MGT 610 - Course Schedule Spring 2005
Readings, Assignments, and Lecture Notes

          MGT 610-001 meets Mondays and Wednesdays from 12:30-1:45 p.m. The schedule is laid out accordingly.

          MGT 610-401 meets weekly on Wednesdays from 6:00-8:30 p.m. Students are responsible for material scheduled on both Monday and Wednesday below.

Back to MGT 610 Welcome Page

This page was last updated on 25 APR 2005. Please direct questions and comments regarding this page to walter.ferrier@uky.edu

Monday Session

Wednesday Session

 

JAN 12

 

Introduction - Discussion of Syllabus, etc.

 

 

JAN 17

 

M. L. King Day – No Class

JAN 19

 

Issue Exploration/News assignment

 

  • Find article about some aspect of global management
    • Context of global management
    • What companies/industries are doing
    • Effects of global/international firm activities or government policies, etc.
  • Be prepared to discuss in class
    • What?
    • So What?
    • Now What?

 

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?

 

JAN 24

 

Going Global

 

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)

 

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

 

FEB 7

 

Economic Integration

 

Reading: Are regional trade agreements a good idea? (The Economist, OCT 1, 1998)

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.?

 

FEB 14

 

Entry Modes

 

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?

 

FEB 21

 

The Competitive Environment

 

Reading: Global Strategy…In a World of Nations? (Sloan Mgt Review)

Article: Cracking China’s Market (WSJ)

 

 

FEB 23

 

International Strategy

Text Ch. 8: 36-59 (International Strategy Formulation)

Article: Boss Talk – One Size Doesn’t Fit All, Limits to Globalization (WSJ)

 

Organizational Structure

 

Text: Ch. 9: 60-80 (The Impact of Globalization on the Organization of Activities)

 

FEB 28

 

CEO Lecture: John Allison (CEO, BB&T Bank)

“Leadership and Values”

 

o      1:00 – 2:15 p.m.

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

 

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?

 

MAR 14-18

 

Spring Break

 

 

MAR 21

 

International Joint Ventures

 

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

 

MAR 28

 

FINS Briefing and Kick-off

 

Article: MNCs vs. Multilatinas (s+b)

 

 

MAR 30

 

FINS Kick-off

 

 

MAR 31-APR 10

 

FINS:

 

 

APR 11

 

FINS: 

 

APR 13

 

Global Leadership: New Challenges, New Mandates

 

Text Ch. 7: 81-99 (The Global Manager)

Web: The New Global Business Manager

 

 

APR 18

 

The Social Environment

 

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 Flipper Seal of Approval

Web:  Nike Sweatshop Watch

Web Corporate Social Responsibility Forum

Web Ethical Trade Initiative

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?

 

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

Web Managing Expatriates I

Web:   Managing Expatriates II

 

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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