Business Administration C5 International Business, 5 credits Syllabus, course C5 Business Administration, 5 credits (Advanced level) Course code: FEKC40 Responisble Department: The Dept of Business Administration Subject: Business Administration Level: C Field of education: Social Science This course is at advanced level in a Bsc- or a Msc-degree at the University of Umeå. The course is also intended for exchange students within particular exchange programmes. 1 Resolution to arrange the course The course is established by the Faculty of Social Science at Umeå University and the syllabus is confirmed by the Board of Business Administration in May 25th 1999. 2 Objective and contents The courses in management consist of "Strategy and Structure in Organi- sations", "Leadership and Human Interaction in Organisations", " Organi- sations - Change, Innovation and Learning", "New Perspectives on Manage- ment", and "International Business". Economics concerns making choices between different alternatives and the basic thinking behind the management courses is also that both management and co-workers are placed in different choice-situations in their work, for example between specialisation and integration, between conflict and co-operation, between change and allowing things to remain as they are. The different course are aimed at throwing light on what these choices are in the management field and what consequences can be expected from any particular choice made for the organisation, its co-workers and for external relations. In order for a company to satisfy the conditions for corporate success, there should be a business idea and an understanding about how it should be realised. One aspect of the idea's realisation is choosing the "right" organisational structure from the many old and new solutions of offer. This is the theme of the course "Strategy and Structure in Organisations". More important than structure is, however, the issue of how people in the organisation can work together towards pre-established goals in an effective way such that people are, at the same time, stimulated and granted opportunities for personal development. This is the theme of the course "Leadership and Human Interaction in Organisations". The internationalisation of business offers both threats and opportunities. Adaptation and development are also demanded in this context. The art of managing cultural differences between countries and companies is covered in the course "International Business". There are, however, no perfect solutions that suit all situations: the conditions for both the company and the enterprise function are changed constantly such that there are permanent demands for adaptation and development. The course "Organisations .-.Change, Innovation and Learning" deals with changes prompted by external or internal pressures and how changes in the organisation are implemented and how they affect those concerned. In the course "New Perspectives on Management", finally, the premises and assumptions previously made about enterprise, the firm and its co-workers are subjected to scrutiny from a critical/analytical perspective. The aim is partly to show the relativism of people's social constructions, and partly to foster a sound degree of scepticism towards what is otherwise taken for granted. International Business, 5 credits The purpose of the course is to gain knowledge of the various aspects of complex international business ventures. Problems of establishing alliances and making mergers and acquisitions will be dealt with as well as culture in an international perspective. Specific topics that will be dealt with: a. Alliances, mergers and acquisitions In most business activities you are dependent on alliances and networks. The internationalisation process has further strengthened the importance of networks and alliances. How do you create networks and alliances with organisations that are at the same time competitors and partners? How do you maintain and strengthen networks? The classic chain of expansion into foreign markets include selling through agents, establishing a sales company and engagement in production in the host country. From the eighties and onwards there has been a trend that companies expand through networks and alliances as discussed above and through mergers or acquisitions. The logic behind this trend is that it is easier and less time-consuming to buy a running business or to merge with a running business in the host country. How do you analyse a company that you find interesting in the host country? How do you approach the company that you have chosen? How do you overcome negative feelings and actions from stake holders in a company that you want to buy or merge with? b. Cross Cultural Management Cross Cultural Management is a 'young' subject and draws on research from a number of different disciplines such as international management, international organisational behaviour, sociology, anthropology, ethnology and psychology. The intention in this course is to introduce the student to some of this research in the context of working within a multinational enterprise or organisation. How do you recognise your own cultural identity? How do you explore the cultural identity of the people you are working with? How do you create an effective learning environment in a cross cultural management situation? 3 Prerequisites Students are reguired to have a minimum of 30 credits from the A- and B- level courses in Business Administration for entry to the course. 4 Teaching methods Core educational concepts of the course are experiential learning and an integration of theory with practice. Experiential learning will be implemented by student work with existing companies and their current problems and opportunities in their inter- national and global activities. Work with cases and with company studies will be included. Integration of theory with practice will be effectuated by case studies, guest lecturers and by study visits. Theory is of course a fundamental part as well as case studies included. Lectures, the study of literature and participation in seminars and case work are principal methods to facilitating the students' learning of the theoretical framework. 5 Examination Attendance at seminars and case presentations are required to pass the course. A written comprehensive examination (tentamen) is also required. The quality of the case studies and the oral presentations can be a part of the grading. The following grading system will be used: Pass with distinction (Väl godkänd, VG), Pass (Godkänd, G) and Fail (Underkänd, U). For exchange students the ECTS grading scale will be used upon request. Swedish-speaking students should for additional information refer to the syllabus "Företagsekonomi C10/D10" confirmed on 25th May 1999 or later. Further information can also be obtained from the student counsellor. 6 Utilization et cetera In cases where there are applicants from exchange programmes, the course language will be English. Otherwise, parts of the course may be taught in English. Information on language aspects can be obtained from the student counsellor. Autumn semester Organisations - Change, Innovation and Learning, (September - October) New Perspectives on Management, (October - November) Spring semester Strategy and Structure in Organisations, (January - February) Leadership and Human Interaction in Organisations, (February - March) International Business, (March - April ) Timetable other courses, see http://www.fek.umu.se/svl/lwcourse.html 7 Readings and other material, Business Administration C5, International Business, 5 credits. Lane, H.W. & DiStefano, J.J. (1992) International Management Behaviour, (2nd ed.) Boston, MA; PWS-Kent Publishing Company. Porter, M.E. (Ed) Competition in Global Industries. Boston MA: Harvard Business School Press 1986 Dept of Business Administration , Cases Dept of Business Administration, Article Compendium. UMEÅ UNIVERSITY Faculty of Social Sciences Department of Business Administration S-901 87 Umeå, Sweden www.fek.umu.se