

Culture & Knowledge management




286

CROSS-BORDER LEARNING

© Dr Phil Kelly


287

Knowledge flow variations within

the MNC

© Dr Phil Kelly


288

Knowledge transfers within an alliance context

© Dr Phil Kelly


289

Factors impacting upon knowledge sharing & use within organizations




290

KNOWLEDGE MANAGEMENT STRATEGY

© Dr Phil Kelly


291

© Dr Phil Kelly


292

KM Strategy Process

© Dr Phil Kelly


293

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

© Dr Phil Kelly


294

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?




298

BSNMIM001

COMPUTERISED BUSINESS INFORMATION SYSTEMS (CBIS) – THE TRADITIONAL (SILO) VIEW

ENTERPRISE SYSTEMS – TOWARDS INTEGRATION

GLOBAL ES STRATEGIES

Ch13

© Dr Phil Kelly


299

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

© Dr Phil Kelly


301




302

COMPUTERISED BUSINESS INFORMATION SYSTEMS (CBIS)

the traditional (Silo) view

© Dr Phil Kelly


303

Business Information system

Resources

© Dr Phil Kelly


304

Characteristics of a system

© Dr Phil Kelly


305

Classifying BIS

Classification schemes are not definitive and represent merely

one way of grouping and dividing a complex fieldBoddy et al (2002:13)

© Dr Phil Kelly


306

Functional Business Information Systems (Silos)

© Dr Phil Kelly


307

Acquisition process

© Dr Phil Kelly


308

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.

© Dr Phil Kelly


309

SDLC

© Dr Phil Kelly


310

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?




311

ENTERPRISE SYSTEMS (ES)

If a company's systems are fragmented, its business is fragmented

Davenport (1998)

© Dr Phil Kelly


312

ERP System model

© Dr Phil Kelly


313

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.

00:20:00

Activity – Case 62: Halfords Warehouse Management solution

http://www.yourtechtv.com/viewVideo.php?video_id=274&title=Halfords_WMS_Case_Study

© Dr Phil Kelly


314

Simple model of an ES

© Dr Phil Kelly


315

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.

00:20:00

Activity – Case 63: CRM Business functions and supply chains

http://www.yourtechtv.com/viewVideo.php?video_id=314&title=Kaysersberg_Plastics

© Dr Phil Kelly


316

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

© Dr Phil Kelly


317

© Dr Phil Kelly


318

ES Implementation

© Dr Phil Kelly


319

Shared data approach

adapted from Giachetti (2004)

© Dr Phil Kelly


320

ES: Integration

© Dr Phil Kelly


321

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.




322

GLOBAL ES STRATEGIES

© Dr Phil Kelly


323

© Dr Phil Kelly


324

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).

© Dr Phil Kelly


325

Activity

Information visibility Explain why information visibility

or the seamless flow of information throughout the enterprise is important to the contemporary international organization.




326




327

BSNMIM001

Version 2007_8 v1

14

GLOBAL DIGITAL BUSINESS

NET TECHNOLOGIES & BUSINESS OPPORTUNITY

E-COMMERCE & E-BUSINESS

STRATEGIC USE OF THE INTERNET & INTERNET TECHNOLOGIES

GLOBAL CHALLENGES

Ch14

© Dr Phil Kelly


328


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

© Dr Phil Kelly


329

Activity/ discuss Porter Article


© Dr Phil Kelly


330




332

NET TECHNOLOGIES & BUSINESS OPPORTUNITY

© Dr Phil Kelly


333

Inter, intra & extra-nets

© Dr Phil Kelly


334

the role of internet technologies




335

E-COMMERCE & E-BUSINESS

© Dr Phil Kelly


336

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.

00:20:00

Activity – Case 48: Doing Business Online

http://feedroom.businessweek.com/?fr_story=c8184b9c01fbeb30ed1462acfc63724a7540fd1c&rf=bm

© Dr Phil Kelly


337

e-business




339

STRATEGIC USE OF THE INTERNET & INTERNET TECHNOLOGIES

© Dr Phil Kelly


340

Aligning strategies

© Dr Phil Kelly


343

ICT

© Dr Phil Kelly


344

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.

00:20:00

Activity – Case 23: Social network sites their model and wider role

http://feedroom.businessweek.com/?fr_story=c5c986db6e39eed7d6d3653fca3bac61b6c4e70b&rf=bm

© Dr Phil Kelly


345

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

© Dr Phil Kelly


347

SME

© Dr Phil Kelly


348

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?

© Dr Phil Kelly


349

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?

© Dr Phil Kelly


350

Activity

Describe the SimplySol value proposition and their sources of competitive advantage.

© Dr Phil Kelly


351




352

GLOBAL CHALLENGES

© Dr Phil Kelly


353

© Dr Phil Kelly


354

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.

© Dr Phil Kelly


355

Activity

Describe the SimplySol value proposition and their sources of competitive advantage.

© Dr Phil Kelly


356

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.

© Dr Phil Kelly


357

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.

© Dr Phil Kelly


358

Activity


© Dr Phil Kelly


360

© Dr Phil Kelly


361




362

IOM STRATEGY

ESTABLISHING THE OPERATIONS INFRASTRUCTURE

PRODUCTION PROCESSES

FORECASTING DEMAND

SOURCING STRATEGIES

MANAGING PRODUCTION

LOGISTICS AND THE SUPPLY CHAIN

Ch15

© Dr Phil Kelly


363


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

© Dr Phil Kelly


364

Activity

ACTIVE LEARNING CASE Dyson

© Dr Phil Kelly


365

The International Operations Management Process

© Dr Phil Kelly


366

© Dr Phil Kelly


367

IOM

© Dr Phil Kelly


368

© Dr Phil Kelly


369

© Dr Phil Kelly


370

© Dr Phil Kelly


371

Example of a simplified factory layout

© Dr Phil Kelly


372

Operations Technology & Systems

© Dr Phil Kelly


373

Integrated manufacturing Systems

© Dr Phil Kelly


374

Development & Production Processes

© Dr Phil Kelly


375

Production processes evaluated

© Dr Phil Kelly


376

Make-to-Order and Make-to-Stock Processes




378

Any questions

© Dr Phil Kelly


379




380

6

INTERNATIONAL MARKETING

INTERNATIONAL MARKETING - INTRODUCTION

INTERNATIONAL MARKETING STRATEGY

THE (TACTICAL) MARKETING MIX

TECHNOLOGY-ENABLED INTERNATIONAL MARKETING

Ch16

© Dr Phil Kelly


381


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

© Dr Phil Kelly


382

Activity

ACTIVE LEARNING CASE Virgin

© Dr Phil Kelly


383

Major decisions in the International Marketing Process




404

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

© Dr Phil Kelly


405


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




419

Any questions




421

BSNMIM001

Version 2007_8 v1

INTERNATIONAL BUSINESS & MANAGEMENT

MODULE REVIEW

© Dr Phil Kelly


422

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.

© Dr Phil Kelly


423

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




425

BSNMIM001

Version 2007_8 v1


ASSESSMENT PREPARATIONReflection…




426

Learning Cycle

INTERPERSONAL

skills

ANALYTICAL

BEHAVIOURAL INFORMATION

© Dr Phil Kelly


427


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

© Dr Phil Kelly


428

Reflection helps learners to:

understand what you know

make sense of and learn from new experiences

guide further action (practice)

© Dr Phil Kelly


430

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

© Dr Phil Kelly


431

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




436

BSNMIM001

Version 2007_8 v1


Report writing workshop

© Dr Phil Kelly


437

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.

© Dr Phil Kelly


438

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.

© Dr Phil Kelly


441

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

© Dr Phil Kelly


442

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.

© Dr Phil Kelly


443

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.

© Dr Phil Kelly


444

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

© Dr Phil Kelly


445

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.

© Dr Phil Kelly


446

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.

© Dr Phil Kelly


447

The process of critical thinking involves acquiring information and evaluating it to reach a well-justified conclusion or answer.

© Dr Phil Kelly


448

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.

© Dr Phil Kelly


449

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

© Dr Phil Kelly


450

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.

© Dr Phil Kelly


452

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.




453

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

© Dr Phil Kelly


454

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.




456

BSNMIM001

Version 2007_8 v1


ASSESSMENT




459



International Business & Management © Dr Phil Kelly 461

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

© Dr Phil Kelly


464

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

00:20:00


© Dr Phil Kelly

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

© Dr Phil Kelly


470

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?




474

What stage of development is your group at?




475

Module Information

Induction




476

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




477

Cohort Module Induction




478

Hello!

© Dr Phil Kelly


479

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




480

Why we’re here today…

© Dr Phil Kelly


483

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.

© Dr Phil Kelly


484

Global business & trade

Commercial exchanges - buying & selling

Activities associated with providing goods and services (for profit)

© Dr Phil Kelly


485

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.

© Dr Phil Kelly


486

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…

© Dr Phil Kelly


487

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

© Dr Phil Kelly


488

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

© Dr Phil Kelly


489

Aims

How to make best use of resources in order to create wealth and add value when operating internationally

© Dr Phil Kelly


492

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.




493

About…The programme the module the teaching & learning sessions assessment progression graduation employment…

© Dr Phil Kelly


494

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.

© Dr Phil Kelly


495

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

© Dr Phil Kelly


496

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)




497

Understand how the module fits in to the overall MBA programme




498

Get to know each other…




500

Learning Cycle

INTERPERSONAL

skills

ANALYTICAL


© Dr Phil Kelly


502

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.

© Dr Phil Kelly


503

"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) .

© Dr Phil Kelly


504

Activity

In groups discuss your beliefs about the knowledge and skills needed to manage effectively across international boundaries.




505

About the teaching & learning resources

© Dr Phil Kelly


506

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




507

Module policies, procedures & protocols…

© Dr Phil Kelly


508

Module policies & practices

Group work Tutor contact Assessment Lecture attendance &

Etiquette Referencing

© Dr Phil Kelly


510

etiquette

Be on time Turn your mobiles OFF Be quiet One person talking at a

time Participate Respect, Listen,

Encourage Be polite




511

Masterliness

Expectations…




512

Any questions




514

Class Module Induction




515

Re-cap

Any questions?




516

Group formation

© Dr Phil Kelly


519

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

© Dr Phil Kelly


520

Group Quiz

In your groups, name and locate as many countries in Asia (East,

South & Pacific) as you can.




521

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




523

Middle East

Bahrain Iran Iraq

Israel/Occupied Territories Jordan Kuwait

Lebanon Palestinian Authority

Saudi Arabia Syria UAE

Yemen

© Dr Phil Kelly


525

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

© Dr Phil Kelly


527

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

http://web.amnesty.org/report2005/bdi-summary-eng

http://web.amnesty.org/report2005/cmr-summary-eng

http://web.amnesty.org/report2005/caf-summary-eng

http://web.amnesty.org/report2005/tcd-summary-eng

http://web.amnesty.org/report2005/cog-summary-eng

http://web.amnesty.org/report2005/cod-summary-eng

http://web.amnesty.org/report2005/gnq-summary-eng

http://web.amnesty.org/report2005/rwa-summary-eng

http://web.amnesty.org/report2005/ago-summary-eng

http://web.amnesty.org/report2005/mwi-summary-eng

http://web.amnesty.org/report2005/moz-summary-eng

http://web.amnesty.org/report2005/nam-summary-eng

http://web.amnesty.org/report2005/zaf-summary-eng

http://web.amnesty.org/report2005/swz-summary-eng

http://web.amnesty.org/report2005/zmb-summary-eng

http://web.amnesty.org/report2005/zwe-summary-eng

http://web.amnesty.org/report2005/eri-summary-eng

http://web.amnesty.org/report2005/eth-summary-eng

http://web.amnesty.org/report2005/ken-summary-eng

http://web.amnesty.org/report2005/som-summary-eng

http://web.amnesty.org/report2005/sdn-summary-eng

http://web.amnesty.org/report2005/tza-summary-eng

http://web.amnesty.org/report2005/uga-summary-eng

http://web.amnesty.org/report2005/bfa-summary-eng

http://web.amnesty.org/report2005/civ-summary-eng

http://web.amnesty.org/report2005/gha-summary-eng

http://web.amnesty.org/report2005/gin-summary-eng

http://web.amnesty.org/report2005/gnb-summary-eng

http://web.amnesty.org/report2005/lbr-summary-eng

http://web.amnesty.org/report2005/mrt-summary-eng

http://web.amnesty.org/report2005/ner-summary-eng

http://web.amnesty.org/report2005/nga-summary-eng

http://web.amnesty.org/report2005/sen-summary-eng

http://web.amnesty.org/report2005/sle-summary-eng

http://web.amnesty.org/report2005/tgo-summary-eng




528

Learning




530

Learning Cycle

INTERPERSONAL

skills

ANALYTICAL





531

LSQ

© Dr Phil Kelly


532

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.




533

Skills

Group work, Report writing & Presentations

© Dr Phil Kelly


535

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)




536

Any questions

International Business And Management

Business

Transcript of International Business And Management