MGT 610 - Course
Schedule Spring 2005
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MGT 610-001 meets Mondays and Wednesdays from
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MGT 610-401 meets weekly on Wednesdays from
This page was last updated on 25 APR 2005.
Please direct questions and comments regarding this page to walter.ferrier@uky.edu
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Monday
Session |
Wednesday
Session |
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JAN 12 Introduction - Discussion of
Syllabus, etc. |
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JAN 17 M. L. King Day – No Class |
JAN 19 Issue Exploration/News assignment
What is Globalization and its Consequences? Web: Globalization: Who’s Up, Who’s Down? Web To be
Global is to be Happy? Web: Trade,
poverty and terrorism? |
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JAN 24 Text: Ch. 1: 1-15 (The Internationalization
Process) VIDEO:
"Made in America ... Who's the Enemy" Reading: Economic
Gains from Trade: Comparative
Advantage Article: In the Lead – Toy
Maker Survives by Moving and Icon from Ohio to China (WSJ) |
JAN 26 Overview of the International
Political Economy Video: The Economy, Stupid! (CBS 60-Minutes) Web: Policy Overview
for Japan (2001) Web: Policy Overview
for Mexico (2001) Web: Policy Overview
for the EU (2001) |
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JAN 31 Foreign
Exchange Rates (Notes) Web: The
Big Mac Index (The Economist)
Web: Let
the Dollar Drop (The Economist) The Role of Transnational
Organizations in the IPE Web: USTR’s WTO Page
(see Briefing Book & Fact Sheets, etc.) Web: What's so scary about
trade and the WTO? Web: The
WTO |
FEB 2 Managing the IPE Text: Ch. 12: 100-111 (Strengthening International
Government Relations) Video: Smith/Corona vs. Brother Video: VERs |
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FEB 7 Web: USTRs Study on the
Effect of NAFTA Web: Anti-NAFTA Web: The European Union On-line
Web: FTAA Web: Anti-FTAA |
FEB 9 Case
Report: Volkswagen CSQs: o
How does NAFTA
challenge VW to reconfigure their global/North American supply network? What is your recommended ‘flow’
for auto components, finished vehicles, cash, etc.? o
Can VW compete
in the U.S. market from outside the U.S.?
What new strategies should VW develop? o
How should VW
relocate and reconfigure its key value-adding activities, such as production,
design, marketing, supply chain, financial management, etc.? |
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FEB 14 Text: Ch. 1: 1-15 (The Internationalization
Process) Handout: Electra Web: Exporting Basics |
FEB 16 Case
Report: MontGras CSQs: o
How should
MontGras reenter the U.S. market? o
Once in, what
specific strategies and tactics should MontGras carry out to ensure success? o
What the most
important internal and external factors that drive these decisions? |
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FEB 21 Reading: Global Strategy…In a World of
Nations? (Sloan Mgt Review) Article: Cracking China’s Market (WSJ) |
FEB 23 Text: Ch. 8: 36-59 (International Strategy
Formulation) Article: Boss
Talk – One Size Doesn’t Fit All, Limits to Globalization (WSJ) Text: Ch. 9: 60-80 (The Impact of Globalization on the
Organization of Activities) |
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FEB 28 CEO
Lecture: John Allison (CEO,
BB&T Bank) “Leadership and Values” o
o
Memorial Hall |
MAR 2 Case
Report: P&G Vizir CSQs: o
Can P&G
develop a global strategy (well, actually a pan-Europe strategy) for Vizir? o
What are the important
conflicting forces that drive strategy? o
What are your
specific recommendations for the European Zone Manager for P&G’s
liquid laundry detergent business unit regarding P&G’s European
strategy choices for: o
Product
formulation o
Production
location(s) o
Packaging
variety o
Marketing and
promotion activities o
Pricing o
Distribution
channels |
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MAR 7 Case
Report: Nestles CSQs: o
Which
international strategy should Nestles adopt for its global marketing
activities? o
What type of organizational
structure should Nestles adopt (focus only on marketing activities)? o
What control
mechanisms are necessary to support your recommended marketing strategy? |
MAR 9 Case
Report: Booz-Allen & Hamilton CSQs: o Given
that it produces services, as opposed to products, how “global”
is the consulting business? o What
is the “product” being sold and what are key value chain
activities to be located and configured? o In
this industry, how do strategy/structure choices affect people? …knowledge? o Provide your detailed recommendations for
Booz’s: o
International
strategy o
Entry mode
choices o
Organizational structure o
Key value chain activities o Can
Booz develop and leverage synergies across their strategic business units
(SBUs – i.e., key practice units and industry units) to improve their
international strategy and effectiveness; or, should each SBU develop and
carry out their own strategies? |
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MAR 14-18 Spring Break |
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MAR 21 Text: Ch. 7: 16-35 (The Design and Management
of International Joint Ventures) |
MAR 23 Quiz #2 Case Report: Nora-Sakari
CSQs: Put
yourselves in a consultant’s shoes and provide both Nora and Sakari
with your specific recommendations (in a single report commissioned by the
companies) as to the motivations, structure, and modes of cooperation for
their proposed joint venture. Your
recommendations should explicitly consider:
o
What is
Sakari’s overall international strategy? What does it want? o
What is
Nora’s overall international strategy? What does it want? o
What role
should the joint venture play in facilitating each company’s intended
strategy? o
Which are the
most important negotiation issues (considering those covered in the case and
others that you come up with) and how, exactly, are they related to: o
Firm
capabilities o
Entry mode
choice o
International
strategy choices and implementation o
Timing |
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MAR 28 FINS Briefing and Kick-off Article: MNCs vs. Multilatinas (s+b) |
MAR
30 FINS
Kick-off |
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MAR 31-APR 10 FINS:
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APR 11 FINS:
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APR
13 Global Leadership:
New Challenges, New Mandates Text: Ch. 7: 81-99 (The Global Manager) Web: The New
Global Business Manager |
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APR 18 Video: Protection of Dolphins in Tuna Fishing Web: Coke: The New Nike Web: Killer
Coke Web: Coca-Cola’s Citizenship
Statement and Response Web: Starbuck’s
FairTrade Blend Web: Save the Dolphins Web: Nike Sweatshop
Watch Web: Corporate
Social Responsibility Forum Web: Business for Social
Responsibility Resource Center Web: CERES Web: Social Investment Organization Web: U.S.
State Department Country Reports on Human Rights Practices (1999
reports only) Take
Home Assignment: Pick
any international company or global industry that is significantly influenced
by one (or more) of the "social" issues that interest you.
Taking the perspective of the company's top-management team, appointed task
force, or external consulting team, be prepared to discuss the following: o
Overview and background w/respect to how the issue impacts the
company o
Describe issue in greater detail (list relevant political, legal,
social, ethical, economic, and/or strategic drivers) o
If issue not resolved, describe how issue will impact company's
international strategy, operations, value chain activities, financial
performance, etc. o
Drawing from global management concepts and frameworks, what are YOUR
strategic recommendations that simultaneously attenuates the effect of the
issue and at least maintains (and hopefully improves) current profitability
levels, market share, stock price, etc. |
APR 20 Case
Report: Levi Strauss CSQs: o
What is the
nature of the ethical/social challenges that Levis faces? o
How, exactly,
do they impact choices relating to entry mode, international strategy, supply
chain management, marketing, corporate reputation management, etc.? o
In terms of
decision making process, what should Levis do? o
In terms of entry
mode, international strategy, supplier contracts, PR, etc., what should Levis
do? |
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APR 25 The Impact of Culture on Global
Management Reading: National Culture and New Product Development
(Journal of Marketing) Web: Culture and
Organizations Web: Culture and
Global Marketing |
APR 27 Case
Report: Lincoln Electric CSQs: o
What are the
key cultural differences between Indonesia and the U.S.? o
How does
culture influence entry mode and international strategy? o
How does culture
influence organizational culture and the effectiveness of HR systems and
policies? o
With respect to
HR, what should Lincoln do? |
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