MGNT 981- Subject Outline=Summer 2020 PDF

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Postgraduate Program Subject Outline Faculty of Business http://my.uowdubai.ac.ae

SUBJECT NAME: Course code:

MGNT981

Section:

1

Credit Points:

6

Year

2020

Session

Summer 2020

Duration:

6 weeks

Pre-requisite(s)

Co-requisite(s)

Mode of Delivery:

Distance

Final Exam Passing Requirement:

50%

* This subject has been adjusted for distance delivery in 2020 due to the COVID-19 Pandemic

LECTURE INFORMATION Day:

Tuesday & Saturday

Time:

18.00-21.30 Virtual-Webex-

Location:

Educator’s Name:

Dr.Ozan Koseoglu

Building & Office No:

Block 14- 3.16

E-mail Address: Consultation:

[email protected]

Tuesday & Saturday-16.00-18.00- Webex & Emailht t ps : / / uow. webex . c om/ meet / oz an

Subject Outline Template PG

Page 1

1

SUBJECT DESCRIPTION MGNT 981 discusses the management of people in multi-national enterprises, and the implications of both internal factors such as culture and structure, and external factors such as the competitive environment. The subject explores topics such as leadership, motivation, communication, performance management, diversity and corporate social responsibility as practiced in multinationals. Students relate academic theory to real world contexts and examples. Students are encouraged to think, to analyse, to discuss, to research, and to propose solutions to the issues they analyse. Students are also encouraged to link what they learn in other subjects to what they learn in this subject.

2 Contribution to Program learning outcomes (PLO) The activities in this course contribute to achieving the following program learning outcomes Program XYZ PLO1

Critically review financial, human resource, economic and environmental requirements for professional practice in the engineering industry.

PLO2

Function as an effective member of a multidisciplinary team and demonstrate professional and ethical leadership skills.

LO1 LO2

Course ABC Upon successful completion of this subject, a student should be able to: Understand and evaluate from different perspectives the practices used to manage people in multi-national enterprises Explain how external factors and business criteria influence decisions made by multi-national enterprises with regard to how they manage their people

LO3

Appreciate the ethical issues in managing multinational organizations and the value and challenge of managing diversity

PLO1 PLO2 



 LO4

Integrate students’ learning in appropriate business and academic writing 

3. SUBJECT SCHEDULE Session

Lecture Topic(s)

Learning

Session

Delivery

Subject Outline Template PG

Related supporting Page 2

Assessment

Outcomes Introduction

1, 2

Type

format

materials

Formative (F) Summative (S)

Lecture

Distance

Chapter 1-Textbook

Distance

Chapter 3-Textbook

Assessing the environment: political, economic, legal, technological. Globalization and its effects on MNCs

1

Regional trading blocs Assessment and management of political risk for MNCs

2

Common, Civil and Islamic Law Understanding the Role of Culture

1,2

Lecture

Case for classroom discussion: Apple’s iPhones

Impact of Societal, National and Organizational culture on MNCs

3

Hofstede’s value dimensions Managing interdependence: Social responsibility and ethics

1, 2, 3

Lecture

Distance

Chapter 2-Textbook

1,2,3

Lecture

Distance

Chapter 4-Textbook

The social responsibility of MNCs MNC responsibility towards human rights Managing subsidiary- host country interdependence Local embeddedness: social and economic impacts

4

Communication across cultures Focus: Corporate communications

Subject Outline Template PG

Page 3

5

Cross-cultural negotiation and decision-making Understanding negotiation styles Using Internet to support negotiations

1,2,3,4

Lecture

Distance

Chapter 5-Textbook

6

Formulating strategy

1,2,3,4

Lecture

Distance

Chapter 6-Textbook

1,2,3,4

Lecture

Distance

Chapter 7-Textbook

1,2,3,4

Lecture

Distance

Chapter 8-Textbook

Week 3-Quiz 1

Reasons for going International Global and International strategies Entry strategies

7

Global alliances and strategy implementation Motivation s and Benefits Implementing alliances between SMEs and MNCs

8

Organisational structure and control systems The MNC as a distributed network

Assignment 2: Report Submission Assignment 2: Presentations

Integrated global structures Organizing to “Be global, act local” Direct and Indirect coordinating mechanisms

9

Staffing, training and compensation

1,2,3,4

Lecture

Distance

Chapter 9-Textbook

Expatriate selection and Performance management for subsidiary units

Week 5-Quiz 2

Assignment 2: Presentations

Subject Outline Template PG

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Expatriate training and development Training and compensating host country nationals

10

Developing a Global Management Cadre

1,2,3,4

Lecture

Distance

Chapter 10-Textbook

Assignment 2: Presentations

1,2,3,4

Lecture

Distance

Chapter 11-Textbook

Assignment 2: Presentations

1,2,3,4

Lecture

Distance

Chapter 11-Textbook

Assignment 2: Presentations

Knowledge transfer between parent and subsidiary units Global management teams The impact of unions on MNCs

11

Leading and motivating multinational teams The Meaning of work and Needs hierarchy in the International context The global leaders role and environment HQ-subsidiary relationships Knowledge flows across borders

12

Leading and motivating multinational teams (contd)

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4. SUPPORTING MATERIALS Books, Articles, Videos, Podcasts, etc. will be available on our Learning Management System (LMS)

4.1

ACCESS TO SUPPORTING MATERIALS

THE UNIVERSITY USES MOODLE AS A LEARNING MANAGEMENT SYSTEM (LMS) TO SUPPORT ALL COURSEWORK SUBJECTS. THE SUBJECT SITE AND SUPPORTING MATERIALS CAN BE ACCESSED VIA: https://moodle.uowplatform.edu.au/ and via the library

site 4.2

REQUIRED TEXTS (TEXT BOOK)

DERESKY, H. I NTERNATIONAL MANAGEMENT: MANAGING ACROSS BORDERS AND CULTURES: TEXT AND CASES, 9TH ED, PEARSON, NEW JERSEY.

4.3 RECOMMENDED READINGS ABDELKARIM, A 2001, E M P L O Y M E N T AND EMPLOYABILITY IN A SMALL OIL ECONOMY: THE UAE. SHAKER PUBLICATIONS, NETHERLANDS. ADLER, N & GUNDERSEN, A 2007, ‘M ULTINATIONAL DECISION-MAKING’, IN INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOR, 5TH EDN, CENGAGE, MASON, OH. DOWLING, P ET AL. 2009, ‘P ERFORMANCE M ANAGEMENT’, IN INTERNATIONAL HUMAN RESOURCE MANAGEMENT: MANAGING PEOPLE IN A MULTINATIONAL CONTEXT, THOMSON/SOUTH-WESTERN, MASON, OH. FRANCESCO, AM & GOLD, BA 2005, INTERNATIONAL ORGANIZATIONAL BEHAVIOUR, PEARSON. E-Readings 1.

BALOGUN, J 2007, ‘THE P RACTICE OF ORGANISATIONAL RE-STRUCTURING : FROM DESIGN TO REALITY’, EUROPEAN MANAGEMENT JOURNAL, VOL.25, NO.2, PP81-91.

2.

BRETT, J, ET AL 2006, ‘MANAGING MULTICULTURAL TEAMS’, HARVARD BUSINESS REVIEW, VOL. 84, NO. 11, PP84-91.

3.

CALIGIURI, P, IBRAIZ, T, & JACOBS, R 2009, ‘SELECTION FOR INTERNATIONAL ASSIGNMENTS’, HUMAN RESOURCE MANAGEMENT REVIEW, VOL. 19, PP251–262.

4. FRAY, AM 2007, ‘ETHICAL

BEHAVIOR AND SOCIAL RESPONSIBILITY IN ORGANIZATIONS : PROCESS AND EVALUATION’,

MANAGEMENT DECISION, VOL. 45, NO. 1, PP76-88. 5.

GANDOLFI, F 2007, ‘DOWNSIZING, CORPORATE SURVIVORS, AND EMPLOYABILITY-RELATED ISSUES: A EUROPEAN CASE STUDY’, JOURNAL OF AMERICAN ACADEMY OF BUSINESS, VOL.12, NO.1, PP50-56.

6.

GROTHAUS, C 2015, ‘ADAPTING HR CONCEPTS OF GERMAN MNCS TO THAI SUBSIDIARIES’, INTERNATIONAL JOURNAL OF BEHAVIOURAL SCIENCE’, VOL 10 ISS 2 PP37-52

7.

GROVES, K & FEYERHERM, A 2011, ‘LEADER CULTURAL INTELLIGENCE IN CONTEXT: TESTING THE MODERATING EFFECTS OF TEAM CULTURAL DIVERSITY ON LEADER AND TEAM PERFORMANCE’, GROUP ORGANIZATION MANAGEMENT, VOL.36, NO.5, PP535-566.

8.

HAJRO, A & PUDELKO, M 2010, ‘AN ANALYSIS OF CORE-COMPETENCES OF SUCCESSFUL MULTINATIONAL TEAM LEADERS’, INTERNATIONAL JOURNAL OF CROSS CULTURAL MANAGEMENT, VOL.10, NO.2, PP175-194.

9.

MUDAMBI, R, ET AL 2007, ‘ GLOBAL INNOVATION IN MNCS: THE EFFECTS OF SUBSIDIARY SELF-DETERMINATION AND Subject Outline Template PG

Page 6

TEAMWORK’, THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, VOL. 24, NO. 5, PP 442 – 455. 10. PETISON, P & JOHRI, L 2008, ‘ MANAGING LOCAL EMPLOYEES: EXPATRIATE ROLES IN A SUBSIDIARY’, MANAGEMENT DECISION, VOL. 46 NO. 5, PP743-760. 11. REICHWALD, R, ET AL 2005, ‘ LEADERSHIP EXCELLENCE, LESSONS FROM AN EXPLORATORY STUDY IN LARGE MULTINATIONALS’, JOURNAL OF EUROPEAN INDUSTRIAL TRAINING, VOL.29 NO.3 PP 84-198. 12. SCAAPER, J ET AL 2013, ‘HUMAN RESOURCE MANAGEMENT IN ASIAN SUBSIDIARIES: COMPARISON OF FRENCH AND JAPANESE SUBSIDIARIES’, INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, VOL 24 ISS 7 PP 1454-1470 13. SWIERCZEK, B M & SWIERCZEK F W 2018, AN INTERNATIONAL TELECOM ACQUISITION: LOST IN TRANSLATION WHEN YA’ALLA MET BOBEN YANG, DEVELOPMENT & LEARNING IN ORGANIZATIONS, VOL 32 ISS 1 PP15-18 14. WALDMAN, D, ET AL 2006, ‘CULTURAL AND LEADERSHIP PREDICTORS OF CORPORATE SOCIAL RESPONSIBILITY VALUES OF TOP MANAGEMENT: A GLOBE STUDY OF 15 COUNTRIES’, JOURNAL OF INTERNATIONAL BUSINESS STUDIES, VOL. 37, ISS. 6, PP 823 – 837.

5. ASSESSMENT 5.1

ASSESSMENT OF LEARNING OUTCOMES

Learning Outcome

Measures (Elements of Assessment)

LO1: Understand and evaluate from different perspectives the practices used to manage people in multi-national enterprises LO2: Explain how external factors and business criteria influence decisions made by multi-national enterprises with regard to how they manage their people LO3: Appreciate the ethical issues in managing multinational organizations and the value and challenge of managing diversity LO4: Integrate students’ learning in appropriate business and academic writing

5.2

Quizzes Case Report and Presentation Final Examination Quizzes Case Report and Presentation Final Examination Case Report and Presentation Final Examination

Case Report and Presentation Final Examination

ASSESSMENT TASKS

Learning Outcome LO 1 LO 2 LO 3 LO 4 Group (G)/ Individual (I) Total Marks Due Date

Assessment 3 Presentation 10% x x x x G

~Final Exam 40%

I

Assessment 2 Case Report 30% x x x x G

20 Week 3 & 5

100 Session 8/Week 4

20 Session 8 – Session 12

50

Assessment 1 Quizzes 20% x x

Subject Outline Template PG

x x x x I

Page 7

As s e s s me ntT a s k :

As s i g n me n t 1 T woQu i z z e s

T y pe :

I n d i v i d u a l

De s c r i pt i on :

Th e r ewi l l b e2q u i z z e sa t We e k3&We e k5 Ea c hq u i zwi l l b e1 0ma r k s .

L e a r ni n gOu t c omeMe a s ur e d:

1 , 2

T ot a l Ma r k s :

2 0

We i gh t i ng:

2 0 %

DueDa t e:

We e k s3 , 5

Wo r dL e n gt h( i fa pp l i c a b l e ) : Ha ndi nt o:

Mo d d l e– On l i n eQu i z

T ur nI t I ns ub mi s s i o nr e q u i r e db y :

N/ A

OUTLI NEANDREQUI REMENT S The format of each quiz will be communicated closer to the date.

As s e s s me ntT a s k :

As s i g n me n t 2

T y p e :

Gr o u p

L e a r ni n gOu t c omeMe a s ur e d:

1 , 2 , 3 , 4

T ot a l Ma r k s :

100 for the report + 20 for the presentation

We i gh t i ng:

40% ( 30% for the report and 10% for the presentation)

Da t e , Ti mea ndLo c a t i o n:

Re p o r t : Se s s i o n8 / We e k4&Pr e s e n t a t i o n : Asp e r a l l o c a t i o n . Se e e x c e l s h e e t u p l o a d e do nMo o d l ef o r s c h e d u l eo f p r e s e n t a t i o n s

Wo r dL e n gt h( i fa pp l i c a b l e ) :

2500-3000 words for the report

Ha ndi nt o:

Lecturer via Moodle

T ur nI t I ns ub mi s s i o nr e q u i r e db y :

One day before the scheduled date

OUTLI NEANDR EQUI REMENT S

Class members will organise themselves into teams of four. Each team is to analyse the allocated case and provide a written report. Your report must address the questions raised in the case, and any other analysis you deem necessary, using relevant theory and concepts discussed in class. In addition, each team is to present the main findings of the report to the rest of the class on the scheduled date. Presentations must be carried out on the assigned date, and cannot be rescheduled.

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The time allowed for the presentation is 15-20 minutes. The group will decide the most effective manner in which to present the case with the proviso that all group members must be involved in arranging and/or delivering the presentation. MARKI NGCRI T ERI A St r u c t ur e Ha sac l e a r d e s c r i p t i v et i t l ea n do b j e c t i v e s ; g o o ds t r u c t u r ea n du s eo f t h e ma t i c h e a d i n g s , t h er e p o r t fl o wsi nal o g i c a l ma n n e r .

/10

Di s c us s i ona n da r gu me n t T h ec a s eq u e s t i o n sh a v eb e e na n s we r e d ; as t r o n gg r a s po f t h er e l e v a n t t h e o r yi s d e mo n s t r a t e d ; o r i g i n a l i d e a s , d i s c u s s i o na n da n a l y s i si sg r o u n d e di nr e s e a r c ha n di s d e v e l o p e dt oal o g i c a l c o n c l u s i o n . Us eo f a p p r o p r i a t ema n a g e me n t t h e o r i e s( a t l e a s t t wod i ff e r e n t l e n s e s )a n dc o n c e p t s ; De mo n s t r a t et h ec o n n e c t i o nwi t ht h ea r t i c l e ’ s s u b j e c t . Qua l i t yof r e s e a r c h Pe e r r e v i e we da r t i c l e sa n dwe l l c r e d e n t i a l e da n dt o p i c a l s o u r c e sh a v eb e e nu s e dt o s u p p o r t t h ed e v e l o p me n t o f t h ea r g u me n t ; ami n i mu mo f 8s c i e n t i fi ca r t i c l e swa s c o mp l e t e d .

/40

Con c l u s i ona n dRe c omme n d a t i on s Re c o mme n da n yd i ff e r e n t a p p r o a c ht h a t mi g h t b et a k e nt or e s o l v et h ei s s u e , a n d e x p l a i nwh y( a b i l i t yt ol i n kc o n c e p t sa n dt h e o r i e st or e a l l i f ep r o b l e ms , a n da r g u ey o u r o p i n i o nb a s e do ne v i d e n c e )

/15

Ex pr e s s i on / Pr e s e nt a t i on T h er e p o r t i swe l l wr i t t e n , r e fl e c t i n gg o o ds p e l l i n g , g r a mma r a n ds e n t e n c e c o n s t r u c t i o n ; t h ee s s a yi sp r e s e n t e di nav e r yr e a d a b l ef o r ma t ;

/10

Re f e r e n c i ng Ac c u r a c yo f r e f e r e n c i n g( i na c c o r d a n c et h eSu mme r sa n dSmi t h( 2 0 1 0 ) Co mmu n i c a t i o nHa n d b o o k )

/10

/15

T o t a l :

/100

Each group, comprising a maximum of four students will make a presentation on the scheduled date. Please follow the below guidelines to avoid losing marks. 1) 1. The PowerPoint presentation must be submitted on Moodle, one day before the scheduled date. 2) 2. Students may please note that minutes should be kept of each group meeting related to Case Study Discussions, reflecting, amongst other things, a record of those present, agenda items, and action plans so that, should there be a dispute about social loafing in the group, a fair means of redistributing marks can be effected. These minutes should be attached to the presentation report as an appendix. 3) 3. Presentation should be up to 20 minutes (for a group of four students) and care must be taken not to exceed the time-limit, so as to avoid losing marks. 4)

Subject Outline Template PG

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5) 6) 7) 8) The marking criteria for the presentation are as given below.

Ch e c k l i s t Gr o u pma r k s

Ma r k s

Co u r s eCo n c e p t swe r ea p p l i e dt ot h et o p i ci na na p p r o p r i a t e ma n n e r Pr e s e n t a t i o nd e mo n s t r a t e da n a l y t i c a l s k i l l s Ad d i t i o n a lr e s e a r c hh a sb e e nd o n ef r o mr e f e r e e dj o u r n a l st o s u p p o r ta r g u me n t sa n df a c t s , a n dt h e s eh a v eb e e nr e f e r e n c e d a c c o r d i n gt ot h eHa r v a r dSt y l eo f Re f e r e n c i n g . Vi s u a l t o o l swe r ea ne ff e c t i v et o o l i nt h ep r e s e n t a t i o n T OT ALMARKS

F e e d b a c k 8 5 5

2 2 0

As s e s s me ntT a s k :

F i n a l Ex a m

L e a r ni n gOu t c omeMe a s ur e d:

1 , 2 , 3 , 4

T ot a l Ma r k s :

5 0

We i gh t i ng:

4 0 %

Da t e :

T ob eh e l dd u r i n gt h eo ffic i a l e x a mi n a t i o np e r i o d . Pl e a s er e f e rt ot h e Ex a mTi me t a b l ea v a i l a b l eo nt h eSt u d e n t On l i n eRe s o u r c e swe b s i t e h t t p : / / my . u o wd u b a i . a c . a e )c l o s e r t ot h ee x a mp e r i o d . (

LATE SUBMISSIONS: Please note that late submissions will incur a penalty of 20% per day, including weekends.

5.3

GRADES AWARDED

The approved grades of performance and associated ranges of marks for undergraduate subjects are: 85 – 100% High Distinction (HD) 75 – 84% Distinction (D) 65 – 74% Credit (C) 50 – 64% Pass (P) 50% Pass Supplementary (PS) 0 – 49% (and not meeting the attendance requirements) Fail (F) Not meeting the final exam passing requirements – see the Assessment Technical Fail (TF) Policy PP-REG-DB-2.1

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5.4

SATISFACTORY COMPLETION REQUIREMENTS

In order to be considered for a grade of Pass (P) or better in this subject, students must achieve the minimum required mark in the Final Examination (see page 1 for required score); students who obtain a composite mark greater than or equal to 50% but do not satisfy the Fina...