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EFREI Management Module

EFREI Management Module. Course Introduction Dr. A. William Musgrave Fall 2011. Course Description.

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EFREI Management Module

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  1. EFREI Management Module Course Introduction Dr. A. William Musgrave Fall 2011

  2. Course Description • In this module, we will focus on international business management, while taking an eclectic approach to introduce a variety of topics that include the global environment of business, cross-cultural studies, culture and business management, small businesses, entrepreneurship, negotiation, and business ethics. • The module will provide students with a broad perspective of management, in particular the innovative management thinking that is an imperative in today’s global economy. • Throughout, we will emphasize an entrepreneurial leadership approach and the ability to negotiate and navigate complex international business issues in a multicultural environment.

  3. REQUIRED READING • Textbook – Cullen, J.B. and K.P. Parboteeah, Multinational Management: A Strategic Approach. 5th ed. Mason, Ohio: South-Western College Publishing, 2010 (ISBN: 9781439080658). In addition, the instructor will bring other materials to the class as deemed necessary. • Business Periodicals – It is important that in addition to studying the textbook and other course materials students read business periodical such as the Wall Street Journal, Forbes, Business Week, or The Economist.

  4. TEACHING METHODS AND CLASS CONDUCT • The course will inter-mingle lectures with case analyses. Emphasis is placed on the practical implications and applications. • In order to achieve maximum benefits from this course, students are expected to be thoroughly prepared BEFORE each session of the class. • Preparation includes prior reading of the textbook chapter(s), and the case(s) for the class meeting. Such preparation is particularly important in such an intensive session course. • Class participation is absolutely essential.

  5. Course Requirements • Exams - There will be two in-class closed book exams, Mid-Term and Final Exam, with both multiple-choice/true-false objective questions and essay questions. • Homework Assignments -There will be two individual homework assignments, which usually involve discussion of some topics and answers to a few topical questions. These will be assigned as the course progresses. Each assignment will require each student to write a two to three page paper. • Group Case Analysis Reports -There will be a required group case analysis written report and in-class presentation with five to six people per group. Failure to complete the group case project will result in an automatic “F” for the entire course. Making sure that you are part of a group is also a requirement. Groups will be formed on a voluntary basis. Instructions and requirements for the group case project will be provided separately. The group project involves group in-class presentation and a group case analysis report of 15 pages in length (not including cover pages, exhibits, tables, figures, internet printouts, etc.) due on the last day of the class. No late submission is accepted.

  6. Final Course Grade Criteria

  7. Grade Distribution A+: 98%-100%, A: 94%-97%, A-:93%-90% B+: 89%-87%, B: 86%-84%, B-: 83%-80% C+: 79%-77%, C: 76%-74%, C-: 73%-70% D+: 69%-67%, D: 66%-64%D-: 63%-60% F: Below 60%

  8. TENTATIVE COURSE SCHEDULE • Wk1: Course introduction and overview of the global environment and international management • Wk2: Culture and international management • Wk3: Cultural models and international negotiations • Wk4: Context of international management • Wk5: Strategic management • Wk6: Multinational participation strategies • Wk7: Innovation, creativity, and entreprenuership • Wk8: Small business and global entrepreneurship • Wk9: International human resources management • Wk10: Silicon Valley and high technology management • Wk11: Student Group Presentations • Wk12: Student Group Presentations. Final Exam

  9. Background on InstructorDr. A. William Musgrave, Jr. • Global management experience in entrepreneurship and innovation, multicultural leadership, technology transfer, mergers and acquisitions, and has had P&L responsibility for a multinational electronics unit of a publicly traded company. Also experienced in quality transformations, corporate training, and nonprofit management. • Throughout professional career, has been active in higher education and has taught at several universities in the U.S., lectured at universities in India, China, and Japan, and spoken at technology conferences in Asia, Europe, and Latin America. • Research interests are in global entrepreneurship, innovation, organizational leadership, and corporate governance. • In addition to lecturing at San Jose State University, he is a professor of management at Silicon Valley University where he teaches international students from Asia. • Former U.S Navy Captain in the Supply Corps. • MBA and DBA degrees from The George Washington University in Washington, DC.

  10. Instructor Contact Information • Phone: (408) 924-8024 • Email: william.musgrave@sjsu.edu • Website: http://www.cob.sjsu.edu/musgrave_w

  11. ACKNOWLEDGEMENT The Instructor wishes to acknowledge and express his gratitude to Dr. William Y. Jiang, Chairman of the Organization and Management Department, College of Business, San Jose State University in providing important advice and suggested course materials for the teaching of this EFREI Module in Management with a focus on entrepreneurship and negotiation.

  12. Chapter Cases in Multinational Management…The 5 Student Research Teams to Each Select One Case for Analysis • Yahoo and Customer Privacy (A) (Cullen p. 28) • Organizational and National Cultures in a Polish – US Joint Venture (p. 74) • Cross-Cultural Negotiation: Americans Negotiating a Contract in China (p. 564) • Google in China (p. 105) • Ethics of Offshoring: Novo Nordisk and Clinical Trials in Emerging Economics (p. 138) • Harley-Davidson, Inc.: Troubled Times Increase H-D’s Reliance on International Sales (p. 193) • Polaris 2008, (p. 233) • Aregak Micro-Credit Organization in Armenia (p. 267) • Tata Motors and Fiat Auto: Joining Forces (p. 369) • The Road to Hell (p. 468) • People Management, The Mantra for Success: The Case of Singhania and Partners (p. 509)

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