...text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a section on “Using E-Business for Global Expansion” as well as discussing “born global” companies. In Chapter 7, we added a section on strategies ...
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...Rachels, S. (2010). The Elements of Moral Philosophy (6th ed.). Boston: McGraw Hill. (We will only be using two chapters from this book. The two chapters are available at the library e-reserve). Readings: 1. Rich, L. L. (1996). How much of someone else’s work may I use without asking permission. Retrieved from http://library.findlaw.com/1996/Apr/1/127408.html 2. Carr, A. Z. 1968). Is business bluffing ethical? Harvard Business Review, 96, 143-153. 3. Friedman, M. (1970, September 13). The Social Responsibility of Business is to Increase its Profits. The New York Times Magazine. 4. Mackinnon, B. (2012) Ch. 4 Utilitarianism. In Ethics theory and contemporary issues 7th ed. (pp. 52-61). United States: Wadsworth Cengage Learning. 5. Nozick, R. (1974). Ch. 7. Distributive Justice. In Anarchy and Utopia. New York: Basic Books. 6. Mackinnon, B. (2012) Ch. 8 Virtue Ethics. In Ethics theory and contemporary issues 7th ed. (pp. 124-134). United States: Wadsworth Cengage Learning. 7. Shaw, W. S. (2008). Ch. 4 The nature of capitalism. In Business Ethics 6th ed. (pp. 121-146). Cincinnati: Thomson Wadsworth. 8....
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...BUSA 3000 / Globalization and Business Practices Wednesday 7:15pm- 9:45pm ADL 224 Fall 2013 INSTRUCTOR: Dr. Evaristo Fernando Doria Cell 408.348.4217 Email: edoria@gsu.edu Office: J. Mack Robinson College of Business / 35 Broad Street / Floor 14 / Suite 1419 Student Office Hours: Tuesday and Thursday 4:00pm to 5:00pm. Request always an appointment to edoria@gsu.edu. Email during this course for assignments and exchange of information: busafall2013wednesday@gmail.com. All emails will be answered by instructor within 7 working days. If not, please contact instructor asap. [pic] @edoriaGSU This is my Business Newsletter for my Current and Former Students. You are invited to follow it. It will provide you with information about new job opportunities, business advice, global news, and other topics. TEXT and REQUIRED READINGS: Soft Cover available at GSU Bookstore: International Business: Strategy, Management, and the New Realities by S. Tamer Cavusgil, Gary Knight, John R. Riesenberger, Pearson Prentice-Hall, 2012. (ISBN 9781269390705.) Hard Cover includes material to be taught at IB 3090 course: International Business: Strategy, Management, and the New Realities Third Edition by S. Tamer Cavusgil, Gary Knight, John R. Riesenberger, Pearson Prentice-Hall, 2012. (ISBN 9780132991261.) Also Required: Reading the business section of foreign newspapers for your assigned country and other information sources about this country (suggested places to start: http://www...
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...Northeastern University D’Amore-McKim School of Business SCHM2301 Supply Chain and Operations Management Tuesdays & Fridays 119DG 1/8-4/16 Michael Power 214 Hayden Hall Phone: 617-373-3498 Email: m.power@neu.edu Office Hours: Tuesdays & Thursdays 11:45am-1:15pm or by appointment Text: “Managing Operations Across the Supply Chain” 2nd Edition, by Swink, Melnyk, Cooper, Hartley, Publisher McGraw-Hill, ISBN: 13: 978-1-12-180339-8 All pertinent information can be found on BLACKBOARD. Course Description: The overarching course objective is to develop an in-depth understanding of integrative managerial issues and challenges related to developing and implementing a firm's Supply Chain and Operations Management Strategy. Attention is directed to the supply chain and operations mission confronted by varied types of business organizations. Supply Chain and Operations Management is positioned as a value-adding process that achieves time and place synchronization of demand stimulation and operations fulfillment. Emphasis will be placed on challenges related to providing logistical support for development of customer service standards, procurement, manufacturing, market-distribution and after-sales activities. The topics studied will span supply chain strategy, segmental positioning, service provider relationship development and maintenance, value-added services, forecasting and collaborative planning, order management, transportation, inventory...
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...Course Study Guide 2011–12 International Business Management BUSI 1493 [pic] Contents 1. Welcome 3 2. Introduction to the Course 4 2.1 Aims 4 2.2 Learning Outcomes 4 2.2.1 Knowledge and understanding of: 4 2.2.2 Intellectual Skills: 4 2.2.3 Subject practical skills: 5 2.2.4 Transferable skills: 5 2.3 Learning and teaching activities 5 3. Contact Details 5 4. Course Content 6 4.1 Session Reading 20 5. Assessment Details 21 5.1 Summary of assessment 21 5.2 Detailed description of assessment 21 6. Other Details 23 1. Welcome Welcome to the exciting world of International Business Management! In this era of globalization, there are very few companies that can say that they are not part of a global network. Every firm has to think of itself as a global company, if for no other reason than because it has to meet competition from global companies. This changes the entire strategy of the firm. In the future, we expect that all of you will be involved in managerial decision making that will take you beyond the realms of your geographical territory. This course on International Business Management will have the focus on helping you make better international decisions. Aside from the opportunities offered by globalisation, there are also many risks in entering into the global market. This course will attempt to address, in a structured format, the ways and possibilities of addressing...
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...Tel: (650) 723 6069 wacziarg@gsb.stanford.edu http://www.stanford.edu/~wacziarg Assistant: Chris Lion Littlefield 330 Tel: (650) 723 9040 lion_chris@gsb.stanford.edu POLECON 230 - NONMARKET STRATEGY This course addresses managerial issues in the social, political and legal environments of business. Cases and readings emphasize strategies to improve the performance of companies in light of their multiple constituencies, in both international and US environments. Topics include integrated strategy, activists and the media, legislation affecting business, lobbying, regulation and antitrust, intellectual property, international trade policy, and business ethics. Most core courses focus on firms’ interactions with customers, suppliers, and alliance partners in the form of mutually beneficial exchange transacted in markets. In contrast, this course considers the strategic interactions of firms with comparably important constituents, organizations, and institutions outside of markets. Issues considered include those involving activist and interest groups, the media, legislatures, regulatory and antitrust agencies, and international organizations such as the WTO. Markets and the business environment are increasingly interrelated: issues such as boycotts, legislation, regulation, judicial decisions, and trade policy directly affect firms’ market performance. Conversely, the profit-maximizing activities of firms often give rise to issues that involve governments and the public. For...
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...liberalization of the Indian economy are radically changing the business landscape. The international capital flows into India have increased several-fold since the onset of liberalization; Indian companies are becoming multinationals in their own right--a trend certain to intensify in the coming years. All in all, multinationals are becoming more ubiquitous as an instrument of economic and business activity. The business leaders of tomorrow need to be trained today in the unique requirements of multinational management. It is toward this objective that the proposed course in Multinational Management is being offered. The course combines a number of sub-disciplines from the fields of social sciences and business administration. It is broad in sweep; its depth is pitched at the PGP level. The overall course is divided into four modules, as follows: Module I--International Business Context-- provides an historical perspective on globalization and presents a viewpoint on its future direction. It also covers some of the globalization drivers including international trade and investment and how they spawn multinational activity. The phenomenon of domestic and cross-border corruption and bribery, often an inherent part of such activities, is discussed. Finally, it postulates how countries and companies can develop competitive advantage and defines the implications for multinationals as well as host countries. Module II--Business Strategies--begins with the theoretical framework...
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...PreARE: A Strategic Analysis Ricardo Baca Mares The PreARE Program was created to rehabilitate an architecture industry that has been deteriorating in both stature and credibility for the past few decades. Since 1990, a handful, percentage-wise, of architecture graduates have taken and passed the Architecture Registration Exam (ARE), and sadly enough, even a smaller number of all architecture graduates do not even attempt a single section of the ARE. What is the objective or goal of every academic institution that offers a degree in architecture? This is a question that I have been wondering since I graduated with a Masters in Architecture back in 1999. I, much like any other architecture graduate, receive countless mailouts from my alma mater asking me for my new address and my new employer. Some even ask me if I am married and do I have kids, but never once have I been asked how I am doing in my licensure process. Shouldn’t the College of Architecture be held accountable for students who never become licensed in the degree they spent five years pursuing and not-to-mention getting in debt with? Students study law to become lawyers much like students study medicine to become doctors. Shouldn’t students study architecture to become architects? Without taking and passing the ARE, a student can never call themselves an architect. If architects want the respect from the community that they once enjoyed with doctors and lawyers, changes need to be made. In sad consequence...
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...IBO Final Exam Winter 2011 (Yuriy Pylypchuk) 2. FTPR & FFPR – Ukraine & Poland | Economic size | 2010 | 2009 | 2008 | 2007 | | | | | USD | % | USD | % | USD | % | USD | | | Ukraine | Nominal GDP | 137 000 000 000,00 | 0,042 | 131 477 927 063,34 | -0,151 | 154 862 104 903,82 | 0,024 | 151 232 524 320,13 | FTPR | 0,729 | Poland | Nominal GDP | 469 000 000 000,00 | 0,038 | 451 830 443 159,92 | 0,016 | 444 715 003 110,16 | 0,051 | 423 135 112 378,84 | FTPR | 0,732 | | External position USD | | | | Total assets | Total liabilities | Summarizing | | | Ukraine | 90 318 000 000,00 | 117 017 000 000,00 | 207 335 000 000,00 | FFPR | 1,371 | Poland | 156 877 000 000,00 | 398 212 000 000,00 | 555 089 000 000,00 | FFPR | 1,312 | In accordance to Rabobank annual report I have calculate needed ratios. Ukraine - FTPR = 0,729; FFPR = 1,371 Poland - FTPR = 0,732; FFPR = 1,312 The indicator FTPR displays the amount of balance imports and exports to GDP. Having analyzed the calculated parameters can be noted that in times of crisis to develop the country with almost the same pace, FFTP shows that the growth of Ukraine and Poland in the international arena is virtually identical at 0,73. Before the crisis, Ukraine kept a clear and logical foreign policy and external balance followed the import and export. But as we have developed historically in Ukraine are all accustomed to trade, rather than invest in new areas, increasing the production of domestic...
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...required. (Please note: the latest edition of the textbook will be adopted if there is one available. Please check out our online bookstore for most updated textbook information http://bookstore.mbsdirect.net/jhu-carey.htm.). Please see other required and recommended readings in the class schedule. Blackboard Site A Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at https://blackboard.jhu.edu. Support for Blackboard is available at 1-866-669-6138. Course Evaluation As a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously because we depend on your feedback to help us improve so you and your colleagues will benefit. Information on how to complete the evaluation will be provided towards the end of the course. Disability Services...
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...CENTRAL TEXAS COLLEGE SYLLABUS HUMAN RELATIONS (HRPO 1311) Term IV, March 25 – May 18, 2013 Saturdays, 9:00 AM – 2:00 PM Semester Hours Credit: 3 Instructor: David F. Finch Phone: (580) 919-5116 Email: david.finch3@yahoo.com Office Hours: Saturdays 8:30-9:00 AM, I. INTRODUCTION A. Practical application of the principles and concepts of the behavioral sciences to interpersonal relationships in the business and industrial environment. B. HRPO 1311 is a required course in the Business Management and Marketing and Sales Management degree and certificate programs. C. The course is occupationally related and serves as preparation for a career in general business management. D. Prerequisites: None E. Alphanumeric coding used throughout this syllabus denotes integration of the Secretary’s Commission on Achieving Necessary Skills (SCANS) occupational competencies (CA, C1, 2, B, etc.) and foundation skills (B, C1, 2, FA, etc.) for this course. The instructor will ensure the designated SCANS competencies and skills are addressed in the course. A detailed description of each competency/skill is contained in “A SCANS Report for America 2000,” Executive Summary, furnished separately. II. LEARNING OUTCOMES A. Upon successful completion of this course, Human Relations, the student will be able to: 1. Evaluate human relations including diversity, attitudes, self-esteem, and interpersonal skills to promote career success. 2. Identify and evaluate the causes and effects of stress in the workplace...
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...International Business Pt-PGPM Dr. Ankur Roy Asst. Professor Strategic Management Area Email: ankur.roy@mdi.ac.in INTERNATIONAL BUSINESS The course on International Business is designed for those who intend to pursue a career in International Business and for those who believe, to be successful it is necessary to understand the globalization, its evolution, patterns, drivers and linkages as the future consists of economies that will be absolutely interdependent due to rapid dismantling of all kinds of barriers to trade. For survival, businesses will have to look beyond national boundaries and an international mindset will be required to be developed since the products, services, markets, consumers, collaborators, competitors, logistics, operations, alliances and resources will not be bounded by geographical limitations. This will cut across all businesses and industries without discrimination of being emerging or declining, small, medium or large, slow moving or fast, technology oriented or not, in developed countries or in emerging economies. Additionally, it will provide an insight and understanding of functioning of the increasingly significant international organizations and the international monetary systems; of the uncontrollable forces influencing foreign environments today and changes that have already taken place in the international business arena and are likely to emerge on time horizon in short and in long term. Goals and Objectives: Upon...
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...MBA505 INTERNATIONAL BUSINESS MANAGEMENT REV11A CHAPTER 1: ASSESSING THE ENVIRONMENT POLITICAL, ECONOMIC, LEGAL, TECHNOLOGICAL CHAPTER SYNOPSIS This chapter explains the elements of International Business Management. It gives a sound understanding of factors such as Political and Economic Environment, Legal Environment, and Technological Environment. Also, it covers the effects of Regional Trading Blocks, Information Technology, The Globalization of Human Capital, The Global Manager’s Role CHAPTER OUTLINE The Global Business Environment Regional Trading Blocks Information Technology The Globalization of Human Capital The Global Manager’s Role The Political and Economic Environment The Legal Environment The Technological Environment ISSUES FOR REVIEW AND DISCUSSION I. The Global Business Environment A. Global management Global management is the process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage. 1. Globalism “Global competition characterized by networks that bind countries, institutions and people in an interdependent global economy.” 2. Evidence/Indicators of Globalism The growth rate of the trade of goods has grown faster than the world production of goods. The European Union has now caught up with the United States to share the position of the world’s largest investor. 2011 AMERICAN CITY UNIVERSITY Page 1 of 28 MBA505 INTERNATIONAL BUSINESS MANAGEMENT REV11A ...
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...Name: Professor: Course: Date: Sir Winston Churchill Introduction Being a high profile personality is at times beneficial to an individual not only during the person’s lifetime but also after his death. It is always good to realize that anything that an individual does always affect people around either positively or negatively and having a positive impact is always the best thing and does last for ages even after death. In stands that in the society there are people of higher ranks than others either in politics, workplace, business and many others. Often when these people quite a career that was known of them or even die they will leave a legacy behind for either the right or bad things they did while on serving in their area of influence. Doing good things to others while holding such positions is something that everyone longs for but that has never been the case for many. The many politicians and other professions in various high posts in the society have had always had their reputations to build; however, not everyone will always have the heart to help others in the society, not even those people he leads. Some will be selfish and will only be interested in being financially stable from illegal sources such as soliciting taxpayer’s money(if he is a politician) while some will be bad enough to take even away people’s lives for selfish gains. All these are traits that describe those people around us especially the high profile personalities. But there lived this man, Winston...
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...M) Login via Facebook? User Name User Name Password Pest Analysis On GlaxoSmithKline (GSK) Pest Analysis On GlaxoSmithKline (GSK) Pest Analysis On GlaxoSmithKline (GSK) You are currently logged in to Facebook. Would you like to autologin to the network? Autologin or Cancel » Login Discuss Pest Analysis On GlaxoSmithKline (GSK) within the Principles of Management ( P.O.M) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; GlaxoSmithKline plc often abbreviated to GSK, is a global pharmaceutical, biologics, vaccines and consumer healthcare company headquartered in London, United ... Forgot Password? New User? LinkBack Thread Tools Display Modes Log in Sign Up A dv ertisements Pest Analysis On GlaxoSmithKline (GSK) (1 (permalink)) » Ads Abhijeet S Pest Analysis On GlaxoSmithKline (GSK) - December 2nd, 2010 GlaxoSmithKline plc often abbreviated to GSK, is a global pharmaceutical, biologics, vaccines and consumer healthcare company headquartered in London, United Kingdom. It is the world's third largest pharmaceutical company measured by revenues (after Johnson & Johnson and Pfizer).[3] It has a portfolio of products for major disease areas including asthma, cancer, virus control, infections, mental health, diabetes and digestive...
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