mba 3rd sem curriculum planner

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RUKMINI DEVI INSTITUTE OF ADVANCED STUDIES(Affiliated to G.G.S. Indraprastha University, Delhi) Madhuban Chowk, Rohini, Delhi 110 085

Curriculum Planner (Aug Dec 2010)

Classes: Monday to Saturday

MBA 3rd Semester Batch: 2009 2011

Class Coordinators: Ms. Sonika Bhoj (Sec A) Ms. Arpital Kaul (Sec B)



Subject Paper Code Class Faculty

: : : :

Management of International Business MS - 203 MBA, Semester III Prof. (Dr.) Ashish Chandra

Course Description This is a beginner's course in International Business and shall cover the basics. Participants are expected to follow up on this course depending on their areas of interest in the electives that may be offered at a later stage. International Business has some unique characteristics, which makes it different from others subject in one way or another. Each International Business activity has a specific business implication. The course aims to systematically study the International Business concepts, their implications and finally its scope and role in business. The aim is to develop International Business skill sets to tackle business & marketing applications under different International business situations in different circumstances. Learning Objectives The objective of this course is to enable the students to manage business when the Organizations are exposed to international business environment. The various objectives are: To explore and understand the different challenges existing in International Business To gain an understanding of the theories and concepts of International Business To understand, how to apply International Business concepts in the real world To Analyze the Internaitonal Business Environment To understand various International Business Strategies Methodology It will include selected readings and consumer behaviour cases. The pedagogy would be a combination of lecture sessions and case discussions. The course participants are expected to read all the background readings before coming to class so that they can effectively participate in classroom discussion. It is expected that all participants must sufficiently be knowledgeable enough to discuss meaningfully in class to internalize the various nuances in the consumer behaviour concepts. Before starting up with a new unit/topic, an introduction session will be taken to make the students aware about the importance of studying a particular unit/topic. During the initial brainstorming session of few minutes, I will try to collect as many ideas and views as the students have (regardless of the fact that they are right or wrong) regarding


the nature and importance or any other related aspect of the topic. This is basically an attempt to open the two-way sharing channel with the class and a sincere effort to thread everyone together and make them a part of the discussion as an interactive audience. Besides, an idea will be given regarding the weight age of the whole unit in the university examinations. This encourages student interest in a particular topic and they realize the relative importance of the unit. Session/Lecture Plan Units Sessions / Hours Topics To Be Covered Nature and scope of International Management 1. Introduction to International Business. 1.1 Introduction 1.2 Evolution and Development of International Business 1.3 Factors leading to growth in International Business 1.4 Modes of International Business 1.5 Why companies engage in International Business 1.6 Significance of International Business 2. Concept and Definition of International Management 2.1 Introduction of International Management 2.2 Applying Thinking behind International Management 2.3 Globalization 2.4 Competitive Management in International Management 3. Reasons for Going International 3.1 Internationalisation 3.2 To expand Sales 3.3 Explore source of production Readings/ Books



Chapter 1


Chapter 1


Chapter 1

UNIT INature and scope of International Management

12 Hours


Chapter 1


Chapter 1


Chapter 1


Chapter 2


3.4 Expanding market and finding new market


Chapter 3

4. International Entry Modes; Their Advantages and Disadvantages B6 4.1 Determinant of Entry Mode 4.2 Trade Mode 4.3 Contractual Entry Mode and FDI. 5. Strategy in the Internationalization of Business 5.1 Internationalization Strategies 5.2 Planning and organizational structure 5.3 Process of Control 6. Global Challenges; Entry Barriers 6.1 Global Technology Management 6.2 Instruments of Trade Control 6.3 Non Tariff Barriers 6.4 Tariff Barriers 7. Indias Attractiveness for International Business 7.1 Trade policies of International Business 7.2 Free Trade Vs. Protection 7.3 Economic Indicators 7.4 Forms of Economic system 8. Issues and Trends in International Business 8.1 Prevailing Economic Scenario 8.2 Social Structure 8.3 Ethical & Religious systems 8.4 Cultural Change & Education

Chapter 9


Chapter 8


Chapter 6


Environment Facing Business B4 Chapter 2


UNIT- IIEnvironment Facing Business

Hours 9. Cultural Environment facingBusiness 9.1 Difference in cultural Environment 9.2 Managing cultural diversity B2 Chapter 6

10. Managing Diversity B1 within and Across Culture 10.1 Ethics & social Responsibility 10.2 Competitive environment B6 and Diverse culture 11. Hofstede Study and Edward T. Hall Study

Chapter 6

Chapter 4


12. Cultural Adaptation through Sensitivity Training 12.1 Cultural Awareness 12.2 Identification and Dynamics of cultutre B4 12.3 Behavioral practices affecting business 12.4 Social stratification system 12.5 work motivation and sensitivity training 12.6 Information and Task processing communication B6 12.7 Cultural Imperialism and strategies for Instituting Change 13. Political, Legal, Economic, Ecological and Technological Facing Business and their Management 13.1 Political Environment 13.2 Legal Environment 13.3 Legal Issues in International Business 13.4 Intellectual Property Rights Formulating Strategy for International Management

Chapter 10

Chapter 8

Chapter 9

B2 Chapter 11


11 UNIT-IIIFormulating Strategy for International Management


14. Strategy as a Concept 14.1 Strategy of International Business 14.2 Firm as a value chain 14.3 Global Integration versus Local Responsiveness 14.4 Strategy Types: International strategy Multidomestic Strategy Global strategy Transnational Startegy B1 15. Implementing Global Strategy 15.1 Pressures of Global Integration 15.2 Labor cost and Location Decision 15.3 Value Chains and Change 16. Emerging Models of Strategic Management in International Context 16.1 Strategy and the Firm 16.2 Profiting from Global Expansion 16.3 Pressures for Cost Responsiveness 16.4 Pressures for local Responsiveness

Chapter 8 & Chapter 11

B3 Chapter 10

17. Achieving and Sustaining International Competitive Advantage17.1 International Competitiveness 17.2 Market Identification and demand estimation 17.3 Product competitiveness 17.4 Process



18. International Strategic Alliances, Global Mergers and Acquisition 18.1 Global and cross border alliances 18.2 Guidelines for successful Alliances 18.3 Strategic Implementation 18.4 Government and Cultural Influences on Strategic Implementation 18.5 Hostile TakeoverOrganizing and Controlling for International Competitiveness B6 19. International Human Resource Managementconcept and Dimensions 19.1 Complexities of International firms 19.2 Staffing Policy 19.3 The process of Recruitment and Training 19.4 Management of Industrial Relations 19.5 Strategic Function of International Human Resource Management 20. Human Resource Issues in Developing and Maintaining an Effective Work Force 20.1 Ethnocentric Approach 20.2 Polycentric Approach 20.3 Geocentric Approach 20.4 Technical Competence Chapter 13 & 14

UNIT-IVOrganizing and Controlling for International Competitiveness

10 Hours

B5 Chapter 10

B5 Chapter 17


20.6 Cultural Sensitivity 21. Leadership Issues; Motivation. 21.1 Managing Repatriation 21.2 Relationship Between MNEs and labor 22. Basic Models for Organization Design in Context of Global Dimensions 23. Future of International Management in the East, Global Operations Management. 23.1 Location for production 23.2 Management of Inventory 23.3 Sourcing of Inputs 23.4 International Services



Chapter 21 & 22 Chapter 17


2 hrs.

Revision, if required as there would be continuous revision and feedback from the students on previous topic(s) before starting up next topic(s).

Case Discussions The following cases would be discussed in class: From Book: Deresky (2003). International Management: Managing across boarders and culture. Pearson Education. 1) FedEx versus UPS: Competing with contrasting Strategies in China. (Page No.325) 2) Pepsis Entry into India: A lesson in Globalisation (Page No.334) 3) Management of Human Assets at Infosys (Setting: India) (Page No.453) 4) A first time Expariates Experience in a joint venture in China (Page No.476)

From Book: Daniels, Radebaugh, Sullivan (2007). International Business. Environments and Operations. Pearson Education. 5) Disney Theme Park (Page No.27) 6) The Java Lounge : Adjusting to Saudi Arabian Culture. (Page No.43) 7) McDonalds and Russias Economic Transition (Page No.113) 8) Zara: Value Creation in the Global Apparel Industry (Page No.345)Cases would be given one week before it is taken up in class. Participants are adv


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