Slaid pembentangan YBhg Tan Sri Datuk Academician Ir. Dr. Ahmad Zaidee Laidin, FASc, Pengerusi Majlis Lembaga Pengarah Universiti Awam (LPU) merangkap Ahli Lembaga Penasihat AKEPT semasa Konvensyen Pentadbir Universiti Awam 2016 di AKEPT pada 20 Ogos 2016.
Slaid pembentangan YBhg Tan Sri Datuk Academician Ir. Dr. Ahmad Zaidee Laidin, FASc, Pengerusi Majlis Lembaga Pengarah Universiti Awam (LPU) merangkap Ahli Lembaga Penasihat AKEPT semasa Konvensyen Pentadbir Universiti Awam 2016 di AKEPT pada 20 Ogos 2016.
GENERAL INFORMATION
Instructor:
Alfonso Lovo, MBA, MIB
Phone: (305) 305-2791
Office: Mango 400
Fax: (305) 348 - 1763
Office Hours:
By phone or e-mail anytime, and by
appointment.
E-mail: Please use course mailbox
48 hour response time (Excluding
weekends)
COURSE DESCRIPTION
MAN4633 – This course is designed to prepare students with the tools and terminology to
understand the marketing practices of businesses seeking opportunities internationally. Using a
mixture of text, case studies and discussions, students will gain awareness of the importance of
global marketing and will
The approach in the course is to build on and extend the principles learned in the International
Business (MAN 4602). This course consists of three parts (or modules). The first module
focuses on strategic imperatives that face Multinational Corporations (MNC’s) each day. The
second part deals with the organizational challenges and roadblocks encountered by MNC’s.
The last module covers the managerial implications when implementing a strategy.
The course focuses on decision making in a global context and requires both analytical and
quantitative skills to analyze problems.
COURSE OBJECTIVES
The course emphasizes analysis of problems in managing joint ventures, licensing, barter, and
technology transfer. Its goal is to provide an overview of the strategic management and
international business concepts that frame strategic activity within MNCs through the analysis of
competitive business strategies in global and multi-domestic industries.
The first module will begin by taking a brief introductory look at the formulation and
implementation of corporate and business level strategy with particular reference to the global
competitive environment. This analysis will be given a global focus and the student will be asked
to consider the development of alternative strategic configurations designed to exploit and
defend global competitive advantage.
The second module of the course will focus on the internationalization process. This refers to a
firm's gradually increasing involvement in foreign operations, from fortuitous exports to the
emergence of a truly global firm. This entails not only an examination of the process itself over a
period of time, but also detailed discussion and analysis of the various forms of entry such as
licensing, franchising, equity joint ventures, and the development of wholly-owned subsidiaries.
Attention is given to the formulation and implementation of these mode-of-entry strategies and
the challenges that are typically encountered along the way.
The final module of the course will address a series of implementation issues unique to
international business strategy. This will include problems associated with parent-subsidiary
relationships, issues in formulating global organizational structures, strategies for managing
political and e ...
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
This presentation gives an introduction to Rio Tinto\'s journey with its Community of Practice initiative, with lessons learned both from the initiative itself and other companies. It features a YouTube CoP success story - contact mark.bennett@learningcollaboration for further details.
I was asked by the Director of the Academy of HRD, Ahmedabad to design a course on International HR Management for the Academy\'s Fellow students, and invite your feedback and suggestions for enriching the course.
Uday salunkhe pedagogical changes and challengesudaysalunkhe
This article gives an in depth analysis on the Pedagogical Changes And Challenges For The Future Growth Of Decision Sciences. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
The world of work has changed beyond recognition in recent years, with commentators predicting that we are on the precipice of a seismic shift not seen since the industrial revolution.
Of course no-one knows exactly what lies ahead – but one of the few certainties to emerge is that if nothing else, the future will definitely be global.
GENERAL INFORMATION
Instructor:
Alfonso Lovo, MBA, MIB
Phone: (305) 305-2791
Office: Mango 400
Fax: (305) 348 - 1763
Office Hours:
By phone or e-mail anytime, and by
appointment.
E-mail: Please use course mailbox
48 hour response time (Excluding
weekends)
COURSE DESCRIPTION
MAN4633 – This course is designed to prepare students with the tools and terminology to
understand the marketing practices of businesses seeking opportunities internationally. Using a
mixture of text, case studies and discussions, students will gain awareness of the importance of
global marketing and will
The approach in the course is to build on and extend the principles learned in the International
Business (MAN 4602). This course consists of three parts (or modules). The first module
focuses on strategic imperatives that face Multinational Corporations (MNC’s) each day. The
second part deals with the organizational challenges and roadblocks encountered by MNC’s.
The last module covers the managerial implications when implementing a strategy.
The course focuses on decision making in a global context and requires both analytical and
quantitative skills to analyze problems.
COURSE OBJECTIVES
The course emphasizes analysis of problems in managing joint ventures, licensing, barter, and
technology transfer. Its goal is to provide an overview of the strategic management and
international business concepts that frame strategic activity within MNCs through the analysis of
competitive business strategies in global and multi-domestic industries.
The first module will begin by taking a brief introductory look at the formulation and
implementation of corporate and business level strategy with particular reference to the global
competitive environment. This analysis will be given a global focus and the student will be asked
to consider the development of alternative strategic configurations designed to exploit and
defend global competitive advantage.
The second module of the course will focus on the internationalization process. This refers to a
firm's gradually increasing involvement in foreign operations, from fortuitous exports to the
emergence of a truly global firm. This entails not only an examination of the process itself over a
period of time, but also detailed discussion and analysis of the various forms of entry such as
licensing, franchising, equity joint ventures, and the development of wholly-owned subsidiaries.
Attention is given to the formulation and implementation of these mode-of-entry strategies and
the challenges that are typically encountered along the way.
The final module of the course will address a series of implementation issues unique to
international business strategy. This will include problems associated with parent-subsidiary
relationships, issues in formulating global organizational structures, strategies for managing
political and e ...
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
This presentation gives an introduction to Rio Tinto\'s journey with its Community of Practice initiative, with lessons learned both from the initiative itself and other companies. It features a YouTube CoP success story - contact mark.bennett@learningcollaboration for further details.
I was asked by the Director of the Academy of HRD, Ahmedabad to design a course on International HR Management for the Academy\'s Fellow students, and invite your feedback and suggestions for enriching the course.
Uday salunkhe pedagogical changes and challengesudaysalunkhe
This article gives an in depth analysis on the Pedagogical Changes And Challenges For The Future Growth Of Decision Sciences. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
The world of work has changed beyond recognition in recent years, with commentators predicting that we are on the precipice of a seismic shift not seen since the industrial revolution.
Of course no-one knows exactly what lies ahead – but one of the few certainties to emerge is that if nothing else, the future will definitely be global.
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http://sandymillin.wordpress.com/iateflwebinar2024
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
International hrm
1. 4.4.2 INTERNATIONAL HRM
1. GENERAL INFORMATION
No. of Credits per week 4
No. of Hours per week 4
2. PERSPECTIVE OF THE COURSE
A challenging aspect of HRM in most firms with multinational operations is the multicultural
nature of their work force, which is further compounded by its geographical dispersion. In
addition, HRM like so many other managerial functions, takes place not in vaccum but
within the overall internal organisational environment and the external national and
international context in which the company operates an attempt is made to know the
insight of IHRM.
3. COURSE OBJECTIVES AND OUTCOMES
OBJECTIVES
- To be able to assess the extent to which multinational companies can have
company wide HRM strategies,policies and practices
OUTCOMES
- By the end of this course, a student would learn a perview of the major challenges
that MNC’s face and to be familiar, through a real life case study, with some of the
HRM issues faced by staff in a foreign subsidiary of a major multinational company
4. COURSE CONTENT AND STRUCTURE
1
MODULE 1: 8 HOURS
International HRM - Domestic HRM v/s IHRM - Managing International activities -
Human Resource Planning - International recruitment and selection - Training and
development of expatriates – M & A –Integration of acquired employees in newer
cultures, Global Mobilty and HR-International postings
2.
3. 2
MODULE 2 : 10 HOURS
Repatriation – Expatriation and repatriation - Selection methodology of expatriation -
Process of repatriation, job related adjustments, organisational development -
International compensation: components, objectives and methods of compensation -
Taxation decisions - Changing trends in International employment.
3
MODULE 3: 10 HOURS
Managing HR in Virtual Organisation: Meaning and types of virtual organisations -
Difference between traditional and virtual organisations - Features of virtual
organisation - Managing HR in virtual organisations - Challenges of International
performance management - Career Management& International HRM
4
MODULE 4: 10 HOURS
Knowledge management and International management development - Knowledge
and Knowledge transfer - Knowledge and situated cognition - Implications for
knowledge transfer - Knowledge management in MNCs - Knowledge management and
IHRM -Changing scope of International management development - International
manager roles: development implications, international management development
initiatives, Future developments
5
MODULE 5: 10 HOURS
IHRM Strategies and Developments - Managing diversity - Linking corporate and HRM
strategy - Total quality in HRM - Scope of TQM - Comparison of Traditional and TQHRM
approaches - Barriers to TQHRM - HR project planning - Importance of computerised
information system - Conflict management - Human rights movement and IHRM,
Experiences of Japan and China
6
MODULE 6: 8 HOURS
Case Studies - Ethics and challenges in IHRM - Role of international education in IHRM -
UNO and IHRM - Business leaders as global citizens - Futuristic view of IHRM - socio
cultural factors and ethical issues in BPO Industry - Adventurous training - Problems of
4. women expatriates - Globalisation and senior citizens – BPO and IHRM
5. PEDAGOGY
- Lectures
- Practical Excises – Individual and Group
- Case Studies
6. TEACHING/LEARNING RESOURCES
ESSENTIAL READINGS
1. Tony Edwards, Chris rees: International Human Resource Management, Pearson,
latest edition.
2. Dowling : International Human Resource Management,
3. IndraniMutsuddi: Managing Human Resources in the Global Context, New ade
international publishers, latest edition
4. P.Subbarao : International Human Resource Management,HPH,latest edition