ETP28 MULTICULTURAL SESSION COURSE SYLLABUS
(Joint session with WNLP)

|A) 22nd February |Strategy and cross cultural management: by JJ Ikegami |
| |Interactive lecture on global management and strategy |
|Case study 1 |LAFARGE: From a French Cement Company to a Global Leader |
| |1, what does globalization mean for Lafarge and how can it globalize effectively? |
| | |
| |Globalization means to be present in every strategic market by acquiring one or more of the local cement |
| |producers. |
| | |
| |What does the nature of industry play in the globalization process? |
| | |
| |The cement industry requires big investments and a long-term commitment. There are no quick returns. Therefore, |
| |to be successful in this industry, the company has to have a long-term strategic vision. |
| | |
| |2, Should Lafarge grow by expanding current operations or should it grow by acquiring foreign firms? |
| |With recession in the mature markets, growth by acquisition can be sustainable only in emerging markets. |
| | |
| |Why is growth imperative in this industry? |
| |It order to protect itself from the adverse consequences of business cycles. |
| | |
| |3, Is the overall business strategy of Lafarge in tandem with its principles of action and the "Lafarge way"? |
| | |
| |The Lafarge Way principles have changed since the formation of SBUs. Any consultation or formation of teams has |
| |to be accounted for. |
|Case study 2 |Nissan Motor Co., Ltd., 2002 |
| |1, Imagine yourself as a person sent to Japan by Renault to work with Nissan people. Plan what you are going to |
| |do to change the company. |
| | |
| |-Control costs by implementing a cot cutting plan. |
| |-Improve quality and diversification of products and services in each market segment |
| |-Focus on customers |
| |-Implement key technologies in engines |
| |-Introduce the products in emerging countries: India, China, Eastern Europe |
| | |
| |2, Try to understand the mechanism that made Ghosn's effort work. Read between the lines, and imagine what had |
| |actually happened. Some of the hints may be questions as follows: Why the ten years of reform attempt in the |
| |90's did not result in success? |
| | |
| |3, Why was l(in this case, Ghosn) selected to head Nissan. |
| |Expertise in restructuring companies. |
| |Cross-cultural awareness, open minded, |
| |High qualified team to help him |
| | |
| |4, What should I do after arriving in Japan? (Why?) |
| |Visit Nissan’s plants and departments. |
| |Meetings with mangers to get information about the problems in each department has and find out what must be |
| |done to improve the situation. |
| | |
| |What are the steps I should take as a COO to reform Nissan? |
| |Reorganisation, restructuring the company |
| |Product development |
| |Efficiency and cost effectiveness |
| | |
| |How well did CFT work?(Why?) |
| |The cross functional teams were effective because he could get new ideas and recommendations for change. |
| | |
| | |
| |How can one evaluate NRP and its communication? |
| |Very effective |
| | |
| |5, How well the implementation go? Why? Why did the results come earlier than proposed? |
| |Success |
| |yes |
|Required Preparation |Please read the case study carefully and prepare for the questions above. |
| |We will have a senior executive of Nissan Motor as a quest for this session. |
|Reference |- Redefining Global strategy Pankaj Ghemawat |
| |- How We Compete MIT |
| |* These books are in ETP Secretariat office (Takada Bukusya bldg.) for Reference only. |

|B)19th March |Organization and Transcultural Management: by Atushi Finakawa |
| |Interactive lectures and work shops (details will be instructed at the class) |
|Reference |- Transcultural Management: A New Approach for Global Organizations, Atsushi Funakawa. |
| |* This book is in ETP Secretariat office (Takada Bukusya bldg.) for Reference only. |

|C) 22nd May |Organization development and Transcultural Management: |
| |by Atushi Finakawa |
| |Interactive lectures and workshops (details will be instructed at the class) |