1 An Introduction to International Business &  Management2 Analysing the Global Business Environment3 International and Gl...
An Introduction to International Business & Management2 Analysing the Global Business Environment3 International and Globa...
Module Delivery Plan© Dr Phil Kelly
Induction                                                            Learning                                             ...
International Business & Management© Dr Phil Kelly                                     5
International Business & ManagementCh1                  AN INTRODUCTION TO                  INTERNATIONAL BUSINESS &      ...
International Business & Management                                         Learning Outcomes  After completing this sessi...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management                  Growth of International Trade                               (source: ...
International Business & Management                  Location of Global 500 companies                                Adapt...
International Business & ManagementPrimary activities:1. Inbound logistics: materials handling,warehousing, inventory cont...
International Business & Management                        Value System© Dr Phil Kelly                                    12
International Business & Management                  Convergence or Divergence?© Dr Phil Kelly                            ...
International Business & Management                  The world economy© Dr Phil Kelly                                     ...
International Business & Management                  Comparative advantage© Dr Phil Kelly                                 ...
International Business & Management                  Value Chain Fragmentation© Dr Phil Kelly                             ...
International Business & Management                  the Porter Diamond© Dr Phil Kelly                                    ...
International Business & Management   Value Add Process (activities & resources)© Dr Phil Kelly                           ...
International Business & Management                  Sources of competitive advantage© Dr Phil Kelly                      ...
International Business & Management  Key concepts introduced in this chapter  International Organization | Multinational C...
International Business & Management   Any questions                     International Business & Management © Dr Phil Kell...
International Business & Management© Dr Phil Kelly                                    22
International Business & Management© Dr Phil Kelly                                    23
International Business & Management© Dr Phil Kelly                                    24
International Business & Management      Ch2                                                                 BSNMIM001    ...
International Business & Management                                            Learning Outcomes  After completing this se...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management        Layers of the International Organization                          Business Envi...
International Business & Management                      Environmental                          Influences© Dr Phil Kelly ...
International Business & Management                  PESTLE Factors© Dr Phil Kelly                                    30
International Business & Management                   Political Risks &                      Their Impact© Dr Phil Kelly  ...
International Business & Management                  Political and Economic Risk Map© Dr Phil Kelly                       ...
International Business & Management                  Elements of culture© Dr Phil Kelly                                   ...
Copyright © Geert Hofstede BV, reproduced with permission                                                                 ...
International Business & Management           Simplified view of East & West Cluster© Dr Phil Kelly                       ...
International Business & Management                            Technology                               & Work© Dr Phil Ke...
International Business & Management                  Ecological Environment© Dr Phil Kelly                                ...
International Business & Management                           Competitive                              Forces© Dr Phil Kel...
International Business & Management                  The industry life cycle© Dr Phil Kelly                               ...
International Business & Management                  Assets which drive                              value© Dr Phil Kelly ...
International Business & Management                     SWOT Analysis© Dr Phil Kelly                                    41
International Business & Management                  Positioning versus resource-based                                    ...
International Business & Management  Key concepts introduced in this chapter  Environment (Macro/ Micro) | Environmental a...
International Business & Management   Any questions                     International Business & Management © Dr Phil Kell...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management© Dr Phil Kelly                                    46
International Business & Management      Ch3                                                                  BSNMIM001   ...
International Business & Management                                           Learning Outcomes  After completing this ses...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management A dual approach to (profit) goal achievement© Dr Phil Kelly                          A...
International Business & Management                                                                        Activity       ...
International Business & Management                                                                           Activity    ...
International Business & Management                  Strategy process© Dr Phil Kelly                                    53
International Business & Management                  Multi-business organization© Dr Phil Kelly                           ...
International Business & Management                  Choosing corporate scope© Dr Phil Kelly                              ...
International Business & Management                         Market-entry© Dr Phil Kelly                                   ...
International Business & Management                  Competitive strategies© Dr Phil Kelly                                ...
International Business & Management                     Strategy Model© Dr Phil Kelly                                    58
International Business & Management  Key concepts introduced in this chapter  Value | Strategy (Intended, Realised & Delib...
International Business & Management   Any questions                     International Business & Management © Dr Phil Kell...
International Business & Management                  END© Dr Phil Kelly                                          61
International Business & Management      Ch4                                                                 BSNMIM001    ...
International Business & Management                                           Learning Outcomes  After completing this ses...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management           Thinking and behaving with principles© Dr Phil Kelly                        ...
International Business & Management                  Desirable employee                          behaviours© Dr Phil Kelly...
International Business & Management                  Stakeholder model© Dr Phil Kelly                                     ...
International Business & Management                  Sources of unethical & undesirable                        behaviour i...
Adapted from Mitchell, Agle & Wood 1997                                             International Business & Management   ...
International Business & Management                  Decision-making                   considerations© Dr Phil Kelly      ...
International Business & Management                  Components of CSR© Dr Phil Kelly                                     ...
International Business & Management                      CSR Initiatives© Dr Phil Kelly                                   ...
International Business & Management           Issues addressed in codes of conduct© Dr Phil Kelly                         ...
International Business & Management                             Establishing                                an ethical    ...
International Business & Management   Any questions                     International Business & Management © Dr Phil Kell...
International Business & Management© Dr Phil Kelly                                    76
International Business & Management      Ch5                                                                 BSNMIM001    ...
International Business & Management                                         Learning Outcomes  After completing this sessi...
International Business & Management                   Generic change                            model© Dr Phil Kelly      ...
International Business & Management                                                               Activity – Case 17:     ...
International Business & ManagementProposed by Leavitt (1965)                             The organisational system model©...
Source: Nadler and Tushman (1989)     International Business & Management                                    Organization ...
Burke and Litwin (1992)           International Business & Management                             A model of organizationa...
International Business & Management                  Three staged change process© Dr Phil Kelly                           ...
International Business & Management                              Force field                                analysis© Dr P...
International Business & Management                  Planned approach                         to change© Dr Phil Kelly    ...
International Business & Management                                                          Activity – Case 37:          ...
International Business & Management                  Factors affecting change difficulty© Dr Phil Kelly                   ...
International Business & Management  Key concepts introduced in this chapter  Ethics | Business Ethics | Morality | Moral ...
International Business & Management   Any questions                     International Business & Management © Dr Phil Kell...
International Business & Management      Ch6                                                                 BSNMIM001    ...
International Business & Management                                         Learning Outcomes  After completing this sessi...
International Business & Management                                                     Activity – Case 9:                ...
International Business & ManagementLeadership –v- management roles & functions© Dr Phil Kelly                             ...
International Business & Management                  Leader-follower relationship© Dr Phil Kelly                          ...
International Business & Management            Network development, interactions &                                     res...
International Business & Management                                  Power &                                 Influence© Dr...
International Business & ManagementMotivating Others                     International Business & Management © Dr Phil Kel...
International Business & Management                  Maslows Hierarchy                            of Needs© Dr Phil Kelly ...
International Business & Management                  two factor theory of motivation© Dr Phil Kelly                       ...
International Business & Management                        Equity theory© Dr Phil Kelly                                   ...
International Business & Management    Process theories1. Goal difficulty –challenging &                                  ...
International Business & Management    Process theories                                             Expectancy theoryThat ...
International Business & Management                               Motivating                                Workers© Dr Ph...
International Business & Management  Key concepts introduced in this chapter  MOTIVATION | POWER | REFERENT POWER | EXPERT...
International Business & Management   Any questions                     International Business & Management © Dr Phil Kell...
International Business & Management© Dr Phil Kelly                                   115
International Business & Management© Dr Phil Kelly                                   116
International Business & Management      Ch7                                                                 BSNMIM001    ...
International Business & Management                  Human capital characteristics© Dr Phil Kelly                         ...
International Business & Management                                       Learning Outcomes  After completing this session...
International Business & Management                                                                      Activity – Case 1...
International Business & Management       Human Capital & Competitive Advantage© Dr Phil Kelly                            ...
International Business & ManagementHUMAN RESOURCE PHILOSOPHY & POLICY© Dr Phil Kelly                                      ...
International Business & Management                  Factors affecting IHRM                   Policies & Practices –      ...
International Business & Management              Approach to IHRM Policy & Practice© Dr Phil Kelly                        ...
International Business & Management                               Activity – Case 10: Employee selection                  ...
International Business & Management                                  Staffing                               Strategies© Dr...
International Business & Management                                        Activity – Case 11: Globetrotting              ...
International Business & Management                             Activity Case 103: Individual differences                 ...
International Business & Management                                                            Activity – Case 22:        ...
International Business & Management©HRM systems Dr Phil Kelly   & Organizational Performance                              ...
International Business & Management             Determining the right HRM approach© Dr Phil Kelly                         ...
International Business & Management                     International Business & Management © Dr Phil KellyInternational B...
International Business & Management      Ch8                                                                   BSNMIM001  ...
International Business & Management                                              Learning Outcomes  After completing this ...
International Business & Management© Dr Phil Kelly                                   140
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management                  SOCIAL IDENTITY THEORY (SIT)© Dr Phil Kelly                          ...
International Business & Management      Perception                     International Business & Management © Dr Phil Kell...
International Business & ManagementTday we re explring th cncept of percption nd howwe proces infrmation. In som cases we ...
International Business & ManagementFINISHED FILES ARE THE RESULT OF YEARS OF   SCIENTIFIC STUDY COMBINED WITH THE         ...
International Business & Management                  The process of Perception© Dr Phil Kelly                             ...
International Business & Management                        „World-views‟© Dr Phil Kelly                                   ...
International Business & Management    Perception…                     International Business & Management © Dr Phil Kelly...
International Business & Management© Dr Phil Kelly                                   149
International Business & Management                  Generalisations from population                                   cha...
International Business & ManagementTHE BUSINESS CASE FOR DIVERSITY     & DIVERSITY INITIATIVES                            ...
International Business & Management                                                                Activity – Case 21:    ...
International Business & Management          THE BUSINESS CASE FOR DIVERSITY                       Cost savings          ...
International Business & Management                  integration of identity groups© Dr Phil Kelly                        ...
International Business & Management                  Homosocial reproduction –                       driving out diversity...
International Business & Management                            CULTURE  “Culture is more often a source of conflict than o...
International Business & Management                            Elements of                                culture© Dr Phil...
International Business & ManagementThe web of cultural determinants© Dr Phil Kelly                                        ...
International Business & Management           WORKING INMULTICULTURAL & DIVERSE GROUPS &      WITH OTHER CULTURES         ...
International Business & Management                            BUILDING CROSS-CULTURAL                                    ...
International Business & ManagementOrganizational Culture                       International Business & Management © Dr P...
International Business & Management                                                                 Activity – Case 20:   ...
International Business & Management                     International Business & Management © Dr Phil KellyInternational B...
International Business & Management      Ch9                                                                 BSNMIM001    ...
International Business & Management                                    Learning Outcomes  After completing this session  ...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management                  ELEMENTS OF STRUCTURE                         Specialization        ...
International Business & Management                  Organizational relationship types© Dr Phil Kelly                     ...
International Business & Management                  Basic organization parts                   Mintzberg at the strategic...
International Business & Management WHAT DETERMINES THE DESIGN OF INTERNATIONAL ORGANIZATIONS?    ‘There is not one best o...
International Business & Management                  The contingency                        approach© Dr Phil Kelly       ...
International Business & Management                  External environment© Dr Phil Kelly                                  ...
International Business & Management                      Internal Environment:                  STRATEGY & STRUCTURE© Dr P...
International Business & Management                                                  Activity – Case 19:                  ...
International Business & Management                  SIMPLE DESIGNS© Dr Phil Kelly                                   177
International Business & Management                    Designs & Structures for                  international organizatio...
International Business & Management                                            Activity                   Which of the st...
International Business & Management© Dr Phil Kelly                                   180
International Business & Management                  Types of organization structure© Dr Phil Kelly                       ...
International Business & Management                                  THE DETERMINATION OF                              ORG...
International Business & Management                                            Activity                  Organizational ch...
International Business & Management© Dr Phil Kelly                                   184
International Business & Management                                                  Activity – Case 58:                  ...
International Business & ManagementCOORDINATION & CONTROL MECHANISMS    IN INTERNATIONAL BUSINESS                         ...
International Business & Management                  COORDINATION MECHANISMS                           Hierarchy/design/s...
International Business & Management                      Establishing a                  control framework© Dr Phil Kelly ...
International Business & Management                                            Activity                   consider cultur...
International Business & Management                  Fitting formal & informal control                         with enviro...
International Business & Management             Co-ordination & control mechanisms© Dr Phil Kelly                         ...
International Business & Management  Key concepts introduced in this chapter  ORGANIZATION DESIGN | CONTINGENCY THEORY | C...
International Business & Management     Ch10                                                                 BSNMIM001    ...
International Business & Management                                         Learning Outcomes  After completing this sessi...
International Business & Management                         MANAGING GLOBAL                  BUSINESS PROCESSES (GBP)© Dr ...
International Business & Management                                              Activity                  ACTIVE LEARNING...
International Business & Management                                           Path© Dr Phil Kelly                         ...
International Business & Management                         PROCESSES© Dr Phil Kelly                                   202
International Business & Management                                                        Activity – Case 51:            ...
International Business & Management                  Process Hierarchy© Dr Phil Kelly                                    204
International Business & Management                    Concepts relating                        to processes© Dr Phil Kell...
International Business & Management                  Process Structure© Dr Phil Kelly                                    206
International Business & Management                  Process modelling benefits© Dr Phil Kelly                            ...
The Job Application Process© Dr Phil Kelly
© Dr Phil Kelly
Activity        Start/ End                          Draft a procurement process for company                             AB...
International Business & Management                                                          Activity                  Dra...
International Business & Management© Dr Phil Kelly                                   212
International Business & Management© Dr Phil Kelly                                   213
International Business & ManagementSTRATEGIES FOR IMPROVING GBP                            International Business & Manage...
International Business & Management   The Process and Enterprise Maturity Model   Process enablers      Design: The compr...
International Business & Management                  Approaches to BPI© Dr Phil Kelly                                     ...
International Business & Management                                                                  Activity – Case 54:  ...
International Business & Management   Transformation process congruence model© Dr Phil Kelly                              ...
International Business & Management                  BPR Framework© Dr Phil Kelly                                   220
International Business & Management                                             Activity – Case 65:                       ...
International Business & Management  Key concepts introduced in this chapter  Process | Process Enterprise | Process mappi...
International Business & Management© Dr Phil Kelly                                   223
International Business & Management© Dr Phil Kelly                                   224
International Business & Management     Ch11                                                                     BSNMIM001...
International Business & Management                                    Learning Outcomes  After completing this session  ...
International Business & Management                  Key organizational resources© Dr Phil Kelly                          ...
Porter article questions   1.  Define “IT”   2.  How does Porter conceptualise internal operations   3.  How does Porter c...
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International Business And Management

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  • Contact Top Class IB Tutors for any assignment help: Email: ramprhr@gmail.com Website: www.topclassibtutors.com IB business management bm bnm IA extended essay help tutors sample example Online Assignment Help/Tuition all over the world (100% guarantees for top class grades) : Mail us or call us for any query: Ph: +91 9911918255 and +91 9918492994 The business management course is designed to develop students’ knowledge and understanding of business management theories, as well as their ability to apply a range of tools and techniques. Students learn to analyse, discuss and evaluate business activities at local, national and international levels. The different areas of Business and Management that IB tutors offer are internal assessment IA and extended essay. IB Tutor provides assignment writing help in all the IB subjects. 1 IB maths mathematics studies IA tutor help HL SL exploration extended essay example sample 2. IB physics IA labs extended essay help tutors example sample 3. IB chemistry IA labs extended essay help tutors example sample 4. IB Biology IA labs extended essay help tutors example sample 5. IB written task WT 1 & 2 help tutors example sample 6. IB Written Assignment WA 1 & 2 online help tutors example sample 7. IB English Extended Essay EE online help tutors example sample 8. IB English IOP IOC online help tutors example sample 9. IB theory of knowledge (TOK) essay help tutors example sample, TOK Presentation help guidance 10. IB economics IA commentary extended essay help tutors example sample eco 11. IB business management bm IA extended essay help tutors sample example 12. IB ITGS (information technology in a global society) project extended essay help tutors example sample 13. IB history geography IA extended essay help tutors example sample 14. IB Environmental systems & society ESS Lab Report IA Extended Essay EE Help Tutor Sample Example Online
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  • Great presentation!
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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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  • I am a Internationational Business Management student, please send a copy to my email rrpj2006@gmail.com
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  • @sfcheung Thanks for liking the presentation. I have enable the download on this one and you can download it.
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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.
  • Transcript of "International Business And Management"

    1. 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. 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. 3. Module Delivery Plan© Dr Phil Kelly
    4. 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. 5. International Business & Management© Dr Phil Kelly 5
    6. 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. 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. 8. International Business & Management Activity ACTIVE LEARNING CASE © Dr Phil Kelly 8
    9. 9. International Business & Management Growth of International Trade (source: UNCTAD 2008)© Dr Phil Kelly 9
    10. 10. International Business & Management Location of Global 500 companies Adapted from Fortune Global 500 data© Dr Phil Kelly 10
    11. 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. 12. International Business & Management Value System© Dr Phil Kelly 12
    13. 13. International Business & Management Convergence or Divergence?© Dr Phil Kelly 13
    14. 14. International Business & Management The world economy© Dr Phil Kelly 14
    15. 15. International Business & Management Comparative advantage© Dr Phil Kelly 15
    16. 16. International Business & Management Value Chain Fragmentation© Dr Phil Kelly Case3 16
    17. 17. International Business & Management the Porter Diamond© Dr Phil Kelly 17
    18. 18. International Business & Management Value Add Process (activities & resources)© Dr Phil Kelly 18
    19. 19. International Business & Management Sources of competitive advantage© Dr Phil Kelly 19
    20. 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. 21. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 21
    22. 22. International Business & Management© Dr Phil Kelly 22
    23. 23. International Business & Management© Dr Phil Kelly 23
    24. 24. International Business & Management© Dr Phil Kelly 24
    25. 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. 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. 27. International Business & Management Activity ACTIVE LEARNING CASE  European Airline Industry© Dr Phil Kelly 27
    28. 28. International Business & Management Layers of the International Organization Business Environment© Dr Phil Kelly 28
    29. 29. International Business & Management Environmental Influences© Dr Phil Kelly 29
    30. 30. International Business & Management PESTLE Factors© Dr Phil Kelly 30
    31. 31. International Business & Management Political Risks & Their Impact© Dr Phil Kelly 31
    32. 32. International Business & Management Political and Economic Risk Map© Dr Phil Kelly 32
    33. 33. International Business & Management Elements of culture© Dr Phil Kelly 33
    34. 34. Copyright © Geert Hofstede BV, reproduced with permission International Business & Management Scores of cultural dimensions© Dr Phil Kelly 34
    35. 35. International Business & Management Simplified view of East & West Cluster© Dr Phil Kelly 35
    36. 36. International Business & Management Technology & Work© Dr Phil Kelly 36
    37. 37. International Business & Management Ecological Environment© Dr Phil Kelly 37
    38. 38. International Business & Management Competitive Forces© Dr Phil Kelly 38
    39. 39. International Business & Management The industry life cycle© Dr Phil Kelly 39
    40. 40. International Business & Management Assets which drive value© Dr Phil Kelly 40
    41. 41. International Business & Management SWOT Analysis© Dr Phil Kelly 41
    42. 42. International Business & Management Positioning versus resource-based perspective© Dr Phil Kelly 42
    43. 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. 44. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 44
    45. 45. International Business & Management Activity ACTIVE LEARNING CASE © Dr Phil Kelly 45
    46. 46. International Business & Management© Dr Phil Kelly 46
    47. 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. 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. 49. International Business & Management Activity ACTIVE LEARNING CASE  Li & Fung© Dr Phil Kelly 49
    50. 50. International Business & Management A dual approach to (profit) goal achievement© Dr Phil Kelly Adapted from Grant (1991) 50
    51. 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. 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. 53. International Business & Management Strategy process© Dr Phil Kelly 53
    54. 54. International Business & Management Multi-business organization© Dr Phil Kelly 54
    55. 55. International Business & Management Choosing corporate scope© Dr Phil Kelly 55
    56. 56. International Business & Management Market-entry© Dr Phil Kelly 56
    57. 57. International Business & Management Competitive strategies© Dr Phil Kelly 57
    58. 58. International Business & Management Strategy Model© Dr Phil Kelly 58
    59. 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. 60. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 60
    61. 61. International Business & Management END© Dr Phil Kelly 61
    62. 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. 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. 64. International Business & Management Activity ACTIVE LEARNING CASE  Texas Instruments© Dr Phil Kelly 64
    65. 65. International Business & Management Thinking and behaving with principles© Dr Phil Kelly 65
    66. 66. International Business & Management Desirable employee behaviours© Dr Phil Kelly 66
    67. 67. International Business & Management Stakeholder model© Dr Phil Kelly 67
    68. 68. International Business & Management Sources of unethical & undesirable behaviour in the value Chain© Dr Phil Kelly 68
    69. 69. Adapted from Mitchell, Agle & Wood 1997 International Business & Management Stakeholder identification model© Dr Phil Kelly 69
    70. 70. International Business & Management Decision-making considerations© Dr Phil Kelly 70
    71. 71. International Business & Management Components of CSR© Dr Phil Kelly 71
    72. 72. International Business & Management CSR Initiatives© Dr Phil Kelly 72
    73. 73. International Business & Management Issues addressed in codes of conduct© Dr Phil Kelly 73
    74. 74. International Business & Management Establishing an ethical infrastructure© Dr Phil Kelly 74
    75. 75. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 75
    76. 76. International Business & Management© Dr Phil Kelly 76
    77. 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. 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. 79. International Business & Management Generic change model© Dr Phil Kelly 80
    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. 81. International Business & ManagementProposed by Leavitt (1965) The organisational system model© Dr Phil Kelly 82
    82. 82. Source: Nadler and Tushman (1989) International Business & Management Organization Model© Dr Phil Kelly 83
    83. 83. Burke and Litwin (1992) International Business & Management A model of organizational performance and change© Dr Phil Kelly 84
    84. 84. International Business & Management Three staged change process© Dr Phil Kelly 85
    85. 85. International Business & Management Force field analysis© Dr Phil Kelly 86
    86. 86. International Business & Management Planned approach to change© Dr Phil Kelly 87
    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. 88. International Business & Management Factors affecting change difficulty© Dr Phil Kelly 89
    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. 90. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 91
    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. 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. 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. 94. International Business & ManagementLeadership –v- management roles & functions© Dr Phil Kelly 96
    95. 95. International Business & Management Leader-follower relationship© Dr Phil Kelly 97
    96. 96. International Business & Management Network development, interactions & resources© Dr Phil Kelly 98
    97. 97. International Business & Management Power & Influence© Dr Phil Kelly 99
    98. 98. International Business & ManagementMotivating Others International Business & Management © Dr Phil KellyInternational Business & Management 104
    99. 99. International Business & Management Maslows Hierarchy of Needs© Dr Phil Kelly 105
    100. 100. International Business & Management two factor theory of motivation© Dr Phil Kelly 106
    101. 101. International Business & Management Equity theory© Dr Phil Kelly 107
    102. 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. 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. 104. International Business & Management Motivating Workers© Dr Phil Kelly 111
    105. 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. 106. International Business & Management Any questions International Business & Management © Dr Phil KellyInternational Business & Management 114
    107. 107. International Business & Management© Dr Phil Kelly 115
    108. 108. International Business & Management© Dr Phil Kelly 116
    109. 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. 110. International Business & Management Human capital characteristics© Dr Phil Kelly 118 (adapted from Lepak and Snell 2002)
    111. 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. 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. 113. International Business & Management Human Capital & Competitive Advantage© Dr Phil Kelly 122 (adapted from Wright, Dunford and Snell 2001)
    114. 114. International Business & ManagementHUMAN RESOURCE PHILOSOPHY & POLICY© Dr Phil Kelly 123
    115. 115. International Business & Management Factors affecting IHRM Policies & Practices – a contingency model© Dr Phil Kelly 124
    116. 116. International Business & Management Approach to IHRM Policy & Practice© Dr Phil Kelly 125
    117. 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. 118. International Business & Management Staffing Strategies© Dr Phil Kelly 128
    119. 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. 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. 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. 122. International Business & Management©HRM systems Dr Phil Kelly & Organizational Performance 133 (adapted from Katou and Budhwar (2006))
    123. 123. International Business & Management Determining the right HRM approach© Dr Phil Kelly 134
    124. 124. International Business & Management International Business & Management © Dr Phil KellyInternational Business & Management 137
    125. 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. 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. 127. International Business & Management© Dr Phil Kelly 140
    128. 128. International Business & Management Activity ACTIVE LEARNING CASE  Diversity in Broadcasting© Dr Phil Kelly 141
    129. 129. International Business & Management SOCIAL IDENTITY THEORY (SIT)© Dr Phil Kelly 142
    130. 130. International Business & Management Perception International Business & Management © Dr Phil KellyInternational Business & Management 143
    131. 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. 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. 133. International Business & Management The process of Perception© Dr Phil Kelly 146
    134. 134. International Business & Management „World-views‟© Dr Phil Kelly 147
    135. 135. International Business & Management Perception… International Business & Management © Dr Phil KellyInternational Business & Management 148
    136. 136. International Business & Management© Dr Phil Kelly 149
    137. 137. International Business & Management Generalisations from population characteristics© Dr Phil Kelly 150
    138. 138. International Business & ManagementTHE BUSINESS CASE FOR DIVERSITY & DIVERSITY INITIATIVES International Business & Management © Dr Phil Kelly International Business & Management 151
    139. 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. 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. 141. International Business & Management integration of identity groups© Dr Phil Kelly 155
    142. 142. International Business & Management Homosocial reproduction – driving out diversity© Dr Phil Kelly 156
    143. 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. 144. International Business & Management Elements of culture© Dr Phil Kelly 158
    145. 145. International Business & ManagementThe web of cultural determinants© Dr Phil Kelly 159
    146. 146. International Business & Management WORKING INMULTICULTURAL & DIVERSE GROUPS & WITH OTHER CULTURES International Business & Management © Dr Phil Kelly International Business & Management 160
    147. 147. International Business & Management BUILDING CROSS-CULTURAL COMPETENCE© Dr Phil Kelly al (2006)adapted from Johnson et 161
    148. 148. International Business & ManagementOrganizational Culture International Business & Management © Dr Phil Kelly International Business & Management 163
    149. 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. 150. International Business & Management International Business & Management © Dr Phil KellyInternational Business & Management 165
    151. 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. 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. 153. International Business & Management Activity ACTIVE LEARNING CASE  BP© Dr Phil Kelly 168
    154. 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. 155. International Business & Management Organizational relationship types© Dr Phil Kelly 170
    156. 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. 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. 158. International Business & Management The contingency approach© Dr Phil Kelly 173
    159. 159. International Business & Management External environment© Dr Phil Kelly 174
    160. 160. International Business & Management Internal Environment: STRATEGY & STRUCTURE© Dr Phil Kelly 175
    161. 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. 162. International Business & Management SIMPLE DESIGNS© Dr Phil Kelly 177
    163. 163. International Business & Management Designs & Structures for international organizations© Dr Phil Kelly 178
    164. 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. 165. International Business & Management© Dr Phil Kelly 180
    166. 166. International Business & Management Types of organization structure© Dr Phil Kelly 181
    167. 167. International Business & Management THE DETERMINATION OF ORGANIZATIONAL STRUCTUREThe Integration-Responsiveness Framework –© Dr Phil Kelly 182source: Devinney, Midgley and Venaik (2000)
    168. 168. International Business & Management Activity Organizational chart  create an organizational chart© Dr Phil Kelly 183
    169. 169. International Business & Management© Dr Phil Kelly 184
    170. 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. 171. International Business & ManagementCOORDINATION & CONTROL MECHANISMS IN INTERNATIONAL BUSINESS International Business & Management © Dr Phil Kelly International Business & Management 187
    172. 172. International Business & Management COORDINATION MECHANISMS  Hierarchy/design/structure  Formalization  Liaison roles  Task forces  Informal networks© Dr Phil Kelly 188
    173. 173. International Business & Management Establishing a control framework© Dr Phil Kelly 189 adapted from Simons (1995)
    174. 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. 175. International Business & Management Fitting formal & informal control with environmental needs© Dr Phil Kelly 191
    176. 176. International Business & Management Co-ordination & control mechanisms© Dr Phil Kelly 192
    177. 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. 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. 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. 180. International Business & Management MANAGING GLOBAL BUSINESS PROCESSES (GBP)© Dr Phil Kelly 199
    181. 181. International Business & Management Activity ACTIVE LEARNING CASE  Dell Inc.© Dr Phil Kelly 200
    182. 182. International Business & Management Path© Dr Phil Kelly 201
    183. 183. International Business & Management PROCESSES© Dr Phil Kelly 202
    184. 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. 185. International Business & Management Process Hierarchy© Dr Phil Kelly 204
    186. 186. International Business & Management Concepts relating to processes© Dr Phil Kelly 205 (adapted from ISO9000:2005)
    187. 187. International Business & Management Process Structure© Dr Phil Kelly 206
    188. 188. International Business & Management Process modelling benefits© Dr Phil Kelly 207
    189. 189. The Job Application Process© Dr Phil Kelly
    190. 190. © Dr Phil Kelly
    191. 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. 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. 193. International Business & Management© Dr Phil Kelly 212
    194. 194. International Business & Management© Dr Phil Kelly 213
    195. 195. International Business & ManagementSTRATEGIES FOR IMPROVING GBP International Business & Management © Dr Phil Kelly International Business & Management 214
    196. 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. 197. International Business & Management Approaches to BPI© Dr Phil Kelly 216 adapted from Ashayeri, et al (1998)
    198. 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. 199. International Business & Management Transformation process congruence model© Dr Phil Kelly 218
    200. 200. International Business & Management BPR Framework© Dr Phil Kelly 220
    201. 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. 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. 203. International Business & Management© Dr Phil Kelly 223
    204. 204. International Business & Management© Dr Phil Kelly 224
    205. 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. 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. 207. International Business & Management Key organizational resources© Dr Phil Kelly 227
    208. 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
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