Lutgert College of Business - Florida Gulf Coast University · Lutgert College of Business MAN 6607...

Lutgert College of Business

MAN 6607 (EMBA)

GLOBAL ORGANIZATIONAL ISSUES CRN 81320

3-Credit Hours

Fall 2014 August 18-December 5, 2014

Friday

1:30-5:00pm

LH 4201

DR. ARTHUR J. RUBENS Professor, Department of Management

MAN 6607 - Global Organizational Issues (CRN 81320)

Dr. Arthur Rubens EMBA: Fall Semester 2014

SYLLABUS

FACULTY

Instructor: Dr. Arthur J. Rubens

Professor of Management

Contact Infor:

Room: LCOB, Room 3310

Phone: 590-7840

Fax: 590-7367

E-mail: [email protected]

Classroom: Virtual

Online Chat: Wednesday: 8.00 – 9.00 p.m. (on scheduled dates throughout semester)

Office Hours: Monday & Wednesday: 2:00-3:30pm and by appointment

Dr. ARTHUR J. RUBENS is a Professor of Management in Lutgert College of Business and

founding faculty of Florida Gulf Coast University in Fort Myers, FL. In addition, he is the Associate

Director of the Regional Economic Research Institute. He currently teaches in the BS, MBA, EMBA,

and international programs at FGCU. Dr. Rubens primary areas of teaching and research interests

are in Business Strategy, Leadership, International Management, Economic Development,

Entrepreneurship, Ethics, and Quality Management. Prior to Dr. Rubens current appointment, he held

joint faculty and administrative position as the Director of Sponsored Projects and Programs in the

College of Business, Center for Leadership and Innovation. In addition, he was the founding Chair

of the Public Administration Department at FGCU.

Dr. Rubens received his doctorate in health administration in 1990 from the University of Pittsburgh

and has Master Degrees in Public Administration and Health Science. Dr. Rubens has over 25 years

professional experience in the management field as a manager, educator, researcher, entrepreneur,

and consultant which includes management and executive professional development training and

organizational consulting for private, public and non-profit entities.

Dr. Rubens is an active researcher, keynote speaker and workshop presenter and has authored and co-

authored numerous publications in international business, leadership, economic development, ethics,

and health service delivery. Dr. Rubens has taught students from all over the world, having most

recently taught in Italy, New Zealand, Denmark, Germany, and China. Dr. Rubens was born in

Canada and lived and worked for several years in Europe. He has traveled extensively throughout

Europe, the Middle East, Africa, and Asia, and has lived in Southwest Florida since 1997.

mailto:[email protected]



COURSE CATALOG DESCRIPTION

Addresses the cross-cultural skills necessary for managers in today's multinational and multicultural

organizations. Examines culture-specific needs for leadership, communications and negotiations;

and focuses on culture's impact on legal, ethical, diversity, and environmental issues.

COURSE DESCRIPTION

This course introduces the student multiple aspects and dimensions of international management and

global organization issues facing business leaders operating in a global economy. The principal

objective of this course is to both familiarize and orient students with not only the complexity of

conducting business across national borders, but also the considerable challenges, and valuable

opportunities, managers and leaders of organizations face when internationalizing their business

operations. Upon successful completion of this course, students should be not only be conversant

with the fundamental concepts of international business, but should be able to apply these concepts to

the context of managing international business operations. Specific course topics that will be

presented and discuss includes, but is not limited to: The nature of international business;

Globalization of markets; The international business environment; Corporate social responsibility

and business ethics in international business; Cross cultural management; International trade and

investment; Emerging markets; Global strategy and organization; Global market opportunities;

Global operations; Global marketing; Global human resources; and Global financial management.

Credit Hours For each credit of a class, you should expect to spend one hour in class and an average of two – three

hours preparing outside of class each week. Therefore, since this is a three-credit class, you should

plan to devote an average of 9 to 12 hours a week to this class.

LEARNING GOALS/OBJECTIVES

LCOB Mission Statement

The Lutgert College of Business provides a high quality, student-centered learning environment to

prepare students with the knowledge and skills needed to contribute to and take leading positions in

business and society. Our faculty are devoted to teaching excellence, scholarship, and service that

enhances our academic and business communities and we are dedicated to building partnerships that

foster the economic growth of the southwest Florida region and beyond.

Management Department Mission Statement

The department of management creates an environment that enables students to develop managerial

knowledge and leadership skills, both individually and collaboratively, to: (1) recognize, evaluate,

and cultivate business opportunities; (2) identify, understand, and implement positive solutions to

organizational issues; and (3) build leadership capabilities to effectively manage organizational

change in the global environment.

The LCOB has established Learning Goals and Learning Objectives for all graduates of its EMBA

program. Related MBA & MAN 6607 learning objectives are shown on the following page:



The LCOB Learning Goals and Objectives for the EMBA program.

EMBA

Learning Goals

EMBA Learning Outcomes MAN 6607 Learning Outcomes

*Assessment

Technological

proficiency

Graduates will be able to use

technology to facilitate life-long

learning, to enhance leadership

development and to add value to

stakeholders, customers, and

employers.

N/A N/A

Communication

skills

In their leadership positions, graduates

will be able to give and exchange

information within meaningful contexts

and with appropriate delivery and

interpersonal skills.

N/A N/A

Teamwork and

interpersonal

skills

Graduates will be able to work with

others in diverse and cross-functional

environments and to lead as the need

arises.

N/A N/A

Systems

orientation

Graduates will understand the

interrelated nature of the various

functional areas of organizations and

the information needs and flows of

organizations.

They will also be able to lead and to

adapt to changes in the internal and

external environments.

N/A

N/A

Creative and

analytical

thinking

Graduates will be able to link data,

knowledge, and insight to make quality

strategic decisions on a timely basis.

Demonstrate the ability to apply

fundamental IB concepts and

analyze the implications of the key

global environmental forces for the

strategic management of firms

operating in international markets.

B,C, D

Appreciation of

the diverse

environment of

business

Graduates will have a global

perspective of the diverse demographics

and environment of organizations.

They will understand the issues and

challenges encountered by profit and

not-for-profit entities, and

entrepreneurial enterprises.

Identify and describe the

complexities of managing a

corporation in the global business

environment and understand the

challenges and opportunities of

global economic, political, legal,

and cultural differences for the

management of Multinational Enterprises.

A, B, C, D, E

Ethical

framework

In their leadership roles, graduates will

understand that organizations operate

within a global environment with a

responsibility to their stakeholders to

consider the organizations' impact on

legal, ethical, social, and environmental

issues.

Demonstrate an understanding of

global corporate social

responsibility, ethical, legal and

environmental issues.

A, B, C, D, E

*Assessment Items A) Readings Review C) Disney Final Project B) Case Study, Written review D) Final Exam E) Participation (Class Attendance, exercises, Current Events Review, etc.



TEACHING METHODS & LEARNING STRATEGIES This course is a virtual online course and will be primarily driven by student discussions. Although

the instructor will lead the class, the instructor’s role will be as a facilitator of student discussions.

Class will involve weekly discussions of readings, cases, and assignments, scheduled chats, e-mail

participation, individual and group exercises, case analysis, individual research, and individual and

group presentation.

Learning strategies for the class will be student focused, using both self-directed and group

interaction, however, most of the class will be predominately student self-managed and self-directed.

Whenever possible, students will be encouraged to apply his/her own professional experiences and

perspectives to support and reinforce class material and class discussions.

TEXTS AND READINGS

1. Cavusgil, S.T., Knight, G., & Riesenberger, J.R. (2012). A Framework for International

Business: Boston, MA: Prentice Hall Publishers (Pearson), ISBN: 978-0-13-212282-5

(paperback).

2. Select Readings/Cases, handouts, and exercises (Select class topics will be supported by

additional reading and case study material. This material will be available online on Canvas

and/or handed out to students prior to case assignment).

3. Supplementary reading material: To achieve an optimal learning experience and

to facilitate class discussions students should regularly read newspapers and magazines

related to the field of international business. In pursuit of this, you will have a subscription to

the Wall Street Journal (WSJ) this semester. In addition to the WSJ subscription, students

should also access and read other newspapers and magazines on current issues in international

business; e.g.,.

The Financial Times The Economist

The New York Times Business Week

Fortune Other business periodicals

Harvard Business Case Studies

As part of the course we will be discussing and writing up reviews for Harvard Business School

(HBS) cases. The following cases will be discussed in the class this semester:

Disney Project Cases

Young, M. & Liu, D. 2007. Hong Kong Disneyland. Ivey Case. 9B07M013.

(https://www.iveycases.com/ProductView.aspx?id=1633&CM=true&HID=172)

Farhooman, A. 2010.

Disney: Losing Magic in the Middle Kingdom. Harvard Business School Case. HKU885.

(http://hbr.org/product/disney-losing-magic-in-the-middle-kingdom/an/HKU885-PDF-ENG)

Misawa, M. 2011.

Tokyo Disneyland: Licensing vs. Joint Venture. Harvard Business School Case. HKU420.

(http://hbr.org/product/tokyo-disneyland-licensing-vs-joint-venture/an/HKU420-PDF-ENG)

https://www.iveycases.com/ProductView.aspx?id=1633&CM=true&HID=172

http://hbr.org/product/disney-losing-magic-in-the-middle-kingdom/an/HKU885-PDF-ENG

http://hbr.org/product/tokyo-disneyland-licensing-vs-joint-venture/an/HKU420-PDF-ENG



HBS Cases:

Corruption: The International Evolution of New Management Challenges (Prod # 909M65)

The Greek Crisis: Tragedy or Opportunity (Prod #5-712-036)

Barcays and the LIBOR Scandal (Prod # 9-313-075)

Carlsberg in Emerging Markets (Prod # W11045)

BBC Worldwide: Global Strategy (Prod # 9-507-034)

Global Wine War 2009: New World versus Old World (Prod # 5-910-412).

Coffee Wars in India: Café Coffee Day Takes on the Global Brands (Prod # 5-714-449)

Kent Chemical: Organizing for International Growth (Prod # 4410)

Harvard Business Review (HBR) Articles

All HBR articles are available to you via online access to the FGCU library at “Business Source

Premier (Access FGCU Library and select Business Source Premier, and HBR for your article

search). The non-HBR * readings below will be posted to your Canvas Website.

1. Capelli, P., Singh, H, Singh, J. and Useem, M. (2010). Leadership Lessons from India, Harvard

Business Review. 88(3): 90-97.

2. Chironga, M., Leke, A, Lund, S. and Van Wamelen, A. (2011). Cracking the Next Growth

Market: Africa. Harvard Business Review, 89(5): 117-122.

3. *Cohen, J. (2011). Seven Billion. New York Times. October 23, 2011.

4. Couse, M.A., & Watkins, M. (2009). Three Keys to Getting an Overseas Assignment Right.

Harvard Business Review. October (Reprint R0910N).

5. Earley, C.P., and Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review,

October 2004 (Reprint: RO410J)

6. Drayton, B., & Budinich, V. (2010). A New Alliance for Global Change. Harvard Business

Review, September (Reprint: R1009C)

7. Eyring, M., Johnson, M. and Nair, H. (2011). New Business Models in Emerging Markets.

Harvard Business Review, 89(1/2): 88-95.

8. *Friedman, Thomas (2005). It’s a Flat World, After All. New York Times, April 3, 2005.

9. Ghemawat, P. (2010). Finding Your Strategy in the New Landscape. Harvard Business Review,

88(3): 54-60.

10. Henisz, WJ. and Zelner, BA. (2010). The Hidden Risks in Emerging Markets. Harvard Business

Review, 88(4): 88-95.

11. Hout, T. and Ghemawat, P. (2010). China vs. the World. Harvard Business Review, 88(12): 94-

103.

12. Javidan, M, Teagarden, M. and Bowen, D. (2010). Making It Overseas. Harvard Business

Review, 88(4):109-113.



13. Magni, M. & Atsmon, Y. (2010). A Better Approach to China’s Markets. Harvard Business

Review. March (Reprint F1003G)

14. Pisano, G.P., & Shih, W.C. (2009). Restoring American Competitiveness. Harvard Business

Review. July/Aug (Reprint R0907S).

15. Porter, M.E., & Rivkin (2012). Choosing the United States. Harvard Business Review. March

(Reprint R1203F)

16. *Thomas, D. and Inkson, K (2009). Communicating, Negotiating, and Resolving Conflicts

Across Cultures, Chapter 5, In Cultural Intelligence, Living and Working Globally, Second

Edition. New York: Berrett Koehler Publishers (Reprint No: BK0005)

COURSE REQUIREMENTS

1. Class Attendance/Participation (20%): All students are expected to initiate and actively participate in class discussion on the assigned case,

reading and topics of interest. The instructor will be a facilitator evaluator and source of ideas and

information for the class. In addition, it is anticipated that student will apply his/her own

professional and/or academic experiences to the discussion and critical evaluation of the course

material, cases and presentations.

Class participation grade will include participation in class discussions, completion of class exercises

or assignments (small surveys and short cases given throughout the semester), and bringing in and

initiating discussion of current events. In pursuit of current event discussions, students will regularly

review current news articles in business journals (using both primary - professional journals- and

secondary source - trade journals), newspapers (Wall Street Journal, NY Times, etc). It is expected

that students will take the lead discussant role in at least “2” current topical issues for class

discussion and analysis during the semester (you can present the presentation informally or make a

pp presentation to present the article). In order to fully complete this aspect of the assignment a

subscription to the WSJ has been arranged for you this semester.

Below is brief explanation of what you should look for as an appropriate news article:

As you scan through the daily news, look for examples where companies are likely to be affected by

political, economic or socio-cultural issues in foreign countries, or where a company’s strategic

decision is highlighted. In addition you should choose an article or event that exemplifies one of the

conditions of the international environment, or reflects changes and challenges in the international

institutions and environment for business. Your choice must clearly develop an international business

issue. In addition, the article should be no more than two weeks old at the date of presentation.

Some examples:

Recent religious violence in Indonesia

Recent debate about whether Chinese companies are innovative or not

Canada’s aging population said to lower economic potential

Greek or other Euro credit crisis

French retailer Carrefour contemplates merger with Brazilan firm

Ideally in presenting the news event you want to go beyond providing a summary of the details of the

article or the event, but more an elaboration of the implications of the event that answers the question

“Why should we care?”



2. Article Review (10%):

Students will be assigned two readings from our reading list to review and conduct an abstracted

summary. In addition, students will serve as “lead discussant” of the reading and present the article

to the class and lead class discussion of the reading.

Briefly, each student will be responsible for reading, and summarizing the main points of assigned

assigned readings. Students will carefully read the articles assigned to them. On no more than 2

single-line spaced pages (Times New Roman 12-point font with 2.5cm margin all around), students

will summarize the article based on the following questions:

a) Briefly introduce the underlying topic/issues of the article, and demonstrate how it relates to

international management and the global market.

b) What are the key points of the article? What messages is the author(s) trying to convey? What

is the core information the author(s) wants to communicate? Your answers to these questions

constitute the main part of your article summary.

c) What is the take-away from the article? In 1-2 paragraphs, communicate what you believe is

the most valuable information you have learned from the article. In doing so, try to carve out

how the article contributes to a better understanding about how to successfully manage an

organization from a global point of view.

d) Quiz Questions: In your short written report, you will also provide 2-3 multiple

choice questions that are taken directly from the assigned article. The

questions should show insight and thought and be considered of medium

difficulty (this is not included in your 2 page write-up).

3. HBS Case Analysis (15%) Throughout the class, Harvard Business School (HBS) cases will regularly discussed. As part of

these discussions, students will be assigned one case study to present to class and to write a t

written review. Case Assignments will be selected randomly the first class session.

Case Presentations: Student will present the assigned case to the class, and will facilitate a

complete discussion of the case study.

Written Review: The student will write a written review for the assigned case study. For the

written review, the student will respond critically to the case questions (your responses should

clearly demonstrate your understanding of the case). In addition, the student will also clearly

identify the issues, problems, as well as offer realistic solutions and alternative explanations for

the case. The HBS case written review will be composed of four components:

a) Introduction: Introduction to the case, company, industry, and pertinent key issues

presented in the case.

b) Case Questions: Response to the set of specific questions related to the case and any

approaches to responding to the pertinent issues in the case

c) Summary: A summary and recommendation of the case and lessons that can be

learned from the case, as well as realistic solutions and alternative explanations for the

case and how it impacts international management.



d) Quiz Questions: In your written report, you will also provide 3-4 multiple

choice questions that are taken directly from the assigned case. The

questions should show insight and thought and be considered of medium

difficulty (multiple choice will be submitted in addition to written analysis).

Case Review Grading Rubric

Weight

Introduction 10%

An identification and discussion of the key strategic problems/issues detected in the

case (you will be assessed on your ability to size-up the organization’s situation and

to identify key problems/issues);

Case Questions: 80%

· Provide full answers to the study questions

· Demonstrate knowledge and mastery of case material in questions

· Demonstrate knowledge of use of strategic tools in analysis

· Show analytical and critical thinking in responses

Summary/Recommendations 10%

Present and show analytical and critical thinking in summary and

recommendations, and offer realistic solutions and alternative explanations

(include additional research for the company/industry in question for the time

period stated in the case).

Format for Written Review

Write-ups for the HBS Case Review should be around 2000 -2500 words (5-61/2 pages). Cases

reviews should be single spaced, employ 1” margins, use headings and subheadings where

appropriate (list questions), use page numbers, and use a 12-point Times or Times New Roman font.

Refer to Appendix one for Case Study Questions.

Disney Case Study Project: 35%)

For this assignment all students will be assigned the tasks of designing a market entry strategy for

the establishment of a new Disney Theme Park. In doing this, students will analyze a series of case

studies on Disney’s International Theme Park operations. Briefly students will respond to the

following assignment scenario:

After having opened its third theme park outside the US in Hong Kong in September 2005, the Walt

Disney Company intends to internationalize further. For several years, Disney has been considering

the establishment of another theme park in China (Shanghai), yet these plans have not yet been

finalized given that the company’s park in Hong Kong has not lived up to expectations. Disney’s

board of management therefore decided to probe alternative locations for a possible fourth foreign

theme park. It compiles a team of international management experts (you!) to research, write-up and

present a country analysis about a potential new foreign market in which to set up a theme park. This

task includes the identification of a potential country for a new Disney Theme Park (except countries

in which Disney already operates a Theme Park), conducting a comprehensive analysis of that



country and sketching out recommendations for Disney on how to enter the country and how to

operate and manage a theme park there.

Note, it is not allowable for two students to choose the same country. In case two or more students

choose the same country, a coin toss will decide. Your team needs to prepare a written report and

present it in class.

A detailed outline for the assignment is shown in Appendix two and will be posted to the Canvas

Course Website (the Disney Case Study guidelines presents the details of this project and specifies

the evaluation criteria for the written report and the presentation).

Final Exam (20%)

A final exam will be given at the end of the course. The exams will be taken from all aspects of class

material; e.g., chapters, readings, and cases. The format for the final will be a combination of short

scenario, multiple choice questions and case study.

Note: Missed exams counts as zero and make-up exams will not be scheduled under any

circumstances unless the absence falls under the conditions for an excused absence according to the

university policy (review the make-up policy which under ground rules at the end of the syllabus).

EVALUATION METHODS/ASSESSMENT

A) Participation (Includes at least 2 current event submissions) 20 %

B) Article Abstracts Review/Presentation (5%/each) 10%

C) Written case review and presentation 15%

D) Disney Case Study Report/Presentation 35%

E) Final Exam 20%

______________________________________________________________________

Total 100%

Grading Scale Estimated Workload

Grade Value Average Hrs.

A+ 90-100 Class Sessions 32

A 85-89 Exams 4

A- 80-84

B+ 75-79 Total Contact Hours 36

B 70-74 Preparation & post class processing 30

B- 65-69 Written Assignments 40

C+ 60-64 Private Study 14

C 55-59 Exam Preparation 20

C- 50-54

D 40-49 Total Non-Contact Hours 104

F Below 40 TOTAL HOURS 140



CLASS AND UNIVERSITY POLICY

Attendance Policy Class attendance is expected and will be noted regularly. Students are expected to actively participate

in class discussion and participation points will be assigned for each class. ALL students should have

read and be prepared to discuss course topics, cases and other subject matter on the dates indicated in

this syllabus. Participation will be based upon students actively contributing to classroom discussions

and to a positive learning environment in the classroom. Students should be aware that a perfect

attendance record is not sufficient to obtain a high mark for the weighted evaluation given to

participation. Examples of behaviors that contribute to a high mark in class participation are:

Active and interested involvement in classroom discussions

Helpful and effective responses to questions and issues raised in class

Contributions that help the learning of other students and the class as a whole

Contributions that demonstrate good preparation for class and mastery of course material

Assistance to the instructor in class activities when requested

Assignment Completion Deadlines

Assignments due dates and dates of other evaluated activities are indicated on the schedule.

Assignments are to be submitted on Canvas in assignment folders or drop boxes that will be set up

for that purpose and are due prior to the beginning of the class, unless otherwise indicated. It is the

discretion of the instructor if late assignments will be accepted; however, any accepted late

assignments will incur a penalty. The amount of the penalty will range from be a minimum of 20% to

up to 50% of the assessed mark for assignments with five days of lateness; after five days,

assignments will not be accepted.

Make-Up Exams

Make-ups for exams will NOT normally be given. The only exception will be well-documented

SERIOUS emergency, natural disaster, or serious illness of the student or close family member. In

relevant cases physician’s confirmation will be required. Make-ups will absolutely NOT be given

because the date of exam happen to clash with student’s travel plans, sports activities or regular work

schedules. ALL requests for make-ups will need to be thoroughly documented.

Computer and Internet Policy

This class requires your full attention and participation. It is my policy to allow use of laptops in

class ONLY WITH THE WIRELESS FACILITY TURNED OFF. The only permitted exception

is when you are instructed otherwise as a part of in class activities. You are not allowed to use in-

class telephone/PDA text, instant or email messaging under any circumstances. You have

plenty of time outside class for such activities – don’t waste time in-class.

I regard needless surfing of the Internet, instant and text messaging as equivalent to openly reading a

newspaper or magazine or holding a cell phone telephone conversation in class. Therefore I consider

such behaviors both distracting to the learning of other students (as well as yourself) and

discourteous to the class and to the instructor. Please be aware such behaviors are not only against

my policy but will lose you significant participation marks.



Academic Dishonesty/Cheating Policy

"All students are expected to demonstrate honesty in their academic pursuits. The university policies

regarding issues of honesty can be found under the "Student Code of Conduct in the Student

Guidebook. All students are expected to study this document, which outlines their responsibilities and

consequences for violations of the policy.”

The FGCU Student Guidebook is available online at

http://studentservices.fgcu.edu/judicialaffairs/new.html

Plagiarism Plagiarism occurs whenever you copy someone’s writing, even partially, and fail to reference it in

your paper. If anyone is found plagiarizing, they will be given an automatic 0 for their assignment

and the team will be turned over to Judicial Affairs. In addition, you are responsible for your team

members. If anyone in your team is caught plagiarizing, then the whole team will be given a 0 for the

assignment. IF YOU HAVE ANY QUESTIONS AS TO WHETHER SOMETHING WILL BE

CONSIDERED PLAGERIZED, BE SAFE AND REFERENCE THE SOURCE. If you copy a

substantial amount of the sentence from a source, it should be referenced with QUOTATIONS. If you paraphrase it, you must reference it but you do not need quotes.

All students will be asked to sign an “ethics oath” prior to taking each online exam. In addition,

although this is an online course it is essential that all students independently complete their work.

Violation of this are regarded in the same category as cheating and academy dishonesty.

Disability Accommodations Services

“Florida Gulf Coast University, in accordance with the Americans with Disabilities Act and the

university’s guiding principles, will provide classroom and academic accommodations to students

with documented disabilities. If you need to request an accommodation in this class due to a

disability, or you suspect that your academic performance is affected by a disability, please contact

the Office of Adaptive Services. The Office of Adaptive Services is located in Howard Hall 137. The

phone number is 239-590-7956 or TTY 239-590-7930”

Student Observance of Religious Holidays

“All students at Florida Gulf Coast University have a right to expect that the University will

reasonably accommodate their religious observances, practices, and beliefs. Students, upon prior

notification to their instructors, shall be excused from class or other scheduled academic activity to

observe a religious holy day of their faith. Students shall be permitted a reasonable amount of time to

make up the material or activities covered in their absence. Students shall not be penalized due to

absence from class or other scheduled academic activity because of religious observances. Where

practicable, major examinations, major assignments, and University ceremonies will not be

scheduled on a major religious holy day. A student who is to be excused from class for a religious

observance is not required to provide a second party certification of the reason for the absence.”



Center for Academic Achievement

The Center for Academic Achievement (CAA) provides academic support services to all FGCU

students. Students can take advantage of our free peer tutoring and Supplemental Instruction

sessions for lower-level math and science courses, as well as workshops to facilitate the development

of skills necessary for college success. If you would like to participate in any of our programs, learn

about tutoring services, or meet with an Academic Retention Coordinator, please visit the CAA in

Library 103 or call us at (239) 590-7906. The website for CAA is www.fgcu.edu/caa.

Resources for Faculty General Education

Information on General Education program requirements is available online at

http://www.fgcu.edu/General_Education/index.html

Service‐Learning: Information on integrating service‐learning into the course and course syllabus is

available online at http://www.fgcu.edu/Connect/

Distance‐Learning: Information on distance learning courses is available online at

http://itech.fgcu.edu/distance/

Online Tutorials: Information on online tutorials to assist students is available online at

http://www.fgcu.edu/support/

CANVAS Learning Management System and Demonstration Site

Information on CANVAS is available online at http://elearning.fgcu.edu/frames.aspx and

http://elearning.fgcu.edu/section/default.asp?id=xxxDemoonlinecoursestudent

Library Resources Main page: http://library.fgcu.edu/

Tutorials & Handouts: http://library.fgcu.edu/RSD/Instruction/tutorials.htm

Research Guides: http://fgcu.libguides.com/

Faculty Support: http://library.fgcu.edu/faculty_index.html

Contact Us: http://library.fgcu.edu/LBS/about/contactus.htm

International Business

The FGCU link has been developed to connect you directly to several research guides for

international business research: http://fgcu.libguides.com/international_business

Financial Times, WSJ, and other Business Journal Databases

The following FGCU link connects you to search databases for business journals such as Financial

Times, WSJ, etc:

http://ze7cm3rw7t.search.serialssolutions.com/?V=1.0&N=100&L=ZE7CM3RW7T&S=AC_T_B&

C=financial+times

http://www.fgcu.edu/caa

http://www.fgcu.edu/support/

http://fgcu.libguides.com/international_business

http://ze7cm3rw7t.search.serialssolutions.com/?V=1.0&N=100&L=ZE7CM3RW7T&S=AC_T_B&C=financial+times

http://ze7cm3rw7t.search.serialssolutions.com/?V=1.0&N=100&L=ZE7CM3RW7T&S=AC_T_B&C=financial+times

MAN 6607

GLOBAL ORGANIZATIONAL ISSUES

EMBA CLASS SCHEDULE*

Assignments are due on the date that they are assigned.

Week /

Date

Topic, Readings and Case Assignments Activities Due

Week 1

Aug 15 Introduction to International Business &

Globalization of Markets and Global Participants

Chapter 1& 3

Syllabus (Review)

Reading: Friedman, World is Flat

Reading: Cohen, Seven Billion

Reading: Magni, Atsmon: Better Approach to China Mkt.

Debating Merits of Globalization (Short Case Handout)

Assign Cases and

Readings

Week 2

Aug 29 Cultural Environment of International Business &

Ethics and International Business

Chapters 4

Reading: Thoma & Inkson, Conflicts Across Cultures

Reading: Earley & Mosakowski, Cultural Intelligence

Short Case: Hollywood’s influence on Global Culture

Completion of

Culture Surveys

Reading

Review

HBR Case:

Corruption: The International Evolution of New Management

Challenges

Week 3

Sept 12

International trade and investment & Government

Intervention in International Business & Regional Economic

Integration

Chapter 2 & 6

Reading: Drayton & Budinich: New Alliance

Reading: Pisano & Shih, Restoring American Competitiveness

Reading

Review

HBR Cases

Global Wine War 2009: New World versus Old

The Greek Crisis: Tragedy or Opportunity

Greek Crisis:

Class Discussion

Case Study

Week 4

Sept 26 Political and Legal Systems in International Business &

Emerging Markets

Chapter 5 & 7

Readings: Chironga et al, Cracking the next growth Mkt

Reading: Henisz /Zelner, Hidden Risks in Emerging Mkt.

Reading: Eyring & Johnson, New Business Models

Disney Case

Study Final

Project:

Question 1

Reading

Review

HBR Cases

Carlsberg in Emerging Markets

Case Study

Week 5

Oct 10 Strategy and Organization in the International Firm

and Global Market Assessment

Chapter 8 & 9

Readings: Capelli et al, Leadership Lessons from India

Readings: Porter, Choosing the U.S.

Reading

Review

HBR Cases

BBC Worldwide: Global Strategy

Case Study



Week /

Date

Topic, Readings and Case Assignments Activities Due

Week 6

Oct 24 FDI, Exporting, Licensing and Franchising &

Global Sourcing and Marketing

Chapter 10, 11, 12, 13, and 14

Reading: Hout &Ghemawat, China vs. World

Reading: Ghemawa, Finding Strategy in New Landscape

Reading

Review

HBR Cases

Coffee Wars in India: Café Coffee Day Takes on the

Global Brands

Case Study

Week 7

Nov 7 HR

Chapter 15

Readings: Javidan et al, Making it Overseas

Readings: Couse & Watkins, Three keys to Overseas Assign.

Reading

Review

HBR Case

Kent Chemical: Organizing for International Growth

Barcays and the LIBOR Scandal

Barcay/LIBOR:

Class Discussion

Case Study

Week 8

Nov 21 Disney Country Presentations

Course Recap

Final

Presentation

(Take home case

study given)

Disney Final

Report

Week 16

Dec 5 Final Exam

(In class and completion of take home case study

Final

Presentation

Take Home

Case Study

*This schedule is tentative and the instructor reserves the right to modify this schedule as circumstances

dictate. Further information and instructions about the assignments will be given in class and provided in

separate documents posted on Canvas.



APPENDIX ONE

CASE STUDY QUESTIONS

Corruption: The International Evolution of New Management Challenges (Prod # 909M65)

1. Why have governments individually and collectively decided to crack down on corruption? Is

this crack down a permanent change or a temporary phase?

2. Analyze the causes of corruption. Why has corruption been greater in countries with

extensive government regulation? Will a shift to free markets inevitably reduce corruption?

3. Where would you draw the line between acceptable gifts and unacceptable bribes? Does this

line differ among countries? Present a sample of an anti-corruption code from a major US

corporation (if possible)

4. Can laws and international agreements change corruption practices where these are embedded

in culture and societal norms and political actions?

5. Are donations to politicians and political parties a form of corruption? Should donations be

prohibited?

The Greek Crisis: Tragedy or Opportunity (Prod # 5-712-036)

1. How did Greece get into this difficult situation and whose fault was it?

2. Would you buy GGB now?

3. Does the Greek crisis spell doom for the future of the euro and the euro area?

Barcays and the LIBOR Scandal (Prod # 9-313-075)

1. Who is hurt and who benefits from the manipulation of LIBOR?

2. Who was responsible for the main manipulation of LIBOR?

3. How should you respond when you know your competitors are cheating or when you think

regulators are asking you to cheat?

4. What is your assessment of the efforts to fix LIBOR? What, if anything, would you do

differently?

Carlsberg in Emerging Markets (Prod # W11045)

1. Describe and discuss different strategies of multinational enterprises when expanding into

emerging markets. Comment on the pros and cons of Carlsberg’s acquisition strategy in

China.

2. What are the key marketing challenges when entering an emerging market? How is entering

an emerging market different from entering a Western market?

3. What is Carlsberg’s competitive environment in China and how well is Carlsberg positioned

relative to its competitors?

4. Analyze the global beer industry and relate this to Carlsberg’s current realized emerging

market strategy.



BBC Worldwide: Global Strategy (Prod # 9-507-034)

1. What is the strategic role of WW within BBC, and how is it changing?

2. Evaluate Smith’s objectives and strategy for WW. What are the implications for the role and

organization of WW?

3. What recommendations would you make to Smith as he tries to boost WW revenues?

4. How critical to success is WW’s performance in the US? What plan of action would you

recommend to Smith?

Global Wine War 2009: New World versus Old World (Prod # 5-910-412).

1. How did the French become the dominate competitors in the increasingly global wine

industry for centuries? What sources of competitive advantage were they able to develop to

support their exports and where were they vulnerable?

2. What changes in the global industry structure and competitive dynamics led France and other

traditional producers to lose market share to challengers from Australia, U.S. and other New

World countries in the late twentieth century?

3. What advice would you offer today to the French Minister of Agriculture? To the head of the

French wine industry association? To the owner of mid-size, well regarded Bordeaux

vineyard producing wines in the premium and super premium categories?

4. What advice would you offer today to the Australian Minister of Agriculture? To the head of

the Australian wine industry association? To the owner of mid-size, well regarded Barossa

Valley vineyard producing wines in the premium and super premium categories?

5. What advice would you offer today to the U.S. Minister of Agriculture? To the head of the

major U.S. wine industry association? To the owner of mid-size, well regarded Napa Valley

vineyard producing wines in the premium and super premium categories?

Coffee Wars in India: Café Coffee Day Takes on the Global Brands (Prod # 5-714-449)

1. What should be the most important goals for V.G. Siddhartha and Venu Madhav when

considering their response to Starbucks’ entry into India?

2. What are CCD’s most important competitive advantages? Biggest competitive challenges?

3. What are Starbucks’ most important advantages and challenges?

4. How should Siddhartha and Madhave respond to: a) slight course correction or b) bigger

bolder aggressive reaction?

Kent Chemical: Organizing for International Growth (Prod # 4410)

1. What were the problems facing Luis Morales as he began implementing Ben Fisher’s

international expansion strategy?

2. How would you evaluate the organizational changes he made in response to those problems?

Why were they unsuccessful?

3. What do you think of the Sterling Partners recommendations? What did Kent get for the $1.8

million fee?

4. What should Morales recommend? What should Chairman Ben Fisher decide?

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