Int Mgt Course Pack

8/7/2019 Int Mgt Course Pack

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Module I: what is the study of management?

1. Who are managers?

2. What do managers actually do?

3. There are 3 basic levels of management. Do you know what they are?

4. What kind of skills do managers need to have?

Mintzbergs research (2004) suggests that managers divide their time managinginformation, running their divisions, and negotiating outside of their areas.Communication skills are paramount.

5. Lets create a definition of management:

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According to Wikipedia (2007), [t]he organizational configurations framework of

Mintzberg is a model that describes six valid organizational configurations

1. Mutual adjustment, which achieves coordination by the simple process ofinformal communication (as between two operating employees)

2. Direct supervision, in which coordination is achieved by having one person issueorders or instructions to several others whose work interrelates (as when a bosstells others what is to be done, one step at a time)

3. Standardization of work processes, which achieves coordination by specifyingthe work processes of people carrying out interrelated tasks (those standardsusually being developed in the technostructure to be carried out in the operatingcore, as in the case of the work instructions that come out of time-and-motionstudies)

4. Standardization of outputs, which achieves coordination by specifying theresults of different work (again usually developed in the technostructure, as in afinancial plan that specifies subunit performance targets or specifications that

outline the dimensions of a product to be produced)5. Standardization of skills (as well as knowledge), in which different work iscoordinated by virtue of the related training the workers have received (as inmedical specialists - say a surgeon and an anesthetist in an operating room responding almost automatically to each others standardized procedures)

6. Standardization of norms, in which it is the norms infusing the work that arecontrolled, usually for the entire organization, so that everyone functionsaccording to the same set of beliefs (as in a religious order)

According to the organizational configurations model of Mintzberg each

organization can consist of a maximum of six basic parts:

1. Strategic Apex (top management)2. Middle Line (middle management)3. Operating Core (operations, operational processes)4. Technostructure (analysts that design systems, processes, etc)5. Support Staff (support outside of operating workflow)6. Ideology (halo of beliefs and traditions; norms, values, culture)

According to the organizational configurations framework there are six valid

coordinating mechanisms in organizations:

1. Direct supervision (typical for entrepreneurial organizations)2. Standardization of work (typical for machine organizations)3. Standardization of skills (typical for professional organizations)4. Standardization of outputs (typical for diversified organizations)5. Mutual Adjustment (typical for innovative organizations)6. Standardization of norms (typical for missionary organizations)

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6. INTERNATIONAL MANAGEMENT PROCESS: running organizations thatoperate in more than one country.

Culture and religion are critical aspects impacting on international managers.

What is culture?

What is the role of religion and how does it impact on management?

What other factors or variables affect the performance of international managers?

Do you know what these terms mean?

Master of destiny

Fatalism

Innovation

Power distance

Uncertainty avoidance

Masculine and feminine cultures

Cultural imperialism

Paternalism

Expatriate

Profit centre

Cost Centre

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Module 2: Making Decisions

Decision-making takes place to resolve problems. Problems result if performance doesnot meet the standard set or when behaviour has deviated from the plan. Problems canalso arise when opportunities present themselves. An opportunity can result in a gain or

profit but if not acted on expediently can result in a loss of opportunity.

It becomes important to identify not just the obvious problem but also the root of theproblem: why the problem has occurred and if it is likely to occur again.

Problems should be prioritized. Some require immediate action; some do not.

Decision-making is related to problem solving. Problem solving requires an analysis ofpossible courses of actions that could be taken to solve the problem or take advantage ofthe opportunity. When faced with making a rational decision, a manager evaluates themerits of each option by comparing the disadvantages and advantages of each possible

solution.

Step 1: analyze the situation and identify the need for making a decision

Step 2: prioritize the problem(s)

Step 3: figure out why the problem has occurred

Step 4: come up with possible solutions/alternative courses of action

Step 5: evaluate the options

Step 6: come up with a solution and make a recommendation

Step 7: implement

Step 8: follow up/control/evaluate the validity of the recommendation

It is wise to have a contingency plan within the recommendation!

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Factors that can impact on the quality of decisions include:

1. emotion2. knowledge3. uncertainty

4. risk 5. group factors6. creativity7. individual factors8. others:

Types of managerial decisions:

Programmed

Non-programmed

Intuitive

Systematic

Proactive

Reactive

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Group decision-making: the Japanese model of management is based on group decision-making. The oriental manager uses concepts such as quality circles, ringi, concensus,and nemawashi to arrive at decisions that everyone is satisfied with. In our culturesatisficing is much more common. And, we are taught to compete even with our owncolleagues. But teamwork and group decision-making is a trendy topic so let us examine

the pros and cons of group decision-making.

Major Advantages Major Disadvantages

When do you think it would be a good idea to use groups to make a decision?

Common Team Processes

Brainstorming

Nominal Group Technique

Delphi Technique

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What is cognitive dissonance?

Every decision made involves RISK. How can risk be minimized?

To make sound decisions it can be argued that internal and external environments need tobe analyzed. In a management context this is often referred to as a S.W.O.T. analysis.This acronym stands for strengths, weaknesses (internal factors) and opportunities,threats (external environmental factors).

Assessment ofinternal strengths and weaknesses generally includes an examination ofassets; human resources; the organizations position in the market, its image, culture,ethics, sense of social responsibility and mission; ability to respond to change; level of

flexibility; communications systems; and leadership styles. The manager asks what arewe good at and what are our vulnerabilities? Think of any sports team. A good teamassesses its strengths and weaknesses before each game and even throughout the game.The object of the exercise is of course to win. The analogy holds true in business as well.

External factors are complex enough when operating in one country but when theorganization expands beyond its borders the challenges multiply tremendously. Anenvironmental scan must be conducted frequently to find out where the threats andopportunities to success lie and what they are. A scan includes a close scrutiny of thefollowing environments: economic, political, social/cultural, competitive, technological,ecological, labour, and legal. Some scholars refer to this as a PEST or STEP analysis(political/legal, economic, social and technological).

In the global economy, managers face very different opportunities and threats in differentlocations. It is important then not to be ethnocentric, assuming what worked at homewill work elsewhere. Economically speaking alone, there are different economic stagesin different locations and each country has its own unique economic system. And, todayeconomic trade zones seem to be pulling nations together providing added opportunityfor member states but may threaten freer trade opportunities. The legal systems as wellwill differ from location to location. Some less economically developed countries maybe less stable due to extreme political regimes and extreme poverty. Taking advantage ofless expensive foreign resources is often a primary reason for undertaking risky ventures.As you reflect upon this subject and continue reading current events the magnitude of thistopic becomes self-evident.

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Module 3: Planning

Planning is the starting point. It is what gives the organization purpose. Goals direct allactions and the actions are taken to achieve the goals. Planning may be formal or

informal. It addresses the following types of questions:What do we want the future to be?What goals should be set?What must be done to assure success?When, where, and how should everything be done?

Advantages of planning Disadvantages of planning

Types of plans:

Type Level Time Span Purpose

Strategy

Tactical Planning

Operational Plan

Business-level Plan

Corporate level

Functional

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There are many names for plans. Here are some common ones:

Corporate level

1. Concentration

2. Growth

a. Market penetration

b. Geographic expansion/market development

c. Product development

3. Integration

a. Horizontal

b. Vertical

4. Diversification

5. Investment Reduction

6. Entrenchment

Business level (competitive)

1. Cost Leadership

2. Differentiation

3. Niche/Focus

Carefully conducted planning involves the following steps:

1. Assess the current conditions and forecast the future2. Determine goals and objectives3. Establish an action plan4. Identify required resources5. Implement the plan6. Control (follow up)

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There are different levels of planning targets.

Mission statements

Goals

Objectives

Objectives are quite varied and include:

Profitability

Productivity

Quality

Innovation

Employee Attitudes

Managerial Behaviour

Social Responsibility

Market Share

Customer Service

Distribution

Others:

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Effective planners interpret current and relevant information and get input from manysources. They see the big picture; they conceptualize and forecast. They are greatrational decision makers following the rational decision making model. They identifythe necessary resources required to successfully execute the plan. They establishcompletion dates and establish standards by which to measure performance.

Today one of the hot topics in planning is the degree of decentralization and the level ofempowerment necessary to run effective organizations.

Centralized planning Advantages Disadvantages

Decentralized planning Advantages Disadvantages

Empowerment Advantages Disadvantages

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International Strategic Planning

Going international is only going to add to the complexity of planning. One of the firstthings is to decide who should have authority and be accountable for planning. This is aquestion of how much should be centralized and decentralized. This question is never

easily resolved. It would depend on how unique the foreign environment is and thestrengths and weaknesses of the organization itself. These factors are always changingand thus it is safe to assume that the answer is always changing as well.

Another key factor is to examine the corporate culture and the perspectives of the seniormanagement. Some organizations feel that it is possible to expand into foreign territorieswithout changing the plans that have worked in the past. This would be referred to as anethnocentricperspective if the underlying argument were our way is the best way. Ifthe foreign locations are very different (environmental scanning results) from thedomestic conditions, organizations might choose a multi-domestic approach to planningso that planning reflects those unique conditions. With a global approach, centralized

decision-making is used for significant similarities and local adaptations or adjustmentsare made to accommodate the significant differences. Technology has made it possiblefor rapid expansion into global markets and for a transnational perspective.Transnational organizations assume the market is seamless and emphasis is placed onsimilarities. Their planning is based on input from everywhere and local autonomy isencouraged since it is the cornerstone of transnational success.

Approach Advantages Disadvantages

Ethnocentric

Multi-domestic

Global

Transnational

According to Porter (1980), strategic objectives should be made in the following areas:

1. profitability,2. resources,3. market position,4. employees,5. social responsibility and ethics,6. management performance,7. overall productivity, and8. innovation.

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Globalization forces encourage organizations to pursue more grandiose growth goals.When entering the global market, it is important to research foreign environments. Withglobal competition, innovations and new technologies are quickly incorporated intoproducts or used to make products more efficiently. Product life cycles have sped up as aresult. Since customers have more choice, their power has increased and their

satisfaction is very important. Gradually, however, foreign markets lose their uniquenessand become more homogenous.

Before entering a foreign market it is important to ask key questions like these:

a. What competition already exists?b. What products are currently used?c. What power do the suppliers and buyers have?d. To compete what resources would be needed?e. What is the most effective way to compete?

i. Price?

ii. Product differentiation?iii. Relationship with suppliers?iv. Relationship with distributorsv. Alliances or equity ventures?

f. What positioning or differentiation strategy should be used?g. How can a competitive advantage be created?

i. Cost leadershipii. Lower prices

iii. Continuous innovationiv. Multiple product/service offerings

h. How will the home country be affected?

Going international is risky. The risk must be weighed against the possible gain:

a. higher revenue possible, more profit possibleb. new markets to exploitc. opportunity to build brand and corporate equityd. lower prices for resources which allow for better pricing and profit

strategiese. greater availability of resources resulting in better quality choicesf. others:

The risks lie in the attitude of governments and business leaders/organizations,incompatibility of legal and bureaucratic structures, and the unique social and economicforces in the foreign locations. How can the risk be reduced?

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Strategies to Enter Foreign Markets:

Method Advantages Disadvantages

Indirect export

Direct export

International Sales force

Foreign branches

Subsidiary

Foreign distribution system

Internet

Management contract

Equity venture

Non-equity alliance

Licencing

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Planning for growth is one thing but there are also times when it is necessary torestructure and divest. Some gurus have developed tools to assist managers in theirplanning. These tools are based on an analysis of market conditions. Some examplesinclude:

Boston Consulting Group Matrix:

Chens Analysis (Williams, Kondra & Vibert, 2004):

Competitor analysis Interfirm rivalry

Strong market commonality Less likelihood of an attack

Weak market commonality Greater likelihood of an attack

High resource similarity Greater likelihood of a response

Low resource similarity Less likelihood of a response

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Ansoffs Matrix (MarketingTeacher, 2000-2006):

Porters 5 forces (Recklies, 2001):

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Module 4: Organization

Once the planning has been done, it is time to get organized. Managers must design themeans to effectively and efficiently accomplish the set goals. They must know how to

1. Break the work down into jobs-- this results in the development of a

structure with departments and positions2. Obtain the necessary resources3. Assign tasks4. Coordinate all efforts.

Terminology related to this topic:

Division of labour

Delegation

Authority

Responsibility

Accountability

Centralization

Decentralization

Department

Committee

Matrix

Organic structure

Subsidiary

SBU

Conglomerate

Bureaucracy

Span of control/management

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Staff

Restructuring

Hierarchy

Formal organization

Informal organization

Flat structures

Tall organizations

Line

Structure is necessary because:

Structure changes because:

Typical domestic structures include the following divisions:FunctionalProduct

Geographic/TerritorialCommitteeMatrixTeam/ProjectLine and Staff

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As the organization expands into foreign territories, structural changes are necessary.Therefore, typical domestic structures evolve by adding:

Export or import divisionsForeign subsidiaries

International divisionsGlobal functional divisionsRegional divisions

It becomes increasingly more necessary to structure accountability around SBUs aseither

Profit Centres, orCost Centres.

According to Deresky (2006, p. 286), [n]o matter what stage of internationalization, afirms structural choices always involve 2 opposing forces: the need for differentiation(focusing on and specializing in specific markets) and the need for integrationcoordinating those same markets). Further,[o]rganizing to facilitate a globalizationstrategy typically involves rationalization and the development of strategic alliances (p.287).

Rationalization

Strategic alliance

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What are the advantages of entering an alliance?

Common problems encountered by allied organizations include:Conflicting corporate cultures and methods,Control issues,

Unequal commitment, andSecrecy and distrust.

How can these problems be avoided?

A common tenet today is think globally, act locally. Do you agree?

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Module 5: Control

Control is not only good but also vital! Monitoring progress and setting targets arenecessary for not only profit attainment but also competitiveness and survival.

Control is necessary for production and operations, financial resources, human resources,and organizational change and development. More specifically, the following tablepinpoints areas of control:

Output Bureaucracy Decision-making Structure

Profit Policies Centralization Types

Costs Rules Decentralization Roles of divisions

Quality/service Procedures Flexibility

Quantity/volume Responsiveness

The steps in control are:

1. Set standards2. Measure actual performance3. Compare actual performance with standards4. Make changes if necessary.

If there are significant variations between the standard and actual performance, it isimperative to find out why.

The big question is who should be accountable for the control function? Should the

individual performing the task be empowered and held accountable? Should divisionmanagers or headquarters set the standards? Should special staff be assigned thecontrol function?The discussion is often reduced to a question of centralization and decentralization.

Centralization

Decentralization

Current thinking today suggests that headquarters must decide what needs to becontrolled, the best way to control and where the responsibility for control will lie.

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Module 6: Leadership

Leadership is all about getting work done through others. It is about power andsecuring the commitment of those who follow.

Power Sources:

Leaders are often classified as

1. autocratic

2. democratic

3. laissez-faire

and are either

1. task oriented

2. people oriented

and

1. proactive

2. reactive

Theories on leadership in the Western world have been developed by such prominentpeople as

1. McGregor2. Blake and Mouton3. Likert4. Hersey and Blanchard5. Fiedler 6. Vroom, Yetton and Jago

Recently the term transformational leader has emerged. What does it mean?

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Being a good leader means being able to understand and make use of psychology,sociology, and cultural differences. The expression you can lead a horse to water butyou cannot make it drink applies in this case.

In the western world today there seems to be a movement towards more participative

styles of management/leadership. However in many other parts of the worldauthoritarian styles are necessary due to cultural expectations.

A leading authority in the field of cross-cultural motivation is Hofstede (cited inRodriguez, 2001):

Cultural dimension:

Power distance

Uncertainty avoidance

Individualism

Masculine/feminine

The most frequently cited motivation theorists found in American management booksinclude Taylor, Mayo, Maslow, Herzberg, and McGregor.

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Communication:

Let us illustrate the process in this space:

Aspects of Culture that affect the Effectiveness of Communication:

1. Trust2. Attitude3. Social organization4. Thought patterns5. Roles6. Language7. Nonverbal communication

a. kinesis: body language b. proxemics: distance/space needed

c. paralanguage: what is not saidd. object language: material objects say a lot

8. Appreciation of time9. Context

a. high: assumptions and emotions must be taken into considerationb. low: explicit expressions

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Module 7: Human Resource Management (HR)

Major functions performed by HR include:

1. Planning for HR needs

2. Recruiting3. Selection4. Hiring5. Dismissal/termination6. Training/development7. Compensation8. Appraisal9. Rewarding/disciplining10. Conditions of employment11. Preparing job descriptions and specifications12. other:

Hot Issues today include:

1. Discrimination2. Substance abuse3. Stress4. Ergonomics5. Aging workforce6. Expatriate preparedness7. Diversity8. Migrant workers9. Organized labour10. Outsourcing11. Alternative work schedules

Approaches to Staffing International Posts:

1. Ethnocentric: send expatriates to fill senior positions2. Polycentric: hire host country nationals for senior positions3. Global staffing: hire the best candidate regardless of nationality4. Regiocentric: fill senior posts with the best candidates from the region

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Selection will be determined by a number of factors including1. Preferred approach of the organization2. Government and legal limitations/rules3. Suitability4. Availability

5. Length of assignment6. Cultural awareness

A danger to avoid: assuming previous track record is an accurate indicator of futureperformance!Expatriate success hinges on

1. Job factors2. Cultural sensitivity3. Family factors4. Personal motivation

According to Deresky (2006), 40% of expatriate managers end their foreignassignments early because of poor performance or an inability to adjust (p. 362).

Culture Shockusually progresses through 4 stages, as described by Oberg:1. Honeymoon2. Irritation and hostility3. Gradual adjustment4. Biculturalism (cited in Deresky, 2006, p.363-364).

Therefore, expatriates must be properly prepared for foreign assignments. Suchtraining should focus on

1. Language2. Culture and life style3. Geography4. Political, legal, and economic realities5. Exposure to people from that foreign culture,

whereas training/developing host nationals should focus on

1. Corporate culture, policies, procedures2. Special skills required.

Compensation must be acceptable and have some intrinsic motivational aspect thatsatisfies both the needs of the organization and the individual. A big issue today may beto provide adequate compensation for loneliness and high risk associated with someassignments. Another question that needs to be addressed is: should host countryemployees receive the same level of compensation as an expatriate would receive?

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Module 8: Business Practices and Negotiations

Both logic and intuition will play a role in negotiations. Obviously, cultural differences,language, organizational strengths and weaknesses are also critical factors.

Today business can be conducted electronically or face-to-face. It is often conducted inteams and often through the use of interpreters. The legal system will determineconstraints on contracts.

The following are some critical factors affecting cross-culture negotiations:

1. Perception of time: in some cultures time is money

2. Thought patterns: some cultures think in a linear manner it is possible toforecast and so goals are set and the focus is on the future. Some societies arecircular in that they believe that what has happened in the past is likely to

happen again in the future.

3. Personal space

4. Material possessions: the value placed on ownership of things

5. Importance of family and friends over money

6. Competitiveness and individuality

7. Social behaviours

8. High or low context

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Module 9: Ethics and Social Responsibility

Do all the good you canBy all the means you canIn all the ways you can

In all the places you canAt all the times you canTo all the people you canAs long as ever you can

(John Wesley,His Rule)

Winston Churchill: Responsibility is the price of greatness.

It is difficult being ethical and socially responsible in your own country so it may be evenmore difficult on a global scale.

Laws reflect the basic values of each society. These must be obeyed. However, there arealso corporate values and individual values and these may and do often conflict. In aneffort to standardize values, corporations tend to develop codes of ethics and determinetheir social responsibilities. These need to be controlled. How an organizationconducts itself is often referred to as governance.

There are many philosophical arguments about ethics. Two common ones include

1. Relativism: a belief that ethical values are relative to the groups holdingthem. Therefore, when in Rome do as the Romans do (a quote attributed toSaint Ambrose) is the maxim to follow; to not respect the other value systemswould be unethical.

2. Normativism: a belief that there are universal standards of behaviour that allindividuals and organizations should uphold; one must assure that thesestandards are upheld and that is the moral obligation of everyone.

What do you think about whistle blowers?

Socrates asked: how do you want to live? Life style choices fall into 2 majorcategories: 1. decisions concerning the common good such as air, water, limitedresources and overall benefits for society including the role of business organizations;and 2. decisions concerning people, conflicting demands, and business operations.

The idea of common or shared morality rests on the following principles:Promise keepingNon-malevolenceMutual aidRespect for personsRespect for property

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A procedure to making moral decisions:

1. Identify the decision maker who has the ethical problem

2. Identify the ethical issue

3. Write down the possible alternatives

4. Identify the people, organizations or groups who may benefit from or be

harmed by each alternative

5. List benefits and harms to the affected parties

6. Give the ethical rules used, the reasoning leading to the decision and the

recommended action

Ralph Nader: in the 1960s Nader accused General Motors of producing an unsafemodel, the Corvair. General Motors first response was to try to attack the integrity ofNader in hopes of discrediting him. But, ultimately the Corvair was recalled. This wasthe very first recall. Ralph Nader has been credited with the birth of the idea of corporatesocial responsibility.

Of course people have known about the greed of businessmen and callous disregard ofemployees, society, laws, and ecology in the pursuit of profit. Authors like CharlesDickens in England and Sinclair Lewis in the USA wrote novels based on this them. Theterm robber baron was coined in the early 1900s and John D. Rockefeller is often citedas a prime example.

Canada has not been immune to corruption and unethical practices. The building of thefamous Trans-Canada Railway in 1870-80 was rife with kickbacks, political corruptionand scandal.

The very heart of capitalism seems to be primed for unethical self-serving behaviour. In1776 Adam Smith wrote The Wealth of Nations wherein the concept of laissez-faire wasexpounded as necessary for economic efficiency. No government intervention wasneeded since the invisible hand would regulate economies. The result, according toSmith, would be many jobs, many consumer goods, much wealth, and improvedstandards of living. By the 20th century, it was clear that government intervention was

necessary. Laws had to be introduced to curtail ruthless business practices.

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Today businesses are beginning to realize the profitability of being ethical. At aconference in Toronto in 1993, Isador Sharp, founder of the 4 Seasons, cited 2 polls:

1. 96% of managers of Fortune 500 companies believed their organization didbehave ethically while 41% of their employees disagreed;

2. 70% of consumers said they would not buy products from unethical

companies (cited in Rodrigues, 2001).

Paul Hawken (1993) proposed more radical ideas:1. we must reduce the use of resources dramatically (recycling is a viable

solution)2. organizations must be proactive in ecological issues saving the environment

before the law forces them to do it3. corporations must restore ecological systems4. everyone must change their way of thinking; life styles based on endless

consumption are not sustainable

5. prices should reflect the true cost of a product so it must include the cost ofwaste dispolsal, environmental damage and effect on human health andquality of life

6. taxes should focus on environmental degradation, depletion of resources,pollution and less on payroll and income

Canada has established the Institute for Sustainable Development. Its objective is tofigure out how to balance the need for economic growth with the needs of theenvironment. There are also 1S0 14000 designations/standards that internationally basedorganizations strive to achieve. In Davos, Switzerland annual conferences attended bygovernment, business reps and other world influential leaders focus on globalization andethical issues.

The problem really boils down to how companies or economies can continue to growwithout environmental degradation. David Suzuki has shown us mathematically how thenatural world can no longer support our growth rates. The rule of 72 suggests that if youdivide the rate of increase of any activity into 72 you get the number of years it takes todouble the result. For example, if the inflation rate is 6%, in 12 years it will double. Therule seems to apply for pollution rates, population growth, energy consumption rates andso on. Ask your grandparents if they can recall when gas was 3 cents a gallon; a moviecost under a buck, a can of pop was less than a quarter and a new car might have cost1000$. Our globe cannot sustain the kind of growth rates modern and developingeconomies are demanding.

Is it time for a universal approach to social responsibility and ethics?

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ReferencesAnsoffs Matrix. (2000-2006). MarketingTeacher. Retrieved June 5, 2006 from

http://Marketingteacher.com

Deresky, H. (2006). International management: managing across borders and cultures(5th ed.). Upper Saddle River, New Jersey: Pearson Prentice-Hall.Fuhrman, P. H. (1986).Business in the canadian environment. Canada: Prenctice-Hall.Hawken, P. (1993). The ecology of commerce: a declaration of sustainability.New

York: Harper Business.Hawken, P. (1987). Growing a business. Don Mills, Ontario: Collins.Mintzberg, Henry. (2007). Wikipedia. Retrieved October 10, 2007 from

http://en.wikipedia.org/wiki/Henry_MintzbergMarketingTeacher. (2000-2006). Ansoffs matrix. Retrieved June 5, 2006 from

http://Marketingteacher.comPorter, M. (1980). Competitive Strategy: techniques for analyzing industries and

competitors.New York: Free Press.Recklies, D. (2001). Porters five forces. The manager.org. Retrieved April 12, 2006,from http://themanager.org/Models/p5f.htm.

Rodrigues, C. (2001).International Management: a cultural approach. Cincinnati:SouthWestern.

Williams, C, Kondra, A.Z., and Vibert, C. (2004). Management. Toronto: Thompson-Nelson.

Several of the illustrations were googled and searched for under images.

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http://marketingteacher.com/http://en.wikipedia.org/wiki/Henry_Mintzberghttp://marketingteacher.com/http://themanager.org/Models/p5f.htmhttp://themanager.org/Models/p5f.htmhttp://marketingteacher.com/http://en.wikipedia.org/wiki/Henry_Mintzberghttp://marketingteacher.com/http://themanager.org/Models/p5f.htm


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Appendix: Grades

A. Assignments for H2008 (50%) Research based assignments must be supported

with the documentation consulted attach/submit those documents. The APA

method of referencing work must be used. All work must be completed on a word

processor. Grammar and spelling errors will reduce grades. Sources must also becited during oral presentations and annotated bibliographies as well as the

documentation be submitted. Late work will not be accepted due dates

correspond with the beginning of the class scheduled on that date. Work that does

not conform to instructions will not be graded.

1. Planning:

a. Based on research, do a SWOT analysis for a business: may be done as an oral or

written presentation in groups of 3 (maximum) or solo.

b. Based on research, analyze the planning being done by a business: may be done

as an oral or written presentation in groups of 3 (maximum) or solo.

2. Organizing:

a. Based on research, analyze the organizational structure of a corporation: may be

done as an oral or written presentation in groups of 3 (maximum) or solo.

b. Based on research, follow up on one of the topics discussed in the module: may

be done as an oral or written presentation in groups of 3 (maximum) or solo.

3. Control:

Based on research, follow up on one of the topics discussed in the module: may be

done as an oral or written presentation in groups of 3 (maximum) or solo.

4. Leadership:Choose a business leader. Focus on what the person has contributed to the

subject of leadership. Prepare a brief, properly referenced discussion. This would

not be a team effort. As to choice of assignments it will be based on first come, first

served! One person in the class will not need to do research but will act as editor to

properly compile this information into one electronic handbook for each student.

5. Choose one of the other modules and follow up on a topic it contains. It must be

research based and may be done as an oral or written presentation in groups of 3

(maximum) or solo.

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B. Case Study Report (50%)

The case study method involves a rational decision making process.

I. In the 1st section of the report, the business situation is analyzed in order todiscover the real problem or opportunity. A SWOT analysis is an integralpart. Some background information sets the scene.

II. In the 2nd section, the various options are examined. These are possiblesolutions or courses of actions that could be taken. Each alternative is clearlydescribed and then analyzed in terms of the advantages and disadvantages.Obviously, the same factors should be considered for each of the options sothat they can be compared logically. Words like could or would or mightor may are used.

III. The 3rd section of the reports is developed after all of the options have beenexamined. No new information is contained in this section. Now the

recommendation is made and words like should or must are used. A planof action that most logically addresses the original problem/opportunity ispresented. A plan of action is quite specific and addresses the who, what,when, where, and why questions inherent in planning. Time limits areestablished. Limitations of the recommended course of action are discussed.Possible contingencies are suggested.

The format of the report is very important:

The cover page is addressed to the executives of the organization.

There should be a table of contents and an executive summary (similar to anabstract).

Use titles and subtitles for the main body of the report:

I. The 1st section could beIntroduction and you may want to have furthersubtitles, like A. SWOT Analysis and B.Problem Discussion.

II. The 2nd section could be entitledAlternative Courses of Action. Each ofthese is analyzed separately (usually first the advantages are listed anddiscussed and then the disadvantages are tackled).

III. The 3rd section is usuallyRecommendation.

Consult page 41 of your APA manual for the standard format lettering and numberingsystem. This format style is critically important and I am requesting a style like this:I.

A.

1.

a.

i.

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Climbing the Munchinhorn in Ruritania

Current situation, April 1: the bitter northeast wind howls around the 2 small tents,precariously perched on a 24 000 foot ledge some 1 500 feet below the summit of theMunchinhorn. This is Camp 6.

Inside one tent isa. Paul Trincouni, muttering strange Ruritanian oaths as he nurses his severelyfrost bitten hands

b. Sub-lieutenant Sidewinder who wakes every half hour or so to shout beforedropping off again, rather delirious

Inside the other tent isa. Lieutenant Greenwich, British expedition leader, wide awake and

worriedb. Hukka, a Ruritanian mountain porter, sinister looking and an odd

fellow, sleeping peacefully

Hukka is physically fit but does not speak English. Greenwich does not speakRuritanian. Originally the group had intended to climb to the top of the mountain thenext day. Trincouni has said that Hukka would never make the final climb since mostnative Ruritanians believed in the existence of an evil spirit residing there. WhenGreenwich asked Hukka if he would climb up, the Hukka shook his head, which inRuritanian means yes. Possibly Trincouni does not want Hukka to make the ascent?

Mission: Make it to the top of the Munchinhorn Mountain. It was difficult to get localapproval for the expedition. Englands reputation is at stake. If the group fails, Russiawill make the attempt next year. It is important that the mission be a Ruritanian-Britishjoint effort all of the way. One Ruritanian must make it to the summit: 2 Ruritanianclimbers, Trincouni and Crampon, have big reputations but if either of them cannot get tothe summit, Hukka must. Loss of face should be avoided. A problem facing the missionis the fact that the monsoon may be early this year and that would mean putting off theclimb.

Other factors:1. There were many frustrating delays and misunderstandings right at the beginning.

As a result the group is not past camp 6 and the monsoon clouds are beginning tofill the valleys below.

2. Crampon is at camp 53. There is no time to lose but who should be going up? No one can climb alone.4. The amount of food left is limited: only a 4-man day ration left at Camp 6 thanks

to Sidewinder accidentally pushing a 6-man day pack over the edge of a ledge.Adequate food stocks exist at Camp 5 but members at that camp are not aware ofthis problem.

5. Camp 5 is separated from Camp 6 by a one hour descent and a 3 1/2 hour climbup which is a full days work at this altitude

6. A hiking day is no longer than 6 hours at this altitude7. The only way to communicate between camps is by messenger

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Paths to follow:1. Going straight up is an extremely difficult and exposed climb containing a nasty

traverse called Hukkas Drop. Hukka has seen many people drop and is

especially superstitious about this path. It should take 3 hours to climb and 2hours to descend.2. Following the widening ledge along to the right until it joins the West Col (from

which a long steady snow slope leads to the top) is the easiest route because thereis no actual climbing. But it is a long, hard slog through soft snow -- probably 8hours up and 3 hours down. Once the monsoon thunder starts to roar the snow onthe West Col might break and avalanche. However, the West Col is the onlyplace above Camp 6 that offers any possibility for pitching a tent.

3. Going left along a narrowing ledge, one might well find enough holds to reach thelong, steep fissure known as Corny Crack. Corny Crack leads to the top but it isnot possible to know if it would be a good choice to follow or not since the path

can only be seen from the valleys far below. If rocks block the path the groupwould be frustrated. If the ascent were not blocked, however, it would probablytake slightly longer than the Hukka Drop path: 5 6 hours ascent and descent.

Greenwich looks at his watch: 8:00, an hour of daylight gone already! It would takeanother hour to get ready. That would mean there would only be 8 hours of daylight left.Moving at night is not an option. The sky is blue and the wind has moderated slightly.Below in the valleys he can see the monsoon clouds boiling and expects he has a 24-hour window before the monsoon hits them. Anyone left above camp 5 would be ingrave danger if the monsoon hit.

1. Can you identify the problems? Is there a main problem?2. Can you do a SWOT analysis?3. Can you identify what options Greenwich really has and analyze those?4. Can you make a recommendation?

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