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MGMT_491_Syllabus_Spring_2011_Update_April_12 - School of...

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1 School of Management, NJIT International Business Management 491 Spring 2011 SYLLABUS Class hours: Wednesdays and Fridays, 1.00 pm – 2.30 pm, KUPF 209 Instructor: Dr. Annaleena Parhankangas, [email protected] ; Phone: (973)-642-4281 Office hours Wednesdays 9.30 am – 11.30 am and Fridays 10.30 am – 11.30 am CAB (the library building) Room 3024, 3rd floor COURSE OVERVIEW The course is designed to improve understanding of international business (IB) activities. You already know about many aspects of it, perhaps more than you might realize. The course is to provide you with a structure and philosophy of internationalization of business that will be meaningful to you and your future. The international dimension is already accepted as an important part of business operations. Its importance continues to grow. This dilemma in its growth and importance is that it may be only a matter of time before the international distinction will be dropped altogether. Even now virtually all business activities have some link to the international. Management concerns have clearly shifted from whether or not to go international, to how best to manage the consequences of use of capital, labor, material and energy resources, to servicing products, markets and customers, many of which are more international that the one providing service. The challenge is how to manage the changes that IB implies. The contents will confront this question on several levels. In this course, we intend to challenge the view according to which “management is management”, consisting a set of principles (like management by objectives) that can be universally applied. It is noteworthy that most management theories were developed by the US scholars in the context of US business environment. Even though these theories, for example the agency theory, are widely accepted all over the world, there is a growing amount of evidence suggesting that they might not satisfactorily predict the behavior of firms and persons outside the Anglo-Saxon context. Therefore, it is important to evaluate how the efficiency of various management practices depends on the context in which they are applied. Thus, we will examine the delegation of responsibility, size of operation, competitive advantage, marketing, just to mention a few examples, in different national contexts. You know much about these factors within a national business context, but should now begin to wonder whether they are different in international activities. They are different; in fact so different that you should stop and question their contemporary use in national operations.
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2 Underlying different approaches to international business are different strategies managing cross- national differences. It is possible view these differences as either 1) irrelevant; 2) a problem or a
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MGMT_491_Syllabus_Spring_2011_Update_April_12 - School of...

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