...Course Schedule Course Schedule of Assignments Overview Session | Topic | Assignments | 1 | The Manager as a Systems Thinker | Discussion Activity 1 | 2 | The Manager as a Critical Thinker | Individual Paper 1 | 3 | Legal and Ethical Environment of Business: The Manager as an Ethical Decision Maker | Discussion Activity 2 | 3 | Team Work Plan | Team assignment | 4 | Organization Theory and Design | Discussion Activity 3 | 5 | Organization Theory and Design in the Global Environment | Team Project 1Individual Matching Exercise | 6 | Legal Environment: Courts, Alternative Dispute Resolution, and Agency | Discussion Activity 4 | 7 | Critical Thinking in the Legal Environment: Torts and Products Liability | Individual Paper 2 Discussion Activity 5 | 8 | Legal Environment: Contracts and Forms of Business Organizations | Discussion Activity 6 | 9 | Knowledge Integration | Take-home Final | 10 | Corporate Social Responsibility in a Global and Technological Environment | Team Project 2 | Assignment Details Session | Module/Topics Readings/Assignments | 1 | The Manager as a Systems ThinkerObjective 1: Apply models of critical thinking and systems thinking to address complex organizational issues.Objective 2: Reflect on seminar assignments and relate the skills and knowledge gained to personal and professional goalsCompetency : Systems Thinking | Read the following articles which you can find and download from the UMUC library...
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...NATIONAL UNIVERSITY OF SINGAPORE NUS Business School Department of Management and Organization BMA5004 Management & Organization (2 mc, intensive format) FM1, 7-9 January 2013 FM3/FM4, 10-12 January 2013 Dr. Daniel J. McAllister Dr. Matthias Spitzmuller BIZ 1#08-58 BIZ1 #08-46 +65 6516 1009 +65 6516 7230 bizdjm@nus.edu.sg bizms@nus.edu.sg ABOUT THE COURSE Managers often express surprise when they find that people are more difficult than numbers to understand. Recruiters often indicate that they wish new managers possessed stronger people skills. Alumni often affirm that they too wish they had stronger people skills. The aim of this course is to provide you with some of these skills so that you can become a more effective manager and leader. However, management is not a science. Nor is it a profession. It is an art – a craft that is developed over a lifetime. This course is therefore not designed to offer you a magic formula for how to manage an organization. It is designed to provide tools to help you better understand why people in organizations do the things they do and how to influence these behaviors. We will use theories of management, economics, sociology, psychology, and philosophy to help us discuss individual-, team-, and organizational-level behaviors. The format for this course will be highly interactive in order to provide a rich learning experience. We will do this through the use of debates, role-playing, simulations, and case studies...
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...2013 Abstract Human Resource Management is related to the strategy of an organization in assisting a firm to reach its primary goal of “reducing the costs of value creation and adding value by better serving customers” (Hill, 2013). In order to be successful as a global HRM cultural differences and customs must be acknowledged and understood. Labor laws, compensation practices, equal employment legislation, and the enforcement of a firm’s established code of conduct are examples of the complexity in the role of a global HRM. Knowing how to staff, develop, compensate, and evaluate key management positions for global posts are critical to ensuring the success of an expatriate manager and the costs associated with doing business in another country. This paper will go into greater detail the strategic role of a global HRM in an International business setting; discuss the four major tasks associated with a global HRM which include: staffing policies, management training and development, performance appraisal, and compensation policies. Lastly, this paper will discuss the international labor relations; the relationship between management of labor relations and the firm’s overall strategy. CONTENTS Abstract …………………………………………………………………………………………..2 The Strategic Role of an International Human Resouce Manager ……………………………….4 Staffing Policy ……………………………………………………………………………………5 Expatriate Managers ...……………………………………………………………………………9 A Global Mindset ……………………………………………………………………………...
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...area and in the educational areas. Although management and leadership can overlap and you must have both sets of skills to be effective, management is more concerned with accomplishing more specific tasks, leadership is broader concept (Hersey, Blachard, & Jonson, 2008). Keeping in view the current status, the nurses’ community in Pakistan needs to have efficient leadership and management skills. For this reason nursing student should have all the required educational knowledge of leadership and management so that they participate in critical decision making. This is the reason that I have selected the subject of Leadership and Management for critique. Higher Education Commission(HEC) has allocated 4 credits to the course of Leadership and Management, 2 credits for theory and 2 for clinical, 2 credit is sufficient for theory because students at this stage is familiarized with initial knowledge of management. Spending 2 hours on clinical will provide ample opportunity to use their theoretical knowledge on the clinical. The faculty who teaches the course of leadership and management should have sufficient experience in the clinical so that he or she may facilitate the students of his or her experiences. The curriculum for leadership and...
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...development processes, focusing on four different but interdependent set of questions: • When should acquisitions be preferred to partnerships (or vice versa) in the implementation of a given strategy? • How should the value potential and the risks connected to a given development opportunity be assessed? • How can the potential be translated into actual value creation through appropriate design and execution choices in the post-transaction phase? • What are the barriers to learning how to manage corporate development processes and how to remove them to ensure a rapid development of the required capabilities? The course is designed to cater directly for the needs of those aiming at careers in: • corporate development for medium and large organizations • general management with P&L responsibility • strategy consulting and investment banking, to understand the rationale and the consequences of their advice for their clients’ satisfaction Full Time MBA. For people who just won’t stop. Course Methodology: The course will help...
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...BUSN319 Final Exam Study Guide YOU MAY WANT TO PRINT THIS GUIDE. 1. The Final Exam is open book and open notes. The maximum time you can spend in the exam is 3 hours, 30 minutes. If you have not clicked the Submit For Grade button by then, you will be exited from the exam. In the Final Exam environment, the Windows clipboard is disabled, and you will not be able to copy exam questions or answers to or from other applications. 2. You should click the Save Answers button in the exam frequently. This helps prevent connection timeouts that might occur with certain Internet service providers, and also minimizes lost answers in the event of connection problems. If your Internet connection does break, when you reconnect, you will normally be able to get back into your Final Exam without any trouble. Remember, though, that the exam timer continues to run while students are disconnected, so students should try to log in again as quickly as possible. The Help Desk cannot grant any student additional time on the exam. 3. See the Syllabus section "Due Dates for Assignments & Exams" for due date information. 4. Reminders * You will only be able to enter your online Final Exam one time. * Click the Save Answers button often. * If you lose your Internet connection during your Final Exam, log on again and try to access it. If you are unable to enter the Final Exam, first contact the Help Desk and then your instructor. * You will always be able to see the time...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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...parts of their organizations and include comparative analyses of HRM in different countries. HRM Activities • Human Resource Planning (Ensure best fit between employees and jobs) • Staffing (Includes Employee Recruitment, Selection and Placement) • Performance Management (Ensure goals met in effective and efficient manner) • Training and Development (Bettering performance of employees in organizations) • Compensation and Benefits (Awarding employees monetarily or non for work done) • Industrial Relations (Dealing with employee relations) • 3 Dimensions of IHRM: 1. Broad human resource activities of procurement, allocation and utilization 2. National or country categories involved in international HRM activities o Host Country – Where subsidiary may be located o Home Country – Where HQs may be located o Other Country – Where labour, finance and other inputs are obtained from 3. 3 Categories of employees of an international firm o PCN – Parent Country Nationals (Nationals where HQ is located) o HCN – Host Country Nationals (Nationals where subsidiary/facility is located) o TCN – Third Country Nationals (Nationals where resources are obtained from) Difference between IHRM and HRM Activities • More HR Activities o Activities such as International Taxation, International Relocation and Orientation, Language Translation Services and Host-Government Relations. • Need for Broader Perspective o HR managers working in international...
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...or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal a. strategic, tactical 8. 8. Several application development projects done for the same functional group might best be managed as part of a ___ " a. portfolio b. program c. investment d. collaborative b. program 9. 9. Which of the following is not one of the top ten skills or competencies of an effective project manager? a. people skills...
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...or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal a. strategic, tactical 8. 8. Several application development projects done for the same functional group might best be managed as part of a ___ " a. portfolio b. program c. investment d. collaborative b. program 9. 9. Which of the following is not one of the top ten skills or competencies of an effective project manager? a. people skills...
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...ACADEMIC GUIDELINES www.ibs.utm.my ACADEMIC GUIDELINES CONTENTS ITEM PAGE Overview / Background of UTM 4 Philosophy of UTM 4 Vision of UTM 4 Mission of UTM 4 Motto of UTM 4 International Business School (IBS) In Brief 5 Vision of UTM IBS 5 Mission of UTM IBS 5 Core Values 5 Client Charter 6 UTM IBS Organization Chart 7 Postgraduate Administrator 8 Graduate Faculty 9 Enrolment and Duration Of Studies 13 Change of Program Of Study, Type of Registration, And Mode of Study 13 Withdrawal (TD) of a Course 14 Attendance 14 Academic Load 14 Credit Exemption and Transfer 15 Grading System 16 Academic Standing 17 Deferment, Suspension and Termination 18 2 ACADEMIC GUIDELINES ACADEMIC PROGRAMMES MASTER OF BUSINESS ADMINISTRATION (MBA) 20 21 Introduction MBA Course Structure Programme Specifications and Learning Outcomes 23 Course Synopsis 26 21 DOCTOR OF BUSINESS ADMINISTRATION (DBA) Programme Specifications and Learning Outcomes DBA Course Structure 38 41 OTHER INFORMATION REFERENCES UTM IBS Postgraduate Student Society (PGSS) 42 43 3 ACADEMIC GUIDELINES OVERVIEW / BACKGROUND OF UTM The main campus of Universiti Teknologi Malaysia (UTM) is located in a strategic area of 1,177 hectares in the Iskandar Development Region, Johor.UTM has another campus known as the UTM Kuala Lumpur, Jalan Semarak with an area of 18 hectares. The history of UTM began in 1904 as a Treacher Techical School and was later...
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...local firm’ (Briscoe and Schuler, 2004; p1) ‘. . .how MNCs manage their geographically dispersed workforce in order to leverage their HR resources for both local and global competitive advantage’ (Scullion, 2005; p5) ‘. . . a branch of management studies that investigates the design of and effects of organizational human resource practices in cross-cultural contexts’ (Peltonen, 2006; p523) ‘. . . all issues related to the management of people in an international context [including] human resource issues facing MNCs in different parts of their organizations [and] comparative analyses of HRM in different countries’ (Stahl and Björkman, 2006; p1) ‘. . . complex relationship between globalization, national systems and companies [which provides us with] three distinct “levels of analysis” for interpreting and understanding HRM strategies and practices [the globalization effect, the regional and national effect, and the organization effect]’ (Edwards and Rees, 2008; p22) ‘. . . the subject matter of IHRM [must be] covered...
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...convergence myths have to be challenged: 1. The world is getting smaller… • On the surface, we appear to be converging: television, books, movies, internet, eating habits etc. • However, it seems that the pressure for convergence or integration may in fact create an equal, if not stronger pressure for divergence or fragmentation. o E.g. protests against learning English as second language in Switzerland, different neighborhoods in NYC (Chinatown, Little Italy etc.). o Executives across Europe are reading many of the same publications, but still more often they read national magazines and newspapers. Management is management • Management is management, consisting of a set of principles and techniques that can be universally applied. • However, different practices (such as management) are shaped by its cultural origins, and so is management. • Also, different notions of organizations (relationships vs. tasks) and different HRM practices based on motivations of employees (intrinsic vs. extrinsic). • Good management is culturally sensitive management: best fit between people’s motivation and tasks. • Sensitivity towards invasion of foreign companies and their business ideologies and practices. 2. Despite technological & economic forces for integration/convergence, there are equal or greater forces for fragmentation, one of them being culture. Culture as a source of competitive advantage/disadvantage • Culture can provide source of competitive advantage (Michael Porter): availability...
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...Description Emphasis on the application of knowledge from all functional areas of business to organizational problems and the formulation and implementation of organizational strategies. (Major Capstone course.) Prereq(s): CH 201; ENG 102; FIN 301; MGT 323; SCM 352; junior or senior standing. Course Overview The theme of this course is the development and implementation of strategic missions, plans, objectives and tactics. You will develop strategic plans and engage in strategic management. We will integrate the knowledge you have acquired to this point in order to develop an understanding of how an entire organization functions and give you an opportunity to develop and exhibit your management and leadership abilities. Prerequisites: IS 301, FIN 301, MGT 323, SCM 352, and MGT 325 or ACC 460 Course Learnings Objectives MGT 496 is a University Capstone Course and will also serve as the coordinating course to satisfy the Ethics component of the Silver Core Curriculum. As such this course will satisfy the following three Core Objectives (CO): * CO12 Ethics: Students will demonstrate understanding of the ethical principles in general or in application of specialized knowledge, results of research, creative expression, or design processes. Students will demonstrate an ability to recognize, articulate, and apply ethical principles in various academic, professional, social, or personal contexts. * CO13 Integration and Synthesis: Students will be able to...
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...BA 510 Organizational Theory Final Exam I offer you a challenge for purposes of accessing your understanding of the material presented in this class. This challenge is somewhat unique as it will test your integrate key concepts into material taken from everyday life. This exam is in 2 parts. EXAM INSTRUCTIONS You are limited to 13 pages (single spaced, 26 pages double spaced) to tie your thoughts together. This is not an invitation to write more than is necessary, just a realization that some may want to write more in a last minute attempt to raise their final grade. This exam must be submitted to me via the assignment link in the Final exam folder on the assignments page by Saturday March 19th at 10 AM CT. Early submissions are encouraged! PART 1 Instructions Your task is to explain each of the 17 quotes below in terms of material we have talked about in this class. Each quote should be given some thought as to what theory/concept/approach we have talked about ties into each snippet, and what OB lessons can taken from each quote. Some notes before you start… 1) Each quote was chosen for what it says, not for who said it. 2) It is possible that these quotes could be tied to multiple ideas. 3) I am looking for explanations of what you see, and demonstrations of understanding of the material. For example, telling me that #1 is about leadership is not enough. 4) You are allowed to take as much time on this test as you would like, and use any source...
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