International Business And Management
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  • Great presentation!
    I found a great online course by ISM Dhanbad on International Business Management. You get a certificate too!
    http://www.wiziq.com/course/30953-certificate-program-in-international-business-management-ism-dhanbad
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  • I am student..your presentation is outstanding..please send a copy to my email rrpj2006@gmail.com
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  • The Rise and Rise of Indian Designhttp://feedroom.businessweek.com/index.jsp?fr_story=593e4aec86e7d836f779df6d1f1851ecb0fc1BusinessWeek Senior Editor David Rocks talks to Anuj Prasad of Delhi-based consultancy Desmania about the growing importance of design to local and global business (2.5 minutes).The video starts with discussion about the changing prospects (opportunity) for Indian design amidst globalisation; design is seen as an emerging and growing industry. Next, the traditional approach to design is discussed and the interviewee recognises that this work was historically done by European and American companies but that times were changing. The arguments for shifting design work (creating new – upstream work or adapting products – downstream work) to India are considered. MNC’s may fragment their value chains and outsource (rather than ‘make’) certain activities.

International Business And Management Presentation Transcript

  • 1. 1 An Introduction to International Business & Management2 Analysing the Global Business Environment3 International and Global Strategy4 Behaving Responsibly Around the World5 Managing Change in The International Organization6 International Leadership & Management7 Managing Human Resources Worldwide8 Managing Difference9 International Organization Design & Structure10 Global Business Processes11 Managing Information Resources12 Managing Knowledge Resources13 Global Business & Enterprise Systems14 Global Digital Business15 International Operations16 International Marketing17 Managing Global Financial ResourcesKelly, P. (2009) „International Businessand Management‟, Cengage Learning
  • 2. An Introduction to International Business & Management2 Analysing the Global Business Environment3 International and Global Strategy4 Behaving Responsibly Around the World5 Managing Change in The International Organization6 International Leadership & Management7Managing Human Resources Worldwide8 Managing Difference9 International Organization Design & Structure10 Global Business Processes11 Managing Information Resources12 Managing Knowledge Resources13 Global Business & Enterprise Systems14 Global Digital Business15 International Operations16 International Marketing17 Managing Global Financial ResourcesKelly, P. (2009) „International Businessand Management‟, Cengage Learning
  • 3. Module Delivery Plan© Dr Phil Kelly
  • 4. Induction Learning Groups Review Assessment1An Introduction to International Business & Management 12 Analysing the Global Business Environment 23 International and Global Strategy 34 Behaving Responsibly Around the World5 Managing Change in The International Organization 46 International Leadership & Management 5 67 Managing Human Resources Worldwide 78 Managing Difference 89 International Organization Design & Structure 910 Global Business Processes 1011 Managing Information Resources 1112 Managing Knowledge Resources 1213 Global Business & Enterprise Systems 1314 Global Digital Business 14 1515 International Operations16 International Marketing 1617 Managing Global Financial Resources 17
  • 5. International Business & Management© Dr Phil Kelly 5
  • 6. International Business & ManagementCh1 AN INTRODUCTION TO INTERNATIONAL BUSINESS & MANAGEMENT INTRODUCTION TO INTERNATIONAL BUSINESS THE INTERNATIONAL ORGANIZATION INTERNATIONAL ORGANIZATIONAL PERFORMANCE International Business & Management © Dr Phil Kelly International Business & Management 6
  • 7. International Business & Management Learning Outcomes After 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 7
  • 8. International Business & Management Activity ACTIVE LEARNING CASE © Dr Phil Kelly 8
  • 9. International Business & Management Growth of International Trade (source: UNCTAD 2008)© Dr Phil Kelly 9
  • 10. International Business & Management Location of Global 500 companies Adapted from Fortune Global 500 data© Dr Phil Kelly 10
  • 11. International Business & ManagementPrimary activities:1. Inbound logistics: materials handling,warehousing, inventory control, transportation; Value chain2. 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 partmanagement;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 processdevelopment;9. Procurement: purchasing raw materials, leaseproperties, supplier contract negotiations.© Dr Phil Kelly 11
  • 12. International Business & Management Value System© Dr Phil Kelly 12
  • 13. International Business & Management Convergence or Divergence?© Dr Phil Kelly 13
  • 14. International Business & Management The world economy© Dr Phil Kelly 14
  • 15. International Business & Management Comparative advantage© Dr Phil Kelly 15
  • 16. International Business & Management Value Chain Fragmentation© Dr Phil Kelly Case3 16
  • 17. International Business & Management the Porter Diamond© Dr Phil Kelly 17
  • 18. International Business & Management Value Add Process (activities & resources)© Dr Phil Kelly 18
  • 19. International Business & Management Sources of competitive advantage© Dr Phil Kelly 19
  • 20. International Business & Management Key concepts introduced in this chapter International Organization | Multinational Companies Value Chain | Value System | Internationalisation Centralisation | Integration | Globalization | Operational Effectiveness | Strategy | International Trade | Capabilities | Resource Based View | Competences International Business & Management © Dr Phil KellyInternational Business & Management 20
  • 21. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 21
  • 22. International Business & Management© Dr Phil Kelly 22
  • 23. International Business & Management© Dr Phil Kelly 23
  • 24. International Business & Management© Dr Phil Kelly 24
  • 25. International Business & Management Ch2 BSNMIM001 1 Analysing the GLOBAL BUSINESS ENVIRONMENT EXTERNAL MACRO ENVIRONMENT INDUSTRY (MICRO) ENVIRONMENT THE INTERNAL ENVIRONMENT CONTINGENCY & ENVIRONMENTAL PERSPECTIVES International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 25
  • 26. International Business & Management Learning Outcomes After completing this session  Understand the significance and the influence of the external (macro and micro) global business environment for the international organization  Understand the significance and the influence of the internal business environment for the international organization  Critically evaluate and apply a range of tools for analysing the internal and external environment  Explain the concepts of strategic fit and alignment  Distinguish between the positioning and resource based perspectives© Dr Phil Kelly 26
  • 27. International Business & Management Activity ACTIVE LEARNING CASE  European Airline Industry© Dr Phil Kelly 27
  • 28. International Business & Management Layers of the International Organization Business Environment© Dr Phil Kelly 28
  • 29. International Business & Management Environmental Influences© Dr Phil Kelly 29
  • 30. International Business & Management PESTLE Factors© Dr Phil Kelly 30
  • 31. International Business & Management Political Risks & Their Impact© Dr Phil Kelly 31
  • 32. International Business & Management Political and Economic Risk Map© Dr Phil Kelly 32
  • 33. International Business & Management Elements of culture© Dr Phil Kelly 33
  • 34. Copyright © Geert Hofstede BV, reproduced with permission International Business & Management Scores of cultural dimensions© Dr Phil Kelly 34
  • 35. International Business & Management Simplified view of East & West Cluster© Dr Phil Kelly 35
  • 36. International Business & Management Technology & Work© Dr Phil Kelly 36
  • 37. International Business & Management Ecological Environment© Dr Phil Kelly 37
  • 38. International Business & Management Competitive Forces© Dr Phil Kelly 38
  • 39. International Business & Management The industry life cycle© Dr Phil Kelly 39
  • 40. International Business & Management Assets which drive value© Dr Phil Kelly 40
  • 41. International Business & Management SWOT Analysis© Dr Phil Kelly 41
  • 42. International Business & Management Positioning versus resource-based perspective© Dr Phil Kelly 42
  • 43. International Business & Management Key concepts introduced in this chapter Environment (Macro/ Micro) | Environmental analysis | Environmental determinism | Political system | Culture Political risk | Economic system | Economic risk | Technology Foreign Exchange Risk | Technological determinism | Ecological environment | Competitive Advantage | SWOT | International Business & Management © Dr Phil KellyInternational Business & Management 43
  • 44. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 44
  • 45. International Business & Management Activity ACTIVE LEARNING CASE © Dr Phil Kelly 45
  • 46. International Business & Management© Dr Phil Kelly 46
  • 47. International Business & Management Ch3 BSNMIM001 3 International and Global STRATEGY STRATEGY CORPORATE STRATEGIC CHOICES COMPETING WITH BUSINESS LEVEL STRATEGY STRATEGY IMPLEMENTATION International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 47
  • 48. International Business & Management Learning Outcomes After completing this session  Explain what strategy is and how it is formed and implemented in the international organization  Explain the role of values, mission, and vision in formulating and implementing strategy  Identify and describe the strategic importance of resources, competencies, core competencies and dynamic capabilities and evaluate how they may be used to confer a sustainable competitive advantage  Explain generic strategies and how managers may develop strategic capabilities within international organisations  Discuss the strategic choices and decisions according to the corporate, business and business unit or departmental level© Dr Phil Kelly 48
  • 49. International Business & Management Activity ACTIVE LEARNING CASE  Li & Fung© Dr Phil Kelly 49
  • 50. International Business & Management A dual approach to (profit) goal achievement© Dr Phil Kelly Adapted from Grant (1991) 50
  • 51. International Business & Management Activity ACTIVE LEARNING CASE  Examples of Vision statements: 1. To be earths 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 51
  • 52. International Business & Management Activity ACTIVE LEARNING CASE  Examples of Mission statements: To organize the worlds 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 52
  • 53. International Business & Management Strategy process© Dr Phil Kelly 53
  • 54. International Business & Management Multi-business organization© Dr Phil Kelly 54
  • 55. International Business & Management Choosing corporate scope© Dr Phil Kelly 55
  • 56. International Business & Management Market-entry© Dr Phil Kelly 56
  • 57. International Business & Management Competitive strategies© Dr Phil Kelly 57
  • 58. International Business & Management Strategy Model© Dr Phil Kelly 58
  • 59. International Business & Management Key concepts introduced in this chapter Value | Strategy (Intended, Realised & Deliberate) | Mission | Vision | Strategic choices | Strategy Development & Implementation | Global & Multidomestic Strategy |Vertical integration | Geographic Scope |Competitive Strategies | Advantage | Synergy | Market-entry strategy | Corporate & Business Level Strategy International Business & Management © Dr Phil KellyInternational Business & Management 59
  • 60. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 60
  • 61. International Business & Management END© Dr Phil Kelly 61
  • 62. International Business & Management Ch4 BSNMIM001 4 BEHAVING RESPONSIBLY around the World INTERNATIONAL BUSINESS ETHICS STAKEHOLDER THEORY CORPORATE SOCIAL RESPONSIBILITY CSR IMPLEMENTATION International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 62
  • 63. International Business & Management Learning Outcomes After completing this session  Identify and explain ethical theories relevant to decision making in the international business  Distinguish the behaviours seen as desirable in all international employees  Discuss the important ethical issues and challenges facing the contemporary international organization  Explain what is meant by stakeholder theory and its relevance to ethical management  Explain what is meant by corporate social responsibility and the reason organizations pursue CSR strategies  Critically evaluate methods used to implement CSR and create an ethical organization© Dr Phil Kelly 63
  • 64. International Business & Management Activity ACTIVE LEARNING CASE  Texas Instruments© Dr Phil Kelly 64
  • 65. International Business & Management Thinking and behaving with principles© Dr Phil Kelly 65
  • 66. International Business & Management Desirable employee behaviours© Dr Phil Kelly 66
  • 67. International Business & Management Stakeholder model© Dr Phil Kelly 67
  • 68. International Business & Management Sources of unethical & undesirable behaviour in the value Chain© Dr Phil Kelly 68
  • 69. Adapted from Mitchell, Agle & Wood 1997 International Business & Management Stakeholder identification model© Dr Phil Kelly 69
  • 70. International Business & Management Decision-making considerations© Dr Phil Kelly 70
  • 71. International Business & Management Components of CSR© Dr Phil Kelly 71
  • 72. International Business & Management CSR Initiatives© Dr Phil Kelly 72
  • 73. International Business & Management Issues addressed in codes of conduct© Dr Phil Kelly 73
  • 74. International Business & Management Establishing an ethical infrastructure© Dr Phil Kelly 74
  • 75. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 75
  • 76. International Business & Management© Dr Phil Kelly 76
  • 77. International Business & Management Ch5 BSNMIM001 5 MANAGING CHANGE in the International organization UNDERSTANDING CHANGE THEORIES OF CHANGE IMPLEMENTING CHANGE International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 77
  • 78. International Business & Management Learning Outcomes After completing this session  Describe the main theoretical foundations of change management  Critically evaluate the planned and the emergent approach to change  Identify and describe a selection of integrated change management models  Understand the situations in which the various approaches to change are most appropriately used  Understand the role of leaders, managers and change agents in the change process  Understand resistance to change© Dr Phil Kelly 78
  • 79. International Business & Management Generic change model© Dr Phil Kelly 80
  • 80. International Business & Management Activity – Case 17: Making Australias Telstra Nimble 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 Australias 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 A key focus of this led. case is the trigger for change. Students will  How would you classify the changes described by the CEO at consider different Telstra (emergent, episodic, continuous etc) ? types of change and  Discuss the readiness for and potential resistance to change how change is at Telstra during the period in question accomplished at a high level. 00:20:00© Dr Phil Kelly 81
  • 81. International Business & ManagementProposed by Leavitt (1965) The organisational system model© Dr Phil Kelly 82
  • 82. Source: Nadler and Tushman (1989) International Business & Management Organization Model© Dr Phil Kelly 83
  • 83. Burke and Litwin (1992) International Business & Management A model of organizational performance and change© Dr Phil Kelly 84
  • 84. International Business & Management Three staged change process© Dr Phil Kelly 85
  • 85. International Business & Management Force field analysis© Dr Phil Kelly 86
  • 86. International Business & Management Planned approach to change© Dr Phil Kelly 87
  • 87. International Business & Management Activity – Case 37: Organization change: using technology to change practice 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.  Briefly describe the drivers or trigger for change at Lloyds. How can change be  Critically evaluate the efforts of Richard Ward and how he instigated? 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? 00:20:00© Dr Phil Kelly 88
  • 88. International Business & Management Factors affecting change difficulty© Dr Phil Kelly 89
  • 89. International Business & Management Key concepts introduced in this chapter Ethics | Business Ethics | Morality | Moral | Integrity Immoral | Amoral | Ethical Egoism | Utilitarianism | Code of Ethics Deontological | Teleological | Existentialism | Contractarianism Stakeholder Management | Corporate Social Responsibility Corporate Governance | Ethics Programme | Ethical International Business & Management © Dr Phil KellyInternational Business & Management 90
  • 90. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 91
  • 91. International Business & Management Ch6 BSNMIM001 6 INTERNATIONAL LEADERSHIP & MANAGEMENT LEADERSHIP AND MANAGEMENT POWER AND INFLUENCE LEADERSHIP THEORIES LEADING IN THE INTERNATIONAL ORGANIZATION International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 92
  • 92. International Business & Management Learning Outcomes After completing this session  Explain the apparent differences between the concepts of leadership and management  Evaluate how situation and organisational context impact upon leadership style  Understand the potential benefits and risks of shared and delegated leadership  Understand how position and personal attributes can be a source of power for leaders  Understand various psychological processes which explain how leaders influence people  Discuss how leadership styles and behaviour may need to be adapted when working in other cultures© Dr Phil Kelly 93
  • 93. International Business & Management Activity – Case 9: Leadership Management Lessons from McDonalds 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. Identify how leaders and managers might  What is leadership and management? Are all leaders Influence the managers? Are all managers leaders? behaviour of others  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? 00:20:00© Dr Phil Kelly 95
  • 94. International Business & ManagementLeadership –v- management roles & functions© Dr Phil Kelly 96
  • 95. International Business & Management Leader-follower relationship© Dr Phil Kelly 97
  • 96. International Business & Management Network development, interactions & resources© Dr Phil Kelly 98
  • 97. International Business & Management Power & Influence© Dr Phil Kelly 99
  • 98. International Business & ManagementMotivating Others International Business & Management © Dr Phil KellyInternational Business & Management 104
  • 99. International Business & Management Maslows Hierarchy of Needs© Dr Phil Kelly 105
  • 100. International Business & Management two factor theory of motivation© Dr Phil Kelly 106
  • 101. International Business & Management Equity theory© Dr Phil Kelly 107
  • 102. International Business & Management Process theories1. Goal difficulty –challenging & Goal setting theorydemanding2. Goal specificity –clarity &explicitness of thetarget3. Goal acceptance –legitimate &appropriate for self4. Goal commitment– interest inachieving the goal/participate in the Clear, Communicated, Challenging goals can lead to higher levels ofgoal setting process performance. Also consider participation & Commitment© Dr Phil Kelly 108
  • 103. International Business & Management Process theories Expectancy theoryThat behaviour results from aconscious decision making process If you expect to get what you desire from hard work then you will work hard (Effort)© Dr Phil Kelly 110
  • 104. International Business & Management Motivating Workers© Dr Phil Kelly 111
  • 105. International Business & Management Key concepts introduced in this chapter MOTIVATION | POWER | REFERENT POWER | EXPERT POWER INFORMATION POWER | REWARD POWER | LEGITIMATE POWER | COERCIVE POWER | AUTHORITY | COMPLIANCE | INTERNALISATION PERSONAL IDENTIFICATION | CONTINGENCY International Business & Management © Dr Phil KellyInternational Business & Management 113
  • 106. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 114
  • 107. International Business & Management© Dr Phil Kelly 115
  • 108. International Business & Management© Dr Phil Kelly 116
  • 109. International Business & Management Ch7 BSNMIM001 STRATEGIC USE OF HUMAN RESOURCES CENTRAL ISSUES: THE IHRM FUNCTION & GLOBAL PRACTICES LOCAL ISSUES: IHRM/HRM PRACTICES & PROCEDURES International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 117
  • 110. International Business & Management Human capital characteristics© Dr Phil Kelly 118 (adapted from Lepak and Snell 2002)
  • 111. International Business & Management Learning Outcomes After completing this session  Identify HRM issues and problems arising from the internationalisation of organizations  Explain how human capital can be a source of sustainable competitive advantage  Identify and describe the core HR practices  Explain the role of the IHRM function  Discuss factors which may impact upon HR Policy and Practice design© Dr Phil Kelly 119
  • 112. International Business & Management Activity – Case 112: HRM an Introduction 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.  What is HRM? What is the role of  With reference to the film clip, trends and your research, HR now and in the brainstorm aspects of the emerging HR role; in your answer future? 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 00:20:00© Dr Phil Kelly 120
  • 113. International Business & Management Human Capital & Competitive Advantage© Dr Phil Kelly 122 (adapted from Wright, Dunford and Snell 2001)
  • 114. International Business & ManagementHUMAN RESOURCE PHILOSOPHY & POLICY© Dr Phil Kelly 123
  • 115. International Business & Management Factors affecting IHRM Policies & Practices – a contingency model© Dr Phil Kelly 124
  • 116. International Business & Management Approach to IHRM Policy & Practice© Dr Phil Kelly 125
  • 117. International Business & Management Activity – Case 10: Employee selection How to Hire the Best Talent Critically evaluate the recruitment process and methods used to make recruitment decisions. How to make good  Discuss why it is important to make good recruitment hiring (recruitment) decisions: your answer should list and evaluate the costs decisions… 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. 00:20:00© Dr Phil Kelly 127
  • 118. International Business & Management Staffing Strategies© Dr Phil Kelly 128
  • 119. International Business & Management Activity – Case 11: Globetrotting GlaxoSmithKline helps executive expats 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 worlds pharmaceutical market. How and why might  Discuss why the organization may demand expatriates. organizations  The HR Role in managing expats - Lack of preparation support and manage generally has been associated with a higher expatriate failure employees operating rate, (Schuler, Budhwar, and Florkowski 2002:51). One of the in different countries most challenging tasks for any company operating (expatriates, internationally is to manage its expatriates. The statistics consultants and showing their efficiency on that matter are not encouraging, other employees on (Treven 2006). Identify and discuss potential problems and assignment)? 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? 00:20:00© Dr Phil Kelly 129
  • 120. International Business & Management Activity Case 103: Individual differences Culture & Personality 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 Considers culture as sending execs abroad a source of  Discuss why organisations may consider personality an individual difference important construct and the work based problems that cross  With reference to psychometrics discuss how organisations cultural encounters measure personality and individual difference and the main might present. 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. 00:20:00© Dr Phil Kelly 130
  • 121. International Business & Management Activity – Case 22: Performance management The Power of Recognition 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. Understand the behaviour of  Why is motivation so important in business? employees may be  How can managers (and anyone with responsibility for others) influenced in order motivate employees? to attain desired  Recall comments made during the video clip - When and how levels of should recognition be used if it is to be an effective motivator? performance 00:20:00© Dr Phil Kelly 131
  • 122. International Business & Management©HRM systems Dr Phil Kelly & Organizational Performance 133 (adapted from Katou and Budhwar (2006))
  • 123. International Business & Management Determining the right HRM approach© Dr Phil Kelly 134
  • 124. International Business & Management International Business & Management © Dr Phil KellyInternational Business & Management 137
  • 125. International Business & Management Ch8 BSNMIM001 8 MANAGING DIFFERENCE THE CONTEMPORARY DIVERSE & MULTICULTURAL WORKPLACE DIVERSITY WORKING WITH OTHER CULTURES WORKING IN MULTICULTURAL AND DIVERSE GROUPS International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 138
  • 126. International Business & Management Learning Outcomes After completing this session  Evaluate diversity and multiculturalism as source of sustainable competitive advantage  Explain, with reference to social identity theory, stereotyping, generalising, perception and attribution theory why some employees of the international organization may be treated differently from others  Discuss the organisation consequences of discriminatory behaviours  Evaluate why it is important to understand culture and inter-cultural communication in the contemporary workplace of the international organization  Critically evaluate methods for building cross-cultural competence and discuss the cultural challenges both working with and managing people from different cultures  Critically evaluate the performance of multicultural groups working within the international organization© Dr Phil Kelly 139
  • 127. International Business & Management© Dr Phil Kelly 140
  • 128. International Business & Management Activity ACTIVE LEARNING CASE  Diversity in Broadcasting© Dr Phil Kelly 141
  • 129. International Business & Management SOCIAL IDENTITY THEORY (SIT)© Dr Phil Kelly 142
  • 130. International Business & Management Perception International Business & Management © Dr Phil KellyInternational Business & Management 143
  • 131. International Business & ManagementTday we re explring th cncept of percption nd howwe proces infrmation. In som cases we fil n th gaps – in uthe cases we curect mstakes or may leve thngs out. International Business & Management © Dr Phil Kelly International Business & Management 144
  • 132. International Business & ManagementFINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF YEARS International Business & Management © Dr Phil Kelly International Business & Management 145
  • 133. International Business & Management The process of Perception© Dr Phil Kelly 146
  • 134. International Business & Management „World-views‟© Dr Phil Kelly 147
  • 135. International Business & Management Perception… International Business & Management © Dr Phil KellyInternational Business & Management 148
  • 136. International Business & Management© Dr Phil Kelly 149
  • 137. International Business & Management Generalisations from population characteristics© Dr Phil Kelly 150
  • 138. International Business & ManagementTHE BUSINESS CASE FOR DIVERSITY & DIVERSITY INITIATIVES International Business & Management © Dr Phil Kelly International Business & Management 151
  • 139. International Business & Management Activity – Case 21: Diversity: a New Approach Considers how and why organizations pursue diversity goals and promote inclusion Identify what is meant by diversity  discuss the meaning of diversity  MMC aims to increase diversity and promote inclusion - (1) Understand why how does it and how could it seek to increase diversity/ organizations need promote inclusion and (2) why should it? to promote diversity  Why is it difficult to change monocultural into multicultural constantly 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)? 00:20:00© Dr Phil Kelly 152
  • 140. International Business & Management 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 153
  • 141. International Business & Management integration of identity groups© Dr Phil Kelly 155
  • 142. International Business & Management Homosocial reproduction – driving out diversity© Dr Phil Kelly 156
  • 143. International Business & Management 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 International Business & Management © Dr Phil Kelly International Business & Management 157
  • 144. International Business & Management Elements of culture© Dr Phil Kelly 158
  • 145. International Business & ManagementThe web of cultural determinants© Dr Phil Kelly 159
  • 146. International Business & Management WORKING INMULTICULTURAL & DIVERSE GROUPS & WITH OTHER CULTURES International Business & Management © Dr Phil Kelly International Business & Management 160
  • 147. International Business & Management BUILDING CROSS-CULTURAL COMPETENCE© Dr Phil Kelly al (2006)adapted from Johnson et 161
  • 148. International Business & ManagementOrganizational Culture International Business & Management © Dr Phil Kelly International Business & Management 163
  • 149. International Business & Management Activity – Case 20: Culture Trumps Strategy 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.  Ken Wilcox initiates the film clip with an argument that culture is very important - more important than strategy. In groups, Evaluate why it is discuss what is meant by culture and more specifically important to organizational culture and then strategy. Why does culture understand matter? corporate culture  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. 00:20:00© Dr Phil Kelly 164
  • 150. International Business & Management International Business & Management © Dr Phil KellyInternational Business & Management 165
  • 151. International Business & Management Ch9 BSNMIM001 9 INTERNATIONAL 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 International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 166
  • 152. International Business & Management Learning Outcomes After completing this session  Define and discuss the nature of international organization design  Explain factors likely to determine the design of international organizations  Identify and describe common forms of international organization design  Describe how international firms coordinate activities  Explain the general purpose and methods of control in international business© Dr Phil Kelly 167
  • 153. International Business & Management Activity ACTIVE LEARNING CASE  BP© Dr Phil Kelly 168
  • 154. International Business & Management ELEMENTS OF STRUCTURE  Specialization  Standardization  Formalization  Centralization  Configuration  Org Chart/Structure  Job Definitions  Span Of Control  Authority, Responsibility, Accountability© Dr Phil Kelly 169
  • 155. International Business & Management Organizational relationship types© Dr Phil Kelly 170
  • 156. International Business & Management 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© Dr Phil Kelly 171
  • 157. International Business & Management 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). International Business & Management © Dr Phil Kelly International Business & Management 172
  • 158. International Business & Management The contingency approach© Dr Phil Kelly 173
  • 159. International Business & Management External environment© Dr Phil Kelly 174
  • 160. International Business & Management Internal Environment: STRATEGY & STRUCTURE© Dr Phil Kelly 175
  • 161. International Business & Management Activity – Case 19: Cognizant Designing the Global Organization 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 How do large companies organise  Cognizant started with an India-centric functional (in a manner that organization. In groups, discuss this type of structure and may provide evaluate its strengths and weaknesses, particularly in the advantage) to meet context of globalisation. global demands?  Chandler (1962) famously argued that “structure-follows- strategy”. Identify the key aspects of Cognizants strategy which are likely to influence its structural choices. 00:20:00© Dr Phil Kelly 176
  • 162. International Business & Management SIMPLE DESIGNS© Dr Phil Kelly 177
  • 163. International Business & Management Designs & Structures for international organizations© Dr Phil Kelly 178
  • 164. International Business & Management 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 179
  • 165. International Business & Management© Dr Phil Kelly 180
  • 166. International Business & Management Types of organization structure© Dr Phil Kelly 181
  • 167. International Business & Management THE DETERMINATION OF ORGANIZATIONAL STRUCTUREThe Integration-Responsiveness Framework –© Dr Phil Kelly 182source: Devinney, Midgley and Venaik (2000)
  • 168. International Business & Management Activity Organizational chart  create an organizational chart© Dr Phil Kelly 183
  • 169. International Business & Management© Dr Phil Kelly 184
  • 170. International Business & Management Activity – Case 58: Body Shop Organization structure changes 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 What is  Anita Roddick states that „for nearly twenty years we never had organizational an organizational chart‟ (they had no systems, procedures, job structure and why do descriptions or functional departments like marketing – despite large organizations this the company won plenty of awards – these ceased when the need continually to company restructured and formalised aspects of work); she also consider the designs described the proposed organizational chart as „a Lego set from of their hell‟; Duncan (1979) suggested that ORGANIZATIONAL organization? 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?).© Dr Phil Kelly 185
  • 171. International Business & ManagementCOORDINATION & CONTROL MECHANISMS IN INTERNATIONAL BUSINESS International Business & Management © Dr Phil Kelly International Business & Management 187
  • 172. International Business & Management COORDINATION MECHANISMS  Hierarchy/design/structure  Formalization  Liaison roles  Task forces  Informal networks© Dr Phil Kelly 188
  • 173. International Business & Management Establishing a control framework© Dr Phil Kelly 189 adapted from Simons (1995)
  • 174. International Business & Management Activity  consider culture and discuss how it might be used as a coordination and control mechanism.© Dr Phil Kelly 190
  • 175. International Business & Management Fitting formal & informal control with environmental needs© Dr Phil Kelly 191
  • 176. International Business & Management Co-ordination & control mechanisms© Dr Phil Kelly 192
  • 177. International Business & Management Key concepts introduced in this chapter ORGANIZATION DESIGN | CONTINGENCY THEORY | CONTROL | DEPENDENCY THEORY | ENVIRONMENTAL -DETERMINISM | FORMALIZATION | CENTRALISATION | SPECIALISATION | INFORMAL ORGANIZATION | STRUCTURE TYPES | CO- ORDINATION | DIVISIONAL STRUCTURE International Business & Management © Dr Phil KellyInternational Business & Management 196
  • 178. International Business & Management Ch10 BSNMIM001 10 GLOBAL BUSINESS PROCESSES THE PROCESS VIEW MANAGING GLOBAL BUSINESS PROCESSES (GBP) STRATEGIES FOR IMPROVING GBP International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 197
  • 179. International Business & Management Learning Outcomes After completing this session  Define what is meant by a business process and explain how processes are designed and managed.  Explain how processes may be used in organization design and structuring.  Explain how the process view of organizations may provide the international organization with a source of sustainable competitive advantage and enable the attainment of strategic goals.  Compare and contrast the process view with traditional views on organizational design and structure.© Dr Phil Kelly 198
  • 180. International Business & Management MANAGING GLOBAL BUSINESS PROCESSES (GBP)© Dr Phil Kelly 199
  • 181. International Business & Management Activity ACTIVE LEARNING CASE  Dell Inc.© Dr Phil Kelly 200
  • 182. International Business & Management Path© Dr Phil Kelly 201
  • 183. International Business & Management PROCESSES© Dr Phil Kelly 202
  • 184. International Business & Management Activity – Case 51: Cadburys processes at the factory 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 Cadburys factory in Bournville, Birmingham (UK)- the case focuses on operations and the production process.  With reference to the TRANSFORMATION PROCESS MODEL, Describe the types analyse and describe how Easter eggs are made at the of process used to Cadburys factory in Bournville, Birmingham. In your answer produce goods and you should identify the inputs/ raw materials and the services. transformational resources used within the process. 00:20:00© Dr Phil Kelly 203
  • 185. International Business & Management Process Hierarchy© Dr Phil Kelly 204
  • 186. International Business & Management Concepts relating to processes© Dr Phil Kelly 205 (adapted from ISO9000:2005)
  • 187. International Business & Management Process Structure© Dr Phil Kelly 206
  • 188. International Business & Management Process modelling benefits© Dr Phil Kelly 207
  • 189. The Job Application Process© Dr Phil Kelly
  • 190. © Dr Phil Kelly
  • 191. Activity Start/ End Draft a procurement process for company ABC. Activity  In ABC managers are allocated budgets and corporate credit cards for purchases under € 1000. Approval is required for purchases exceeding this amount or for Decision any purchase whereby the buyer has no allocated budget. Approved purchases Yes No are made using a purchase order (with unique identifying number) which is Document completed and sent to procurement who Created then place the order with the supplier and notify the accounts department that an order has been placed. Start/ End© Dr Phil Kelly 210
  • 192. International Business & Management 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 211
  • 193. International Business & Management© Dr Phil Kelly 212
  • 194. International Business & Management© Dr Phil Kelly 213
  • 195. International Business & ManagementSTRATEGIES FOR IMPROVING GBP International Business & Management © Dr Phil Kelly International Business & Management 214
  • 196. International Business & Management 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.© Dr Phil Kelly Hammer (2007) 215
  • 197. International Business & Management Approaches to BPI© Dr Phil Kelly 216 adapted from Ashayeri, et al (1998)
  • 198. International Business & Management Activity – Case 54: Managing quality inside a frozen pizza factory 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.  Discuss what is meant by quality and brainstorm how you Describe quality might define quality in relation to a frozen pizza. What are the control systems and key aspects and other attributes of quality for the frozen key issues in pizza? Next, brainstorm possible causes of poor quality manufacturing - frozen pizzas. case illustrates  Why is QUALITY IMPORTANT to Northern Foods (quality and automated financial performance)? You should also discuss the costs production in action associated with quality. and quality control 00:20:00© Dr Phil Kelly 217
  • 199. International Business & Management Transformation process congruence model© Dr Phil Kelly 218
  • 200. International Business & Management BPR Framework© Dr Phil Kelly 220
  • 201. International Business & Management Activity – Case 65: Boeing 737 Lean enterprise manufacturing Lean Production System 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 How to make assembly line similar to that used in car production. Since the late 1990s the production company has continuously improved production, becoming a lean enterprise. processes more efficient.  What do the terms lean and just-in-time mean?  Why is continuous improvement necessary at Boeing? 00:20:00© Dr Phil Kelly 221
  • 202. International Business & Management Key concepts introduced in this chapter Process | Process Enterprise | Process mapping | Total Quality Management | Business Process Re-engineering | Business Process Management | Benchmarking | Productivity Parochialism | Continuous Improvement | Process Owner | Business Process Improvement | Process Enablers | Enterprise Capabilities |Process Alignment International Business & Management © Dr Phil KellyInternational Business & Management 222
  • 203. International Business & Management© Dr Phil Kelly 223
  • 204. International Business & Management© Dr Phil Kelly 224
  • 205. International Business & Management Ch11 BSNMIM001 11 Managing Information Resources INFORMATION RESOURCES SUPPORTING INTERNATIONAL BUSINESS COMPETING THROUGH THE APPLICATION OF INFORMATION RESOURCES ENTERPRISE & GLOBAL INFORMATION NEEDS & MANAGEMENT International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 225
  • 206. International Business & Management Learning Outcomes After completing this session  Differentiate between the concepts of data, information, knowledge and wisdom resources  Identify the role of information resources within the international organization  Explain how decisions are made within international organizations and the role of information in improving decision-making  Discuss how information resources can be used to deliver value and help the international organization compete© Dr Phil Kelly 226
  • 207. International Business & Management Key organizational resources© Dr Phil Kelly 227
  • 208. Porter article questions 1. Define “IT” 2. How does Porter conceptualise internal operations 3. How does Porter conceptualise external relationships 4. How is value measured 5. 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 framework 10. Explain how the framework helps analyse how information might impact upon competition within industries© Dr Phil Kelly
  • 209. 1. Define “IT” 1. More than computers, “Information” and2. How does Porter conceptualise “technology” internal operations 2. Value chain3. How does Porter conceptualise 3. Value system external relationships 4. the amount buyers are willing to pay;4. How is value measured profitable if exceeds costs5. With reference to Porter‟s generic 5. Cost or Differentiation strategies identify how an 6. a set of linked activities which may be organization might gain a competitive primary (inbound logistics, operations, advantage outbound, marketing and sales) or6. What is the value chain? secondary (HR, technology,7. How might the VC help an procurement etc) concerned with organization manage its information physical creation of goods and services resources? and the support of those activities.8. What framework does Porter 7. An analytical framework to decompose introduce to analyse industry the organization, identify important structures? activities and the information they9. Draw the framework require or generate and how information flows to link activities10. Explain how the framework helps 8. 5 forces analyse how information might impact upon competition within 9. see text: rivalry, buyer and supplier industries power, threat of substitution, barriers to entry 10. discuss each force© Dr Phil Kelly
  • 210. International Business & Management Competitive Forces© Dr Phil Kelly 230
  • 211. International Business & Management Activity – Case 27: Tesco: use of IT and information systems - Introduction to MIS 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 Identify the role of essential role that IT plays across the Group in allowing efficient trade and information achievement of commercial advantage through implementing IT innovations resources within the which improve the shopping trip for customers and make life easier for organization employees.  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 Tescos systems are most likely to confer a competitive advantage for the company? 00:20:00© Dr Phil Kelly 231
  • 212. International Business & Management© Dr Phil Kelly 232
  • 213. International Business & Management IT on Activities Physical Processing Components Inputs Information Processing Components© Dr Phil Kelly 233
  • 214. International Business & Management INDUSTRIAL IT on Activities REVOLUTION: Machines replace people…. Physical Processing Components Inputs Information INFORMATION Processing REVOLUTION: Components Machines replace people….© Dr Phil Kelly 234
  • 215. International Business & Management INDUSTRIAL IT on Activities REVOLUTION: Machines replace people…. Physical Processing Components Inputs Information INFORMATION Processing REVOLUTION: Components Machines replace people….© Dr Phil Kelly 235
  • 216. International Business & Management Information Resources forInternational Business & Mgt International Business & Management © Dr Phil Kelly International Business & Management 238
  • 217. International Business & ManagementData collection, storage, processing & output© Dr Phil Kelly 239
  • 218. International Business & Management Activity – Case 77: Improving information management discusses the findings that have resulted from silicon.coms 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?  List the main uses of business Information Systems. Explain why  The terms Information Systems and business information Information Systems system were used throughout the video; discuss the meaning are essential to of these terms and concepts and list as many examples of business. Identify such systems as you can. major information  Drawing upon the comments made in the film clip, discuss management why organisations need Information Systems and better challenges. information management. How important are they and what benefits does the organisation gain from them? 00:20:00© Dr Phil Kelly 240
  • 219. International Business & Management Communication & the dissemination of information© Dr Phil Kelly Communications Process 241
  • 220. International Business & Management MIS information dissemination© Dr Phil Kelly 242
  • 221. International Business & ManagementData, Information & Knowledge relationships© Dr Phil Kelly 244
  • 222. International Business & ManagementSupporting Business Functions & Processes International Business & Management © Dr Phil Kelly International Business & Management 245
  • 223. International Business & Management Information flows© Dr Phil Kelly 246
  • 224. International Business & Management Information Flows between the Typical Business Functions© Dr Phil Kelly 247
  • 225. International Business & Management Activity – Case 29 : FreshDirect Databases and the edge 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. Through the case of a large online  From a strategic perspective, how would you classify the grocer, explores how competitive environment and strategies of FreshDirect – how the business plan is important is cost/price, differentiation etc? enabled through  How is FreshDirect using database technologies to database differentiate itself and be innovative? The CEO states the technologies. 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? 00:20:00© Dr Phil Kelly 248
  • 226. International Business & Management Activity ACTIVE LEARNING CASE  The Duckworth Group© Dr Phil Kelly 249
  • 227. International Business & Management Decision MakingMintzberg (1989) felt that decision-making was possibly the most important of all of the managerial activities. International Business & Management © Dr Phil Kelly International Business & Management 250
  • 228. International Business & Management Activity – Case 111: Managerial Decision Making rational decision-making within organisations 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…  What is rational decision-making? In your answer you should Apply the rational identify and briefly discuss the stages associated with the model of decision rational decision-making process. making.  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. 00:30:00© Dr Phil Kelly 251
  • 229. International Business & Management Rational economic decision making© Dr Phil Kelly 252
  • 230. International Business & Management Activity – Case 39: Managerial Decision Making when values take over rational economical thought 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 Apply the rational book tickets online, Southwest Airlines found it then had too many call centre model of decision agents. Former CEO James Parker, discusses how he decided to downsize. making. Explain how Rational economic arguments for change are considered alongside value based decision maker arguments to continue the status quo. characteristics impact upon  Discuss the decision making process in this case study: was it decision making rational, bounded rational, intuitive, subjective/value based? within organizations. 00:20:00© Dr Phil Kelly 254
  • 231. International Business & Management Activity Consider Mintzberg‟s comment. Do you feel he is right? What other key managerial activities does decision- making compete with?© Dr Phil Kelly 255
  • 232. International Business & ManagementCompeting through the application of Information Resources International Business & Management © Dr Phil Kelly International Business & Management 256
  • 233. International Business & Management Value Chain© Dr Phil Kelly 257 (adapted from Porter and Millar, 1985)
  • 234. International Business & Management Activity SOURCES 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 advantages 3. What are the possibilities for information resources providing competitive advantage? -Where are the opportunities to reduce cost and differentiate services?© Dr Phil Kelly 260
  • 235. International Business & Management Key concepts introduced in this chapter Data | Information | Knowledge | Wisdom Technology | Databases | MIS | DSS Decision-Making | Planning | Coordination | Control Value | Value Chain | Value System |Competitive Advantage International Business & Management © Dr Phil KellyInternational Business & Management 262
  • 236. International Business & Management Ch12 BSNMIM001 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 STRATEGYVersion 2007_8 v1 International Business & Management © Dr Phil Kelly International Business & Management 263
  • 237. International Business & Management Activity Evaluate 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 264
  • 238. International Business & Management Learning Outcomes After completing this session  Discuss KM processes  Explain the roles of technology, people, structure, culture and processes in knowledge management  Explain how the KM infrastructure contributes to organizational effectiveness  Explain how knowledge is managed within the MNC and between alliances, partnerships and joint ventures  Explain what is meant by the knowledge based view (KBV) and evaluate the role of knowledge resources in developing sustainable competitive advantage© Dr Phil Kelly 265
  • 239. International Business & ManagementWhat is knowledge International Business & Management © Dr Phil KellyInternational Business & Management 266
  • 240. International Business & ManagementData, Information & Knowledge relationships© Dr Phil Kelly 267
  • 241. International Business & Management 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 268
  • 242. International Business & Management Perceptions of KM© Dr Phil Kelly 269
  • 243. International Business & Management Activity ACTIVE LEARNING CASE  1. What is a knowledge based organization? What would it look like? 2. Debate the statement by David Smith, “Knowledge management is the only long-term sustainable source of competitive advantage” 3. They have “recognised the importance of knowledge as a key differentiator” – how can it help with differentiation? Can it help with other generic strategies? How? 4. What is a learning organization and why do some companies aim to be one? 5. In what ways is culture important to KM?© Dr Phil Kelly 270
  • 244. International Business & ManagementLEARNING, KNOWLEDGE & INTELLECTUAL CAPITAL International Business & Management © Dr Phil Kelly International Business & Management 271
  • 245. International Business & Management The utilization of knowledge within the organization to create value© Dr Phil Kelly 272
  • 246. International Business & Management Fundamental organizational knowledge processes© Dr Phil Kelly 273
  • 247. International Business & Management Using and Reconfiguring knowledge resources© Dr Phil Kelly 274
  • 248. International Business & Management Knowledge transfer levels© Dr Phil Kelly 275
  • 249. International Business & Management Levels of Learning© Dr Phil Kelly 276
  • 250. International Business & Management ORGANIZATIONAL LEARNING & LEARNING ORGANIZATION contextual factors affecting learning© Dr Phil Kelly 277
  • 251. International Business & Management Activity  What is the impact of home or tele- working on knowledge management?  How can you overcome such problems?© Dr Phil Kelly 278
  • 252. International Business & ManagementKM INFRASTRUCTURE International Business & Management © Dr Phil Kelly International Business & Management 279
  • 253. International Business & Management KM processes© Dr Phil Kelly 280
  • 254. International Business & Management Four Modes of Knowledge Conversion© Dr Phil Kelly 281 (adapted from Nonaka 1994)
  • 255. International Business & Management KM Technologies© Dr Phil Kelly 283
  • 256. International Business & Management Activity – Case 67: Knowledge management through Document Management 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. How can companies  What are Knowledge Management Systems? Are Document better manage their Management Systems also Knowledge management information & Systems? knowledge resources to provide a source of sustainable competitive advantage? 00:20:00© Dr Phil Kelly 284
  • 257. International Business & Management Culture & Knowledge management© Dr Phil Kelly 285
  • 258. International Business & ManagementCROSS-BORDER LEARNING International Business & Management © Dr Phil Kelly International Business & Management 286
  • 259. International Business & Management Knowledge flow variations within the MNC© Dr Phil Kelly 287
  • 260. International Business & Management Knowledge transfers within an alliance context© Dr Phil Kelly 288
  • 261. International Business & ManagementFactors impacting upon knowledge sharing & use within organizations© Dr Phil Kelly 289
  • 262. International Business & ManagementKNOWLEDGE MANAGEMENT STRATEGY International Business & Management © Dr Phil Kelly International Business & Management 290
  • 263. International Business & Management© Dr Phil Kelly 291
  • 264. International Business & Management KM Strategy Process© Dr Phil Kelly 292
  • 265. International Business & Management 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 companys choice of knowledge management strategy is driven by the companys competitive strategy.  Knowledge management should not be isolated in a functional department like HR or ITHansen, M., Nohria, N., Tierney, T. (1999), WHATS YOUR STRATEGY FOR MANAGING KNOWLEDGE?, Harvard© Dr Phil Mar/Apr99, Vol. 77 Issue 2, pp. 106 - 116Business Review, Kelly 293
  • 266. International Business & Management Tutorial Activity Company 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?© Dr Phil Kelly 294
  • 267. International Business & Management Key concepts introduced in this chapter KNOWLEDGE | HUMAN (TACIT) KNOWLEDGE | STRUCTURED (EXPLICIT) KNOWLEDGE | KNOWLEDGE INTEGRATION CODIFICATION | LEARNING | LEARNING ORGANIZATION | KNOWLEDGE ACQUISITION | KNOWLEDGE TRANSFER | COMMUNITIES OF PRACTICE | PERSONALISATION STRATEGY International Business & Management © Dr Phil KellyInternational Business & Management 297
  • 268. International Business & ManagementCh13 BSNMIM001 COMPUTERISED BUSINESS INFORMATION SYSTEMS (CBIS) – THE TRADITIONAL (SILO) VIEW ENTERPRISE SYSTEMS – TOWARDS INTEGRATION GLOBAL ES STRATEGIES International Business & Management © Dr Phil Kelly International Business & Management 298
  • 269. International Business & Management Learning Outcomes After 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 299
  • 270. International Business & Management© Dr Phil Kelly 301
  • 271. International Business & Management COMPUTERISED BUSINESSINFORMATION SYSTEMS (CBIS) the traditional (Silo) view International Business & Management © Dr Phil Kelly International Business & Management 302
  • 272. International Business & Management Business Information system Resources© Dr Phil Kelly 303
  • 273. International Business & Management Characteristics of a system© Dr Phil Kelly 304
  • 274. International Business & Management Classifying BIS Classification schemes are not definitive and represent merely one way of grouping and dividing a complex field Boddy et al (2002:13)© Dr Phil Kelly 305
  • 275. International Business & Management Functional Business Information Systems (Silos)© Dr Phil Kelly 306
  • 276. International Business & Management Acquisition process© Dr Phil Kelly 307
  • 277. International Business & Management 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 308
  • 278. International Business & Management SDLC© Dr Phil Kelly 309
  • 279. International Business & Management 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?© Dr Phil Kelly 310
  • 280. International Business & ManagementENTERPRISE SYSTEMS (ES)If a companys systems are fragmented, its business is fragmented Davenport (1998) International Business & Management © Dr Phil Kelly International Business & Management 311
  • 281. International Business & Management ERP System model© Dr Phil Kelly 312
  • 282. International Business & Management Activity – Case 62: Halfords Warehouse Management solution Halfords is the UKs 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 What is meant by the well as integrate with and complement its SAP ERP system. term supply chains and how information  How have Halfords enhanced their ERP system (what have technology supports they integrated it with, and why)? the management of supply chains. 00:20:00© Dr Phil Kelly 313
  • 283. International Business & Management Simple model of an ES© Dr Phil Kelly 314
  • 284. International Business & Management Activity – Case 63: CRM Business functions and supply chains 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.  Discuss the traditional difference between ERP AND CRM SYSTEMS (define key terms). How can technology be used to help  Discuss the purpose/ IMPORTANCE OF CRM SYSTEMS. companies win, retain,  What TECHNOLOGY lies at the heart of both the ERP and the sell more and deliver a CRM system? better service to customers ? 00:20:00© Dr Phil Kelly 315
  • 285. International Business & Management 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 316
  • 286. International Business & Management© Dr Phil Kelly 317
  • 287. International Business & Management ES Implementation© Dr Phil Kelly 318
  • 288. International Business & Management Shared data approach© Dr Phil Kelly 319 adapted from Giachetti (2004)
  • 289. International Business & Management ES: Integration© Dr Phil Kelly 320
  • 290. International Business & Management 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.© Dr Phil Kelly 321
  • 291. International Business & ManagementGLOBAL ES STRATEGIES International Business & Management © Dr Phil Kelly International Business & Management 322
  • 292. International Business & Management© Dr Phil Kelly 323
  • 293. International Business & Management 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 324
  • 294. International Business & Management Activity Information visibility  Explain why information visibility or the seamless flow of information throughout the enterprise is important to the contemporary international organization.© Dr Phil Kelly 325
  • 295. International Business & Management International Business & Management © Dr Phil KellyInternational Business & Management 326
  • 296. International Business & Management Ch14 BSNMIM001 14 GLOBAL DIGITAL BUSINESS NET TECHNOLOGIES & BUSINESS OPPORTUNITY E-COMMERCE & E-BUSINESS STRATEGIC USE OF THE INTERNET & INTERNET TECHNOLOGIES GLOBAL CHALLENGESVersion 2007_8 v1 International Business & Management © Dr Phil Kelly International Business & Management 327
  • 297. International Business & Management Learning Outcomes After completing this session  Explain what is meant by e-commerce and e-business  Identify ways the use of the Internet and Internet (Net) technologies can help the international organization compete, create wealth and add value  Discuss common electronic business models and their components  Understand how e-commerce and the associated technologies affect strategy and strategies applicable to e-commerce  Evaluate the challenges associated with global EC© Dr Phil Kelly 328
  • 298. International Business & Management Activity/ discuss Porter Article ACTIVE LEARNING CASE © Dr Phil Kelly 329
  • 299. International Business & Management© Dr Phil Kelly 330
  • 300. International Business & Management NET TECHNOLOGIES &BUSINESS OPPORTUNITY International Business & Management © Dr Phil Kelly International Business & Management 332
  • 301. International Business & Management Inter, intra & extra-nets© Dr Phil Kelly 333
  • 302. International Business & Management the role of internet technologies© Dr Phil Kelly 334
  • 303. International Business & ManagementE-COMMERCE & E-BUSINESS International Business & Management © Dr Phil Kelly International Business & Management 335
  • 304. International Business & Management Activity – Case 48: Doing Business Online Economist Jim Glassman talks about how small businesses can adjust their strategies to earn more money on the Web.  What are the implications for business (e-commerce or web business) of the findings presented by Glassman? How can businesses generate more  Glassman suggests that if a customer is buying a pair of revenue through e- shoes for example, we should also try to sell them a pair of commerce? socks; discuss the technologies that might enable How can businesses EXTENSION SELLING (tie-ins). remove online trade barriers? 00:20:00© Dr Phil Kelly 336
  • 305. International Business & Management e-business© Dr Phil Kelly 337
  • 306. International Business & ManagementSTRATEGIC USE OF THE INTERNET & INTERNET TECHNOLOGIES International Business & Management © Dr Phil Kelly International Business & Management 339
  • 307. International Business & Management Aligning strategies© Dr Phil Kelly 340
  • 308. International Business & Management ICT© Dr Phil Kelly 343
  • 309. International Business & Management Activity – Case 23: Social network sites their model and wider role Story about Facebook and its move to sign up users (not revenue) around the world Considers 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 Businesses today compete be able to monetize this at some point through advertising and selling. Facebook in two worlds: a physical is briefly contrasted with rival MySpace who have fewer users but generate world of resources and a greater revenues. virtual world of information. The latter has given rise to  Describe the Facebook business model - how important is it the world of electronic for Facebook to grow its user base? What are the main risks commerce (EC) and e- inherent with the Facebook model? 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. 00:20:00© Dr Phil Kelly 344
  • 310. International Business & Management 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 345
  • 311. International Business & Management SME© Dr Phil Kelly 347
  • 312. International Business & Management Activity Discuss 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 served 2. Describe the products/ services offered 3. List the key business processes 4. List the resources required by the business 5. Describe the supply chain 6. Describe the revenue model 7. In e-commerce terms is this a bricks, clicks or clicks and bricks business?© Dr Phil Kelly 348
  • 313. 1. Describe the customers to be International Business & Managementserved2. Describe the products/ servicesoffered3. List the key business processes4. List the resources required by the SMEbusiness5. Describe the supply chain6. Describe the revenue model7. In e-commerce terms is this abricks, clicks or clicks and bricksbusiness?© Dr Phil Kelly 349
  • 314. International Business & Management Activity Describe the SimplySol value proposition and their sources of competitive advantage.© Dr Phil Kelly 350
  • 315. International Business & Management© Dr Phil Kelly 351
  • 316. International Business & ManagementGLOBAL CHALLENGES International Business & Management © Dr Phil Kelly International Business & Management 352
  • 317. International Business & Management© Dr Phil Kelly 353
  • 318. International Business & Management 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 354
  • 319. International Business & Management Activity Describe the SimplySol value proposition and their sources of competitive advantage.© Dr Phil Kelly 355
  • 320. International Business & Management 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 356
  • 321. International Business & Management 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 357
  • 322. International Business & Management Activity ACTIVE LEARNING CASE © Dr Phil Kelly 358
  • 323. International Business & Management Key concepts introduced in this chapter DIGITAL ORGANIZATION | E-COMMERCE | E-BUSINESS | REACH | DISINTERMEDIATION | REINTERMEDIATION | INTRANET | EXTRANET | INTERNET | E-PROCUREMENT | E-MARKETING | VIRTUAL ORGANIZATION | EB STRATEGY | VIRTUAL ORGANIZING | BUSINESS MODEL International Business & Management © Dr Phil KellyInternational Business & Management 359
  • 324. International Business & Management© Dr Phil Kelly 360
  • 325. International Business & Management© Dr Phil Kelly 361
  • 326. International Business & ManagementCh15 IOM STRATEGY ESTABLISHING THE OPERATIONS INFRASTRUCTURE PRODUCTION PROCESSES FORECASTING DEMAND SOURCING STRATEGIES MANAGING PRODUCTION LOGISTICS AND THE SUPPLY CHAIN International Business & Management © Dr Phil Kelly International Business & Management 362
  • 327. International Business & Management Learning Outcomes After completing this session  Discuss what is meant by international operations management and supply chain management  Explain the importance of international operations management to international business competitiveness  Describe key decisions associated with international operations management  Identify major operations management and supply chain management activities  Evaluate how international operations management contributes to international business success© Dr Phil Kelly 363
  • 328. International Business & Management Activity ACTIVE LEARNING CASE  Dyson© Dr Phil Kelly 364
  • 329. International Business & Management The International Operations Management Process© Dr Phil Kelly 365
  • 330. International Business & Management© Dr Phil Kelly 366
  • 331. International Business & Management IOM© Dr Phil Kelly 367
  • 332. International Business & Management© Dr Phil Kelly 368
  • 333. International Business & Management© Dr Phil Kelly 369
  • 334. International Business & Management© Dr Phil Kelly 370
  • 335. International Business & Management Example of a simplified factory layout© Dr Phil Kelly 371
  • 336. International Business & Management Operations Technology & Systems© Dr Phil Kelly 372
  • 337. International Business & Management Integrated manufacturing Systems© Dr Phil Kelly 373
  • 338. International Business & Management Development & Production Processes© Dr Phil Kelly 374
  • 339. International Business & Management Production processes evaluated© Dr Phil Kelly 375
  • 340. International Business & ManagementMake-to-Order and Make-to-Stock Processes© Dr Phil Kelly 376
  • 341. International Business & Management Key concepts introduced in this chapter Manufacturing | Operations | International Operations Management | Economies of Scale | Inventory Management Focused Factory | Time to Market | Product Development Process | Production Process | Sales and Operations Planning Batch Manufacturing | Job Shop | Capacity | Logistics Just In Time Production | Lean Production | International Business & Management © Dr Phil KellyInternational Business & Management 377
  • 342. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 378
  • 343. International Business & Management© Dr Phil Kelly 379
  • 344. International Business & ManagementCh16 6 INTERNATIONAL MARKETING INTERNATIONAL MARKETING - INTRODUCTION INTERNATIONAL MARKETING STRATEGY THE (TACTICAL) MARKETING MIX TECHNOLOGY-ENABLED INTERNATIONAL MARKETING International Business & Management © Dr Phil Kelly International Business & Management 380
  • 345. International Business & Management Learning Outcomes After completing this session  Outline the principal activities and processes associated with international marketing  Identify and describe the main strategic marketing decisions  Critically evaluate alternatives for the international organization‟s strategic marketing approach  Specify the key elements of the international marketing mix and discuss how to balance these elements  Critically discuss the appropriateness of standardization through the marketing strategy and mix© Dr Phil Kelly 381
  • 346. International Business & Management Activity ACTIVE LEARNING CASE  Virgin© Dr Phil Kelly 382
  • 347. International Business & ManagementMajor decisions in the International Marketing Process© Dr Phil Kelly 383
  • 348. International Business & Management Developing marketing strategy© Dr Phil Kelly 384
  • 349. International Business & Management International Marketing© Dr Phil Kelly 385
  • 350. International Business & Management The research process© Dr Phil Kelly 386
  • 351. International Business & Management Country based classification system© Dr Phil Kelly 387
  • 352. International Business & Management Portfolio options (Ansoff matrix)© Dr Phil Kelly 388
  • 353. International Business & Management Marketing Mix© Dr Phil Kelly 389
  • 354. International Business & Management Product standardization arguments© Dr Phil Kelly 390
  • 355. International Business & Management Product lifecycle (PLC)© Dr Phil Kelly 391
  • 356. International Business & Management The Adoption Process© Dr Phil Kelly 392
  • 357. International Business & Management Boston Matrix© Dr Phil Kelly 393
  • 358. International Business & Management Top Brands (Source: Interbrand 2007)© Dr Phil Kelly 394
  • 359. International Business & Management Buyer-Seller “Fit”© Dr Phil Kelly 395
  • 360. International Business & Management Basis for pricing© Dr Phil Kelly 396
  • 361. International Business & Management International marketing communications - standardization© Dr Phil Kelly 397
  • 362. International Business & Management Pricing products to be sold in another country – cost factors© Dr Phil Kelly 398
  • 363. International Business & Management Summary of marketing mix decisions© Dr Phil Kelly 399
  • 364. International Business & Management Technology- enabled CRM© Dr Phil Kelly 400
  • 365. International Business & Management Buying behaviour© Dr Phil Kelly 401
  • 366. International Business & Management Key concepts introduced in this chapter International marketing | Segmentation | Marketing research | Marketing mix | Marketing intelligence | Market share | Brand Product portfolio analysis | Market penetration | Marketing plan | Product life cycle | Marketing communication | Customer satisfaction | Direct marketing International Business & Management © Dr Phil KellyInternational Business & Management 402
  • 367. International Business & Management© Dr Phil Kelly 403
  • 368. International Business & ManagementCh17 7 MANAGING Global FINANCIAL RESOURCES THE INTERNATIONAL FINANCE ENVIRONMENT FINANCE MANAGEMENT IN THE INTERNATIONAL ORGANIZATION ACCOUNTING IN THE INTERNATIONAL ORGANIZATION FINANCIAL CONTROLS & CORPORATE GOVERNANCE International Business & Management © Dr Phil Kelly International Business & Management 404
  • 369. International Business & Management Learning Outcomes After completing this session  Identify factors in the global economic environment likely to impact upon international financial management goals and accountancy practice  Describe the techniques used by international organizations to manage working capital  Evaluate capital budgeting techniques used by international organizations  Discuss sources of investment capital available to international businesses  Evaluate the need for international harmonisation of accounting practice  Explain what is meant by corporate governance and why the international organization strives to achieve it© Dr Phil Kelly 405
  • 370. International Business & Management Activity ACTIVE LEARNING CASE  First Pacific© Dr Phil Kelly 406
  • 371. International Business & Management International Finance & Accounting© Dr Phil Kelly 407
  • 372. International Business & Management the financial environment© Dr Phil Kelly 408
  • 373. International Business & Management Financial decisions© Dr Phil Kelly 409
  • 374. International Business & Management Investment appraisal decision making process© Dr Phil Kelly 410
  • 375. International Business & Management Pay-off table© Dr Phil Kelly 411
  • 376. International Business & Management Pay-off table© Dr Phil Kelly 412
  • 377. International Business & Management Transfer pricing and funds positioning© Dr Phil Kelly 413
  • 378. International Business & Management Accounting system© Dr Phil Kelly 414
  • 379. International Business & Management Users of accounting information© Dr Phil Kelly 415
  • 380. International Business & Management Multinational accounting system© Dr Phil Kelly 416
  • 381. International Business & Management Key concepts introduced in this chapter Finance | Economics | Accounting | Capital Budgeting Cost of Capital | Foreign Exchange Risk | Transfer Pricing Tariff | Multilateral Netting | Fronting Loan | NPV IRR | ROI | Investment Appraisal |Centralised Depository Financial Statements | Consolidated Accounts | Agency Corporate Governance | Auditing | Internal Control International Business & Management © Dr Phil KellyInternational Business & Management 418
  • 382. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 419
  • 383. International Business & Management© Dr Phil Kelly 420
  • 384. International Business & Management INTERNATIONAL BUSINESS & MANAGEMENT BSNMIM001 MODULE REVIEW International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 421
  • 385. International Business & Management 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 422
  • 386. International Business & Management Learning Outcomes After 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 423
  • 387. International Business & Management© Dr Phil Kelly 424
  • 388. International Business & Management INTERNATIONAL BUSINESS & MANAGEMENT BSNMIM001 ASSESSMENT PREPARATION Reflection… International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 425
  • 389. International Business & Management Learning Cycle INTERPERSONAL BEHAVIOURAL skills INFORMATION ANALYTICAL International Business & Management © Dr Phil KellyInternational Business & Management 426
  • 390. International Business & Management Learning Outcomes After completing this session  Identify strategies for critical reflection  Identify what is meant by reflective practice and why it is an important learning method  Identify the basic elements of reflective practice  Explain what is meant by critical reflection© Dr Phil Kelly 427
  • 391. International Business & Management Reflection helps learners to:  understand what you know  make sense of and learn from new experiences  guide further action (practice)© Dr Phil Kelly 428
  • 392. International Business & Management Collect data Modify from Practice various sources the reflection process Draw Analyse conclusions Evaluate learning© Dr Phil Kelly 429
  • 393. International Business & Management 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 430
  • 394. International Business & Management 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© Dr Phil Kelly 431
  • 395. International Business & Management END© Dr Phil Kelly 435
  • 396. International Business & Management INTERNATIONAL BUSINESS & MANAGEMENT BSNMIM001 Report writing workshop International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 436
  • 397. International Business & Management 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 437
  • 398. International Business & Management 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 438
  • 399. International Business & Management  Construct an initial plan to guide your research.© Dr Phil Kelly 439
  • 400. International Business & Management© Dr Phil Kelly 440
  • 401. International Business & Management  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 441
  • 402. International Business & Management 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 442
  • 403. International Business & Management 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 443
  • 404. International Business & Management 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 essays 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 444
  • 405. International Business & Management 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 445
  • 406. International Business & Management 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 Aristotles 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 446
  • 407. International Business & ManagementThe process ofcritical thinkinginvolvesacquiringinformation andevaluating it toreach a well-justifiedconclusion oranswer.© Dr Phil Kelly 447
  • 408. International Business & Management 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 448
  • 409. International Business & Management 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 essays argument.  Something is critical if it is characterized by careful analysis© Dr Phil Kelly 449
  • 410. International Business & Management The conclusion  If your essays 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 450
  • 411. International Business & Management References© Dr Phil Kelly 451
  • 412. International Business & Management 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.© Dr Phil Kelly 452
  • 413. International Business & Management Understand what you write 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. International Business & Management © Dr Phil Kelly International Business & Management 453
  • 414. International Business & Management 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.© Dr Phil Kelly 454
  • 415. International Business & Management© Dr Phil Kelly 455
  • 416. International Business & Management INTERNATIONAL BUSINESS & MANAGEMENT BSNMIM001 ASSESSMENT International Business & Management © Dr Phil KellyVersion 2007_8 v1 International Business & Management 456
  • 417. International Business & Management Assessment: Group presentation© Dr Phil Kelly 457
  • 418. International Business & Management Assessment: Group report –Reflective Commentary based on group Work© Dr Phil Kelly 458
  • 419. International Business & Management International Business & Management © Dr Phil KellyInternational Business & Management 459
  • 420. International Business & Management© Dr Phil Kelly 460
  • 421. International Business & Management Team/ Group Work The whole is greater than the sum of the parts…International Business & Management © Dr Phil Kelly International Business & Management 461
  • 422. The transferable skills argument learners should be taught how to work in groups Skills such as problem solving, communication,  Bradshaw (1989). collaboration,  Blease (2006). interpersonal skills, social  Laughton and Ottewill (2000). skills, and time  Lane and Distefano (1992). management are actively  Hansen (2006). sought by prospective employers as essential  McGraw and Tidwell (2001). requirements for employability.© Dr Phil Kelly
  • 423. The adoption problem Students learn through work in groups The teaching argument  Slavin (1980),  Kretovics (1999), see also Kolb (1984),  Biggs (1999) and  Hernandez (2002). Promotes Deeper LearningThe learning skills model adapted from Kretovics (1999); see also Kolb (1984).© Dr Phil Kelly
  • 424. International Business & Management Activity – Case 18: Team Composition To introduce the concept of team structure and composition and its affect upon team effectiveness and efficiency What is the  What is the difference (if any) between a "group" and a difference between a "team"? group and a team?  Identify the main factors, evident in the video clip, that make What makes an for a great (effective and efficient) team effective and  Identify other factors, NOT present in the video clip, that you efficient team believe could also make for a great (effective and efficient) (composition)? 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. 00:20:00© Dr Phil Kelly 464
  • 425. The structural problem 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.© Dr Phil Kelly
  • 426. The allocation problem 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).© Dr Phil Kelly
  • 427. Consequences of group diversity© Dr Phil Kelly
  • 428. International Business & Management Group/Team Formation© Dr Phil Kelly 468
  • 429. International Business & Management© Dr Phil Kelly 469
  • 430. International Business & Management 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?© Dr Phil Kelly 470
  • 431. © Dr Phil Kelly
  • 432. International Business & Management Team roles…  Different contributions (see Belbin)© Dr Phil Kelly 472
  • 433. International Business & Management© Dr Phil Kelly 473
  • 434. International Business & ManagementWhat stage of development is your group at? International Business & Management © Dr Phil Kelly International Business & Management 474
  • 435. International Business & ManagementModule Information Induction International Business & Management © Dr Phil Kelly International Business & Management 475
  • 436. International Business & Management 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 Presentations MODULE REVIEW & ASSESSMENT PREPARATION International Business & Management © Dr Phil Kelly International Business & Management 476
  • 437. International Business & ManagementCohort Module Induction International Business & Management © Dr Phil Kelly International Business & Management 477
  • 438. International Business & Management Hello! International Business & Management © Dr Phil KellyInternational Business & Management 478
  • 439. International Business & Management 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© Dr Phil Kelly 479
  • 440. International Business & ManagementWhy we‟re here today… International Business & Management © Dr Phil Kelly International Business & Management 480
  • 441. International Business & Management Activity© Dr Phil Kelly 481
  • 442. International Business & Management The World Economy© Dr Phil Kelly 482
  • 443. International Business & Management 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 483
  • 444. International Business & Management Global business & trade  Commercial exchanges - buying & selling  Activities associated with providing goods and services (for profit)© Dr Phil Kelly 484
  • 445. International Business & ManagementPeople around theglobe are more Globalization &connected to each Internationalisationother than everbefore. the increasing connectivity of economies and ways of life across the world - flowsInformation and that characterize globalizationmoney flow more increasing geographical dispersion ofquickly than ever. economic activities across national bordersGoods and services  Goods and services, e.g. exports plusproduced in one part importsof the world are  Labour/people, e.g. migration flowsincreasingly  Capital, e.g. inward or outward directavailable in all parts investmentof the world.  Technology flows© Dr Phil Kelly 485
  • 446. International Business & Management 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 486
  • 447. International Business & Management 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 487
  • 448. International Business & Management 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 488
  • 449. International Business & Management Aims  How to make best use of resources in order to create wealth and add value when operating internationally© Dr Phil Kelly 489
  • 450. International Business & Management Adding value - the organizational system© Dr Phil Kelly 490
  • 451. International Business & Management© Dr Phil Kelly 491
  • 452. International Business & Management 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.© Dr Phil Kelly 492
  • 453. International Business & Management About…The programmethe modulethe teaching & learning sessionsassessmentprogressiongraduationemployment… International Business & Management © Dr Phil Kelly International Business & Management 493
  • 454. International Business & Management 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 494
  • 455. International Business & Management Learning Outcomes After 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 495
  • 456. International Business & Management Explain how the module will be assessed 1 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)© Dr Phil Kelly 496
  • 457. International Business & ManagementUnderstand how the module fits in to the overall MBA programme International Business & Management © Dr Phil Kelly International Business & Management 497
  • 458. International Business & ManagementGet to know each other… International Business & Management © Dr Phil Kelly International Business & Management 498
  • 459. International Business & Management Module team© Dr Phil Kelly 499
  • 460. International Business & Management Learning Cycle INTERPERSONAL BEHAVIOURAL skills INFORMATION ANALYTICAL International Business & Management © Dr Phil KellyInternational Business & Management 500
  • 461. International Business & Management Activity  Key Skills for MBA graduates© Dr Phil Kelly 501
  • 462. International Business & ManagementWhat & How do you think it should be taught? According to Vielba and  Based on your learning Edelshain (1995), the needs and the needs of growth of international the group? business implies that  The needs of other business schools must stakeholders… equip their graduates with the skills and competences to operate across national and cultural boundaries.© Dr Phil Kelly 502
  • 463. International Business & Management  "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 503
  • 464. International Business & Management Activity  In groups discuss your beliefs about the knowledge and skills needed to manage effectively across international boundaries.© Dr Phil Kelly 504
  • 465. International Business & ManagementAbout the teaching & learning resources International Business & Management © Dr Phil Kelly International Business & Management 505
  • 466. International Business & Management Resources  Text book  Student Handbook  Blackboard  Library/ on-line  Each-other  Tutors/ lecturers  Programme teamThe module will draw on a new text:Kelly, P. (2009) „International Business and Management‟, Cengage Learning© Dr Phil Kelly 506
  • 467. International Business & ManagementModule policies, procedures & protocols… International Business & Management © Dr Phil Kelly International Business & Management 507
  • 468. International Business & Management Module policies & practices  Group work  Tutor contact  Assessment  Lecture attendance & Etiquette  Referencing© Dr Phil Kelly 508
  • 469. International Business & Management Remember Academic honesty  Referencing© Dr Phil Kelly 509
  • 470. International Business & Management etiquette  Be on time  Turn your mobiles OFF  Be quiet  One person talking at a time  Participate  Respect, Listen, Encourage  Be polite© Dr Phil Kelly 510
  • 471. International Business & Management Masterliness Expectations… International Business & Management © Dr Phil KellyInternational Business & Management 511
  • 472. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 512
  • 473. International Business & Management© Dr Phil Kelly 513
  • 474. International Business & ManagementClass Module Induction International Business & Management © Dr Phil Kelly International Business & Management 514
  • 475. International Business & Management Re-cap Any questions? International Business & Management © Dr Phil KellyInternational Business & Management 515
  • 476. International Business & Management Group formation International Business & Management © Dr Phil KellyInternational Business & Management 516
  • 477. International Business & ManagementGroup Quiz In your groups,name & locate asmany countries in Europe as you can.© Dr Phil Kelly 518
  • 478. International Business & Management Western Europe Eastern Europe South-East Europe  Austria  Czech Republic  Belgium  Hungary  Albania  Finland  Poland  Bosnia-Herzegovina  France  Romania  Bulgaria  Germany  Slovak Republic  Ireland  Croatia  Italy  Cyprus  Portugal  Spain  Greece  Sweden  Macedonia  Switzerland  Malta  UK  Serbia and Montenegro  Slovenia  Turkey© Dr Phil Kelly 519
  • 479. International Business & ManagementGroup Quiz In your groups, name and locate as many countries in Asia (East, South & Pacific) as you can.© Dr Phil Kelly 520
  • 480. International Business & Management East Asia China, Japan, Mongolia North Korea, South Korea, Taiwan South-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 PacificAustralia, Fiji, New Zealand, Papua New Guinea, Solomon Islands International Business & Management © Dr Phil Kelly International Business & Management 521
  • 481. International Business & ManagementGroup Quiz In your groups, name and locate as many countries in the Middle- East as you can.© Dr Phil Kelly 522
  • 482. International Business & Management Middle East Bahrain Iran Iraq Israel/Occupied Territories Jordan Kuwait Lebanon Palestinian Authority Saudi Arabia Syria UAE Yemen International Business & Management © Dr Phil KellyInternational Business & Management 523
  • 483. International Business & Management Group Quiz In your groups, name and locate as manycountries in America as you can.© Dr Phil Kelly 524
  • 484. International Business & Management 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 525
  • 485. International Business & Management Group Quiz In your groups, name and locate as many countries in Africa as you can.© Dr Phil Kelly 526
  • 486. International Business & Management East Africa Eritrea Central Africa Ethiopia Burundi Kenya Cameroon Somalia Central African Republic Sudan Chad Tanzania Congo Uganda Democratic Republic of Congo Equatorial Guinea West Africa Rwanda Burkina Faso Cote Divoire Southern Africa Ghana Angola Guinea Malawi Guinea-Bissau Mozambique Liberia Namibia Mauritania South Africa Niger Swaziland Nigeria Zambia Senegal Zimbabwe Sierra Leone Togo© Dr Phil Kelly 527
  • 487. International Business & Management Learning International Business & Management © Dr Phil KellyInternational Business & Management 528
  • 488. International Business & Management Activity  EXPLORING THE MEANING OF „LEARNING‟© Dr Phil Kelly 529
  • 489. International Business & Management Learning Cycle INTERPERSONAL BEHAVIOURAL skills INFORMATION ANALYTICAL International Business & Management © Dr Phil KellyInternational Business & Management 530
  • 490. International Business & Management LSQ International Business & Management © Dr Phil KellyInternational Business & Management 531
  • 491. International Business & Management 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.© Dr Phil Kelly 532
  • 492. International Business & Management SkillsGroup work, Report writing & Presentations International Business & Management © Dr Phil Kelly International Business & Management 533
  • 493. International Business & Management Activity  Working with others - Assess your interpersonal skills© Dr Phil Kelly 534
  • 494. International Business & Management 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)© Dr Phil Kelly 535
  • 495. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 536
  • 496. International Business & Management© Dr Phil Kelly 537
  • 497. International Business & Management Activity – Case X: XY XX  XX XX 00:20:00© Dr Phil Kelly 538