International Management

International administration includes understanding worldwide financial aspects, driving change in worldwide companies and making worldwide business methodologies.

The administration of business operations for an association that behaviors business in more than one nation. Global administration requires learning and aptitudes well beyond typical business skill, for example, commonality with the business controls of the countries in which the association works, comprehension of neighborhood traditions and laws, and the ability to direct exchanges that may include various monetary standards.

PART I: THE GLOBAL MANAGER’S ENVIRONMENT

    Chapter 1 Assessing the Environment—Political, Economic, Legal, Technological

    Chapter 2 Managing Interdependence: Social Responsibility and Ethics

COMPREHENSIVE CASES

    Case 1 Reebok: Managing Human Rights Issues “Ethically

    Case 2 Treating AIDS: A Global Ethical Dilemma

    Case 3 Footwear International (Setting: Indonesia)

PART II: THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT

    Chapter 3 Understanding the Role of Culture

    Chapter 4 Communicating across Cultures

    Chapter 5 Cross-cultural Negotiation and Decision Making

    Chapter 6 Formulating Strategy (Setting: Malaysia)

COMPREHENSIVE CASES

    Case 4 Dell’s Dilemma in Brazil: Negotiating at the State Level

    Case 5 General Motors and AvtoVAZ of Russia

    Case 6 TelSys International: A Marriage of Two Cultures (case or

negotiation simulation)

    Case 7 Guanxi in Jeopardy: Joint Venture Negotiations in China

    Case 8 Moto: Coming to America (from Japan)

PART III: FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS

    Chapter 7 Global Alliances and Strategy Implementation

    Chapter 8 Organization Structure and Control Systems

COMPREHENSIVE CASES

    Case 9 FedEx versus UPS: Competing with Contrasting Strategies in China

    Case 10 Pepsi’s Entry into India: A Lesson in Globalization

    Case 11 Starbucks’ International Operations

    Case 12 DaimlerChrysler AG in 2004: A Global Strategy Gone Sour

    (Setting: Germany/U.S.)

    Case 13 Global E-Commerce at United Parcel Service

PART IV: GLOBAL HUMAN RESOURCES MANAGEMENT

    Chapter 9 Staffing, Training, and Compensation for Global Operations

    Chapter 10 Developing a Global Management Cadre

    Chapter 11 Motivating and Leading

COMPREHENSIVE CASES

    Case 14 Management of Human Assets at Infosis (Setting: India)

    Case 15 West Indies Yacht Club Resort: When Cultures Collide

    Case 16 A First-Time Expatriate’s Experience in a Joint Venture in China