Lutgert College of Business MAN 6607 (EMBA) GLOBAL ORGANIZATIONAL ISSUES CRN 81320 3-Credit Hours Fall 2014 August 18-December 5, 2014 Friday 1:30-5:00pm LH 4201 DR. ARTHUR J. RUBENS Professor, Department of Management
Lutgert College of Business
MAN 6607 (EMBA)
GLOBAL ORGANIZATIONAL ISSUES CRN 81320
3-Credit Hours
Fall 2014 August 18-December 5, 2014
Friday
1:30-5:00pm
LH 4201
DR. ARTHUR J. RUBENS Professor, Department of Management
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 2
SYLLABUS
FACULTY
Instructor: Dr. Arthur J. Rubens
Professor of Management
Contact Infor:
Room: LCOB, Room 3310
Phone: 590-7840
Fax: 590-7367
E-mail: [email protected]
Classroom: Virtual
Online Chat: Wednesday: 8.00 – 9.00 p.m. (on scheduled dates throughout semester)
Office Hours: Monday & Wednesday: 2:00-3:30pm and by appointment
Dr. ARTHUR J. RUBENS is a Professor of Management in Lutgert College of Business and
founding faculty of Florida Gulf Coast University in Fort Myers, FL. In addition, he is the Associate
Director of the Regional Economic Research Institute. He currently teaches in the BS, MBA, EMBA,
and international programs at FGCU. Dr. Rubens primary areas of teaching and research interests
are in Business Strategy, Leadership, International Management, Economic Development,
Entrepreneurship, Ethics, and Quality Management. Prior to Dr. Rubens current appointment, he held
joint faculty and administrative position as the Director of Sponsored Projects and Programs in the
College of Business, Center for Leadership and Innovation. In addition, he was the founding Chair
of the Public Administration Department at FGCU.
Dr. Rubens received his doctorate in health administration in 1990 from the University of Pittsburgh
and has Master Degrees in Public Administration and Health Science. Dr. Rubens has over 25 years
professional experience in the management field as a manager, educator, researcher, entrepreneur,
and consultant which includes management and executive professional development training and
organizational consulting for private, public and non-profit entities.
Dr. Rubens is an active researcher, keynote speaker and workshop presenter and has authored and co-
authored numerous publications in international business, leadership, economic development, ethics,
and health service delivery. Dr. Rubens has taught students from all over the world, having most
recently taught in Italy, New Zealand, Denmark, Germany, and China. Dr. Rubens was born in
Canada and lived and worked for several years in Europe. He has traveled extensively throughout
Europe, the Middle East, Africa, and Asia, and has lived in Southwest Florida since 1997.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 3
COURSE CATALOG DESCRIPTION
Addresses the cross-cultural skills necessary for managers in today's multinational and multicultural
organizations. Examines culture-specific needs for leadership, communications and negotiations;
and focuses on culture's impact on legal, ethical, diversity, and environmental issues.
COURSE DESCRIPTION
This course introduces the student multiple aspects and dimensions of international management and
global organization issues facing business leaders operating in a global economy. The principal
objective of this course is to both familiarize and orient students with not only the complexity of
conducting business across national borders, but also the considerable challenges, and valuable
opportunities, managers and leaders of organizations face when internationalizing their business
operations. Upon successful completion of this course, students should be not only be conversant
with the fundamental concepts of international business, but should be able to apply these concepts to
the context of managing international business operations. Specific course topics that will be
presented and discuss includes, but is not limited to: The nature of international business;
Globalization of markets; The international business environment; Corporate social responsibility
and business ethics in international business; Cross cultural management; International trade and
investment; Emerging markets; Global strategy and organization; Global market opportunities;
Global operations; Global marketing; Global human resources; and Global financial management.
Credit Hours For each credit of a class, you should expect to spend one hour in class and an average of two – three
hours preparing outside of class each week. Therefore, since this is a three-credit class, you should
plan to devote an average of 9 to 12 hours a week to this class.
LEARNING GOALS/OBJECTIVES
LCOB Mission Statement
The Lutgert College of Business provides a high quality, student-centered learning environment to
prepare students with the knowledge and skills needed to contribute to and take leading positions in
business and society. Our faculty are devoted to teaching excellence, scholarship, and service that
enhances our academic and business communities and we are dedicated to building partnerships that
foster the economic growth of the southwest Florida region and beyond.
Management Department Mission Statement
The department of management creates an environment that enables students to develop managerial
knowledge and leadership skills, both individually and collaboratively, to: (1) recognize, evaluate,
and cultivate business opportunities; (2) identify, understand, and implement positive solutions to
organizational issues; and (3) build leadership capabilities to effectively manage organizational
change in the global environment.
The LCOB has established Learning Goals and Learning Objectives for all graduates of its EMBA
program. Related MBA & MAN 6607 learning objectives are shown on the following page:
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 4
The LCOB Learning Goals and Objectives for the EMBA program.
EMBA
Learning Goals
EMBA Learning Outcomes MAN 6607 Learning Outcomes
*Assessment
Technological
proficiency
Graduates will be able to use
technology to facilitate life-long
learning, to enhance leadership
development and to add value to
stakeholders, customers, and
employers.
N/A N/A
Communication
skills
In their leadership positions, graduates
will be able to give and exchange
information within meaningful contexts
and with appropriate delivery and
interpersonal skills.
N/A N/A
Teamwork and
interpersonal
skills
Graduates will be able to work with
others in diverse and cross-functional
environments and to lead as the need
arises.
N/A N/A
Systems
orientation
Graduates will understand the
interrelated nature of the various
functional areas of organizations and
the information needs and flows of
organizations.
They will also be able to lead and to
adapt to changes in the internal and
external environments.
N/A
N/A
Creative and
analytical
thinking
Graduates will be able to link data,
knowledge, and insight to make quality
strategic decisions on a timely basis.
Demonstrate the ability to apply
fundamental IB concepts and
analyze the implications of the key
global environmental forces for the
strategic management of firms
operating in international markets.
B,C, D
Appreciation of
the diverse
environment of
business
Graduates will have a global
perspective of the diverse demographics
and environment of organizations.
They will understand the issues and
challenges encountered by profit and
not-for-profit entities, and
entrepreneurial enterprises.
Identify and describe the
complexities of managing a
corporation in the global business
environment and understand the
challenges and opportunities of
global economic, political, legal,
and cultural differences for the
management of Multinational Enterprises.
A, B, C, D, E
Ethical
framework
In their leadership roles, graduates will
understand that organizations operate
within a global environment with a
responsibility to their stakeholders to
consider the organizations' impact on
legal, ethical, social, and environmental
issues.
Demonstrate an understanding of
global corporate social
responsibility, ethical, legal and
environmental issues.
A, B, C, D, E
*Assessment Items A) Readings Review C) Disney Final Project B) Case Study, Written review D) Final Exam E) Participation (Class Attendance, exercises, Current Events Review, etc.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 5
TEACHING METHODS & LEARNING STRATEGIES This course is a virtual online course and will be primarily driven by student discussions. Although
the instructor will lead the class, the instructor’s role will be as a facilitator of student discussions.
Class will involve weekly discussions of readings, cases, and assignments, scheduled chats, e-mail
participation, individual and group exercises, case analysis, individual research, and individual and
group presentation.
Learning strategies for the class will be student focused, using both self-directed and group
interaction, however, most of the class will be predominately student self-managed and self-directed.
Whenever possible, students will be encouraged to apply his/her own professional experiences and
perspectives to support and reinforce class material and class discussions.
TEXTS AND READINGS
1. Cavusgil, S.T., Knight, G., & Riesenberger, J.R. (2012). A Framework for International
Business: Boston, MA: Prentice Hall Publishers (Pearson), ISBN: 978-0-13-212282-5
(paperback).
2. Select Readings/Cases, handouts, and exercises (Select class topics will be supported by
additional reading and case study material. This material will be available online on Canvas
and/or handed out to students prior to case assignment).
3. Supplementary reading material: To achieve an optimal learning experience and
to facilitate class discussions students should regularly read newspapers and magazines
related to the field of international business. In pursuit of this, you will have a subscription to
the Wall Street Journal (WSJ) this semester. In addition to the WSJ subscription, students
should also access and read other newspapers and magazines on current issues in international
business; e.g.,.
The Financial Times The Economist
The New York Times Business Week
Fortune Other business periodicals
Harvard Business Case Studies
As part of the course we will be discussing and writing up reviews for Harvard Business School
(HBS) cases. The following cases will be discussed in the class this semester:
Disney Project Cases
Young, M. & Liu, D. 2007. Hong Kong Disneyland. Ivey Case. 9B07M013.
(https://www.iveycases.com/ProductView.aspx?id=1633&CM=true&HID=172)
Farhooman, A. 2010.
Disney: Losing Magic in the Middle Kingdom. Harvard Business School Case. HKU885.
(http://hbr.org/product/disney-losing-magic-in-the-middle-kingdom/an/HKU885-PDF-ENG)
Misawa, M. 2011.
Tokyo Disneyland: Licensing vs. Joint Venture. Harvard Business School Case. HKU420.
(http://hbr.org/product/tokyo-disneyland-licensing-vs-joint-venture/an/HKU420-PDF-ENG)
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 6
HBS Cases:
Corruption: The International Evolution of New Management Challenges (Prod # 909M65)
The Greek Crisis: Tragedy or Opportunity (Prod #5-712-036)
Barcays and the LIBOR Scandal (Prod # 9-313-075)
Carlsberg in Emerging Markets (Prod # W11045)
BBC Worldwide: Global Strategy (Prod # 9-507-034)
Global Wine War 2009: New World versus Old World (Prod # 5-910-412).
Coffee Wars in India: Café Coffee Day Takes on the Global Brands (Prod # 5-714-449)
Kent Chemical: Organizing for International Growth (Prod # 4410)
Harvard Business Review (HBR) Articles
All HBR articles are available to you via online access to the FGCU library at “Business Source
Premier (Access FGCU Library and select Business Source Premier, and HBR for your article
search). The non-HBR * readings below will be posted to your Canvas Website.
1. Capelli, P., Singh, H, Singh, J. and Useem, M. (2010). Leadership Lessons from India, Harvard
Business Review. 88(3): 90-97.
2. Chironga, M., Leke, A, Lund, S. and Van Wamelen, A. (2011). Cracking the Next Growth
Market: Africa. Harvard Business Review, 89(5): 117-122.
3. *Cohen, J. (2011). Seven Billion. New York Times. October 23, 2011.
4. Couse, M.A., & Watkins, M. (2009). Three Keys to Getting an Overseas Assignment Right.
Harvard Business Review. October (Reprint R0910N).
5. Earley, C.P., and Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review,
October 2004 (Reprint: RO410J)
6. Drayton, B., & Budinich, V. (2010). A New Alliance for Global Change. Harvard Business
Review, September (Reprint: R1009C)
7. Eyring, M., Johnson, M. and Nair, H. (2011). New Business Models in Emerging Markets.
Harvard Business Review, 89(1/2): 88-95.
8. *Friedman, Thomas (2005). It’s a Flat World, After All. New York Times, April 3, 2005.
9. Ghemawat, P. (2010). Finding Your Strategy in the New Landscape. Harvard Business Review,
88(3): 54-60.
10. Henisz, WJ. and Zelner, BA. (2010). The Hidden Risks in Emerging Markets. Harvard Business
Review, 88(4): 88-95.
11. Hout, T. and Ghemawat, P. (2010). China vs. the World. Harvard Business Review, 88(12): 94-
103.
12. Javidan, M, Teagarden, M. and Bowen, D. (2010). Making It Overseas. Harvard Business
Review, 88(4):109-113.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 7
13. Magni, M. & Atsmon, Y. (2010). A Better Approach to China’s Markets. Harvard Business
Review. March (Reprint F1003G)
14. Pisano, G.P., & Shih, W.C. (2009). Restoring American Competitiveness. Harvard Business
Review. July/Aug (Reprint R0907S).
15. Porter, M.E., & Rivkin (2012). Choosing the United States. Harvard Business Review. March
(Reprint R1203F)
16. *Thomas, D. and Inkson, K (2009). Communicating, Negotiating, and Resolving Conflicts
Across Cultures, Chapter 5, In Cultural Intelligence, Living and Working Globally, Second
Edition. New York: Berrett Koehler Publishers (Reprint No: BK0005)
COURSE REQUIREMENTS
1. Class Attendance/Participation (20%): All students are expected to initiate and actively participate in class discussion on the assigned case,
reading and topics of interest. The instructor will be a facilitator evaluator and source of ideas and
information for the class. In addition, it is anticipated that student will apply his/her own
professional and/or academic experiences to the discussion and critical evaluation of the course
material, cases and presentations.
Class participation grade will include participation in class discussions, completion of class exercises
or assignments (small surveys and short cases given throughout the semester), and bringing in and
initiating discussion of current events. In pursuit of current event discussions, students will regularly
review current news articles in business journals (using both primary - professional journals- and
secondary source - trade journals), newspapers (Wall Street Journal, NY Times, etc). It is expected
that students will take the lead discussant role in at least “2” current topical issues for class
discussion and analysis during the semester (you can present the presentation informally or make a
pp presentation to present the article). In order to fully complete this aspect of the assignment a
subscription to the WSJ has been arranged for you this semester.
Below is brief explanation of what you should look for as an appropriate news article:
As you scan through the daily news, look for examples where companies are likely to be affected by
political, economic or socio-cultural issues in foreign countries, or where a company’s strategic
decision is highlighted. In addition you should choose an article or event that exemplifies one of the
conditions of the international environment, or reflects changes and challenges in the international
institutions and environment for business. Your choice must clearly develop an international business
issue. In addition, the article should be no more than two weeks old at the date of presentation.
Some examples:
Recent religious violence in Indonesia
Recent debate about whether Chinese companies are innovative or not
Canada’s aging population said to lower economic potential
Greek or other Euro credit crisis
French retailer Carrefour contemplates merger with Brazilan firm
Ideally in presenting the news event you want to go beyond providing a summary of the details of the
article or the event, but more an elaboration of the implications of the event that answers the question
“Why should we care?”
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 8
2. Article Review (10%):
Students will be assigned two readings from our reading list to review and conduct an abstracted
summary. In addition, students will serve as “lead discussant” of the reading and present the article
to the class and lead class discussion of the reading.
Briefly, each student will be responsible for reading, and summarizing the main points of assigned
assigned readings. Students will carefully read the articles assigned to them. On no more than 2
single-line spaced pages (Times New Roman 12-point font with 2.5cm margin all around), students
will summarize the article based on the following questions:
a) Briefly introduce the underlying topic/issues of the article, and demonstrate how it relates to
international management and the global market.
b) What are the key points of the article? What messages is the author(s) trying to convey? What
is the core information the author(s) wants to communicate? Your answers to these questions
constitute the main part of your article summary.
c) What is the take-away from the article? In 1-2 paragraphs, communicate what you believe is
the most valuable information you have learned from the article. In doing so, try to carve out
how the article contributes to a better understanding about how to successfully manage an
organization from a global point of view.
d) Quiz Questions: In your short written report, you will also provide 2-3 multiple
choice questions that are taken directly from the assigned article. The
questions should show insight and thought and be considered of medium
difficulty (this is not included in your 2 page write-up).
3. HBS Case Analysis (15%) Throughout the class, Harvard Business School (HBS) cases will regularly discussed. As part of
these discussions, students will be assigned one case study to present to class and to write a t
written review. Case Assignments will be selected randomly the first class session.
Case Presentations: Student will present the assigned case to the class, and will facilitate a
complete discussion of the case study.
Written Review: The student will write a written review for the assigned case study. For the
written review, the student will respond critically to the case questions (your responses should
clearly demonstrate your understanding of the case). In addition, the student will also clearly
identify the issues, problems, as well as offer realistic solutions and alternative explanations for
the case. The HBS case written review will be composed of four components:
a) Introduction: Introduction to the case, company, industry, and pertinent key issues
presented in the case.
b) Case Questions: Response to the set of specific questions related to the case and any
approaches to responding to the pertinent issues in the case
c) Summary: A summary and recommendation of the case and lessons that can be
learned from the case, as well as realistic solutions and alternative explanations for the
case and how it impacts international management.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 9
d) Quiz Questions: In your written report, you will also provide 3-4 multiple
choice questions that are taken directly from the assigned case. The
questions should show insight and thought and be considered of medium
difficulty (multiple choice will be submitted in addition to written analysis).
Case Review Grading Rubric
Weight
Introduction 10%
An identification and discussion of the key strategic problems/issues detected in the
case (you will be assessed on your ability to size-up the organization’s situation and
to identify key problems/issues);
Case Questions: 80%
· Provide full answers to the study questions
· Demonstrate knowledge and mastery of case material in questions
· Demonstrate knowledge of use of strategic tools in analysis
· Show analytical and critical thinking in responses
Summary/Recommendations 10%
Present and show analytical and critical thinking in summary and
recommendations, and offer realistic solutions and alternative explanations
(include additional research for the company/industry in question for the time
period stated in the case).
Format for Written Review
Write-ups for the HBS Case Review should be around 2000 -2500 words (5-61/2 pages). Cases
reviews should be single spaced, employ 1” margins, use headings and subheadings where
appropriate (list questions), use page numbers, and use a 12-point Times or Times New Roman font.
Refer to Appendix one for Case Study Questions.
Disney Case Study Project: 35%)
For this assignment all students will be assigned the tasks of designing a market entry strategy for
the establishment of a new Disney Theme Park. In doing this, students will analyze a series of case
studies on Disney’s International Theme Park operations. Briefly students will respond to the
following assignment scenario:
After having opened its third theme park outside the US in Hong Kong in September 2005, the Walt
Disney Company intends to internationalize further. For several years, Disney has been considering
the establishment of another theme park in China (Shanghai), yet these plans have not yet been
finalized given that the company’s park in Hong Kong has not lived up to expectations. Disney’s
board of management therefore decided to probe alternative locations for a possible fourth foreign
theme park. It compiles a team of international management experts (you!) to research, write-up and
present a country analysis about a potential new foreign market in which to set up a theme park. This
task includes the identification of a potential country for a new Disney Theme Park (except countries
in which Disney already operates a Theme Park), conducting a comprehensive analysis of that
MAN 6607 - Global Organizational Issues (CRN 81320)
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country and sketching out recommendations for Disney on how to enter the country and how to
operate and manage a theme park there.
Note, it is not allowable for two students to choose the same country. In case two or more students
choose the same country, a coin toss will decide. Your team needs to prepare a written report and
present it in class.
A detailed outline for the assignment is shown in Appendix two and will be posted to the Canvas
Course Website (the Disney Case Study guidelines presents the details of this project and specifies
the evaluation criteria for the written report and the presentation).
Final Exam (20%)
A final exam will be given at the end of the course. The exams will be taken from all aspects of class
material; e.g., chapters, readings, and cases. The format for the final will be a combination of short
scenario, multiple choice questions and case study.
Note: Missed exams counts as zero and make-up exams will not be scheduled under any
circumstances unless the absence falls under the conditions for an excused absence according to the
university policy (review the make-up policy which under ground rules at the end of the syllabus).
EVALUATION METHODS/ASSESSMENT
A) Participation (Includes at least 2 current event submissions) 20 %
B) Article Abstracts Review/Presentation (5%/each) 10%
C) Written case review and presentation 15%
D) Disney Case Study Report/Presentation 35%
E) Final Exam 20%
______________________________________________________________________
Total 100%
Grading Scale Estimated Workload
Grade Value Average Hrs.
A+ 90-100 Class Sessions 32
A 85-89 Exams 4
A- 80-84
B+ 75-79 Total Contact Hours 36
B 70-74 Preparation & post class processing 30
B- 65-69 Written Assignments 40
C+ 60-64 Private Study 14
C 55-59 Exam Preparation 20
C- 50-54
D 40-49 Total Non-Contact Hours 104
F Below 40 TOTAL HOURS 140
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 11
CLASS AND UNIVERSITY POLICY
Attendance Policy Class attendance is expected and will be noted regularly. Students are expected to actively participate
in class discussion and participation points will be assigned for each class. ALL students should have
read and be prepared to discuss course topics, cases and other subject matter on the dates indicated in
this syllabus. Participation will be based upon students actively contributing to classroom discussions
and to a positive learning environment in the classroom. Students should be aware that a perfect
attendance record is not sufficient to obtain a high mark for the weighted evaluation given to
participation. Examples of behaviors that contribute to a high mark in class participation are:
Active and interested involvement in classroom discussions
Helpful and effective responses to questions and issues raised in class
Contributions that help the learning of other students and the class as a whole
Contributions that demonstrate good preparation for class and mastery of course material
Assistance to the instructor in class activities when requested
Assignment Completion Deadlines
Assignments due dates and dates of other evaluated activities are indicated on the schedule.
Assignments are to be submitted on Canvas in assignment folders or drop boxes that will be set up
for that purpose and are due prior to the beginning of the class, unless otherwise indicated. It is the
discretion of the instructor if late assignments will be accepted; however, any accepted late
assignments will incur a penalty. The amount of the penalty will range from be a minimum of 20% to
up to 50% of the assessed mark for assignments with five days of lateness; after five days,
assignments will not be accepted.
Make-Up Exams
Make-ups for exams will NOT normally be given. The only exception will be well-documented
SERIOUS emergency, natural disaster, or serious illness of the student or close family member. In
relevant cases physician’s confirmation will be required. Make-ups will absolutely NOT be given
because the date of exam happen to clash with student’s travel plans, sports activities or regular work
schedules. ALL requests for make-ups will need to be thoroughly documented.
Computer and Internet Policy
This class requires your full attention and participation. It is my policy to allow use of laptops in
class ONLY WITH THE WIRELESS FACILITY TURNED OFF. The only permitted exception
is when you are instructed otherwise as a part of in class activities. You are not allowed to use in-
class telephone/PDA text, instant or email messaging under any circumstances. You have
plenty of time outside class for such activities – don’t waste time in-class.
I regard needless surfing of the Internet, instant and text messaging as equivalent to openly reading a
newspaper or magazine or holding a cell phone telephone conversation in class. Therefore I consider
such behaviors both distracting to the learning of other students (as well as yourself) and
discourteous to the class and to the instructor. Please be aware such behaviors are not only against
my policy but will lose you significant participation marks.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 12
Academic Dishonesty/Cheating Policy
"All students are expected to demonstrate honesty in their academic pursuits. The university policies
regarding issues of honesty can be found under the "Student Code of Conduct in the Student
Guidebook. All students are expected to study this document, which outlines their responsibilities and
consequences for violations of the policy.”
The FGCU Student Guidebook is available online at
http://studentservices.fgcu.edu/judicialaffairs/new.html
Plagiarism Plagiarism occurs whenever you copy someone’s writing, even partially, and fail to reference it in
your paper. If anyone is found plagiarizing, they will be given an automatic 0 for their assignment
and the team will be turned over to Judicial Affairs. In addition, you are responsible for your team
members. If anyone in your team is caught plagiarizing, then the whole team will be given a 0 for the
assignment. IF YOU HAVE ANY QUESTIONS AS TO WHETHER SOMETHING WILL BE
CONSIDERED PLAGERIZED, BE SAFE AND REFERENCE THE SOURCE. If you copy a
substantial amount of the sentence from a source, it should be referenced with QUOTATIONS. If you paraphrase it, you must reference it but you do not need quotes.
All students will be asked to sign an “ethics oath” prior to taking each online exam. In addition,
although this is an online course it is essential that all students independently complete their work.
Violation of this are regarded in the same category as cheating and academy dishonesty.
Disability Accommodations Services
“Florida Gulf Coast University, in accordance with the Americans with Disabilities Act and the
university’s guiding principles, will provide classroom and academic accommodations to students
with documented disabilities. If you need to request an accommodation in this class due to a
disability, or you suspect that your academic performance is affected by a disability, please contact
the Office of Adaptive Services. The Office of Adaptive Services is located in Howard Hall 137. The
phone number is 239-590-7956 or TTY 239-590-7930”
Student Observance of Religious Holidays
“All students at Florida Gulf Coast University have a right to expect that the University will
reasonably accommodate their religious observances, practices, and beliefs. Students, upon prior
notification to their instructors, shall be excused from class or other scheduled academic activity to
observe a religious holy day of their faith. Students shall be permitted a reasonable amount of time to
make up the material or activities covered in their absence. Students shall not be penalized due to
absence from class or other scheduled academic activity because of religious observances. Where
practicable, major examinations, major assignments, and University ceremonies will not be
scheduled on a major religious holy day. A student who is to be excused from class for a religious
observance is not required to provide a second party certification of the reason for the absence.”
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 13
Center for Academic Achievement
The Center for Academic Achievement (CAA) provides academic support services to all FGCU
students. Students can take advantage of our free peer tutoring and Supplemental Instruction
sessions for lower-level math and science courses, as well as workshops to facilitate the development
of skills necessary for college success. If you would like to participate in any of our programs, learn
about tutoring services, or meet with an Academic Retention Coordinator, please visit the CAA in
Library 103 or call us at (239) 590-7906. The website for CAA is www.fgcu.edu/caa.
Resources for Faculty General Education
Information on General Education program requirements is available online at
http://www.fgcu.edu/General_Education/index.html
Service‐Learning: Information on integrating service‐learning into the course and course syllabus is
available online at http://www.fgcu.edu/Connect/
Distance‐Learning: Information on distance learning courses is available online at
http://itech.fgcu.edu/distance/
Online Tutorials: Information on online tutorials to assist students is available online at
http://www.fgcu.edu/support/
CANVAS Learning Management System and Demonstration Site
Information on CANVAS is available online at http://elearning.fgcu.edu/frames.aspx and
http://elearning.fgcu.edu/section/default.asp?id=xxxDemoonlinecoursestudent
Library Resources Main page: http://library.fgcu.edu/
Tutorials & Handouts: http://library.fgcu.edu/RSD/Instruction/tutorials.htm
Research Guides: http://fgcu.libguides.com/
Faculty Support: http://library.fgcu.edu/faculty_index.html
Contact Us: http://library.fgcu.edu/LBS/about/contactus.htm
International Business
The FGCU link has been developed to connect you directly to several research guides for
international business research: http://fgcu.libguides.com/international_business
Financial Times, WSJ, and other Business Journal Databases
The following FGCU link connects you to search databases for business journals such as Financial
Times, WSJ, etc:
http://ze7cm3rw7t.search.serialssolutions.com/?V=1.0&N=100&L=ZE7CM3RW7T&S=AC_T_B&
C=financial+times
MAN 6607
GLOBAL ORGANIZATIONAL ISSUES
EMBA CLASS SCHEDULE*
Assignments are due on the date that they are assigned.
Week /
Date
Topic, Readings and Case Assignments Activities Due
Week 1
Aug 15 Introduction to International Business &
Globalization of Markets and Global Participants
Chapter 1& 3
Syllabus (Review)
Reading: Friedman, World is Flat
Reading: Cohen, Seven Billion
Reading: Magni, Atsmon: Better Approach to China Mkt.
Debating Merits of Globalization (Short Case Handout)
Assign Cases and
Readings
Week 2
Aug 29 Cultural Environment of International Business &
Ethics and International Business
Chapters 4
Reading: Thoma & Inkson, Conflicts Across Cultures
Reading: Earley & Mosakowski, Cultural Intelligence
Short Case: Hollywood’s influence on Global Culture
Completion of
Culture Surveys
Reading
Review
HBR Case:
Corruption: The International Evolution of New Management
Challenges
Week 3
Sept 12
International trade and investment & Government
Intervention in International Business & Regional Economic
Integration
Chapter 2 & 6
Reading: Drayton & Budinich: New Alliance
Reading: Pisano & Shih, Restoring American Competitiveness
Reading
Review
HBR Cases
Global Wine War 2009: New World versus Old
The Greek Crisis: Tragedy or Opportunity
Greek Crisis:
Class Discussion
Case Study
Week 4
Sept 26 Political and Legal Systems in International Business &
Emerging Markets
Chapter 5 & 7
Readings: Chironga et al, Cracking the next growth Mkt
Reading: Henisz /Zelner, Hidden Risks in Emerging Mkt.
Reading: Eyring & Johnson, New Business Models
Disney Case
Study Final
Project:
Question 1
Reading
Review
HBR Cases
Carlsberg in Emerging Markets
Case Study
Week 5
Oct 10 Strategy and Organization in the International Firm
and Global Market Assessment
Chapter 8 & 9
Readings: Capelli et al, Leadership Lessons from India
Readings: Porter, Choosing the U.S.
Reading
Review
HBR Cases
BBC Worldwide: Global Strategy
Case Study
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 15
Week /
Date
Topic, Readings and Case Assignments Activities Due
Week 6
Oct 24 FDI, Exporting, Licensing and Franchising &
Global Sourcing and Marketing
Chapter 10, 11, 12, 13, and 14
Reading: Hout &Ghemawat, China vs. World
Reading: Ghemawa, Finding Strategy in New Landscape
Reading
Review
HBR Cases
Coffee Wars in India: Café Coffee Day Takes on the
Global Brands
Case Study
Week 7
Nov 7 HR
Chapter 15
Readings: Javidan et al, Making it Overseas
Readings: Couse & Watkins, Three keys to Overseas Assign.
Reading
Review
HBR Case
Kent Chemical: Organizing for International Growth
Barcays and the LIBOR Scandal
Barcay/LIBOR:
Class Discussion
Case Study
Week 8
Nov 21 Disney Country Presentations
Course Recap
Final
Presentation
(Take home case
study given)
Disney Final
Report
Week 16
Dec 5 Final Exam
(In class and completion of take home case study
Final
Presentation
Take Home
Case Study
*This schedule is tentative and the instructor reserves the right to modify this schedule as circumstances
dictate. Further information and instructions about the assignments will be given in class and provided in
separate documents posted on Canvas.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 16
APPENDIX ONE
CASE STUDY QUESTIONS
Corruption: The International Evolution of New Management Challenges (Prod # 909M65)
1. Why have governments individually and collectively decided to crack down on corruption? Is
this crack down a permanent change or a temporary phase?
2. Analyze the causes of corruption. Why has corruption been greater in countries with
extensive government regulation? Will a shift to free markets inevitably reduce corruption?
3. Where would you draw the line between acceptable gifts and unacceptable bribes? Does this
line differ among countries? Present a sample of an anti-corruption code from a major US
corporation (if possible)
4. Can laws and international agreements change corruption practices where these are embedded
in culture and societal norms and political actions?
5. Are donations to politicians and political parties a form of corruption? Should donations be
prohibited?
The Greek Crisis: Tragedy or Opportunity (Prod # 5-712-036)
1. How did Greece get into this difficult situation and whose fault was it?
2. Would you buy GGB now?
3. Does the Greek crisis spell doom for the future of the euro and the euro area?
Barcays and the LIBOR Scandal (Prod # 9-313-075)
1. Who is hurt and who benefits from the manipulation of LIBOR?
2. Who was responsible for the main manipulation of LIBOR?
3. How should you respond when you know your competitors are cheating or when you think
regulators are asking you to cheat?
4. What is your assessment of the efforts to fix LIBOR? What, if anything, would you do
differently?
Carlsberg in Emerging Markets (Prod # W11045)
1. Describe and discuss different strategies of multinational enterprises when expanding into
emerging markets. Comment on the pros and cons of Carlsberg’s acquisition strategy in
China.
2. What are the key marketing challenges when entering an emerging market? How is entering
an emerging market different from entering a Western market?
3. What is Carlsberg’s competitive environment in China and how well is Carlsberg positioned
relative to its competitors?
4. Analyze the global beer industry and relate this to Carlsberg’s current realized emerging
market strategy.
MAN 6607 - Global Organizational Issues (CRN 81320)
Dr. Arthur Rubens EMBA: Fall Semester 2014 Page 17
BBC Worldwide: Global Strategy (Prod # 9-507-034)
1. What is the strategic role of WW within BBC, and how is it changing?
2. Evaluate Smith’s objectives and strategy for WW. What are the implications for the role and
organization of WW?
3. What recommendations would you make to Smith as he tries to boost WW revenues?
4. How critical to success is WW’s performance in the US? What plan of action would you
recommend to Smith?
Global Wine War 2009: New World versus Old World (Prod # 5-910-412).
1. How did the French become the dominate competitors in the increasingly global wine
industry for centuries? What sources of competitive advantage were they able to develop to
support their exports and where were they vulnerable?
2. What changes in the global industry structure and competitive dynamics led France and other
traditional producers to lose market share to challengers from Australia, U.S. and other New
World countries in the late twentieth century?
3. What advice would you offer today to the French Minister of Agriculture? To the head of the
French wine industry association? To the owner of mid-size, well regarded Bordeaux
vineyard producing wines in the premium and super premium categories?
4. What advice would you offer today to the Australian Minister of Agriculture? To the head of
the Australian wine industry association? To the owner of mid-size, well regarded Barossa
Valley vineyard producing wines in the premium and super premium categories?
5. What advice would you offer today to the U.S. Minister of Agriculture? To the head of the
major U.S. wine industry association? To the owner of mid-size, well regarded Napa Valley
vineyard producing wines in the premium and super premium categories?
Coffee Wars in India: Café Coffee Day Takes on the Global Brands (Prod # 5-714-449)
1. What should be the most important goals for V.G. Siddhartha and Venu Madhav when
considering their response to Starbucks’ entry into India?
2. What are CCD’s most important competitive advantages? Biggest competitive challenges?
3. What are Starbucks’ most important advantages and challenges?
4. How should Siddhartha and Madhave respond to: a) slight course correction or b) bigger
bolder aggressive reaction?
Kent Chemical: Organizing for International Growth (Prod # 4410)
1. What were the problems facing Luis Morales as he began implementing Ben Fisher’s
international expansion strategy?
2. How would you evaluate the organizational changes he made in response to those problems?
Why were they unsuccessful?
3. What do you think of the Sterling Partners recommendations? What did Kent get for the $1.8
million fee?
4. What should Morales recommend? What should Chairman Ben Fisher decide?