Welcome to final class of International Management by Dr Welcome to final class of International Management by Dr. Satyendra Singh www.uwinnipeg.ca/~ssingh5

Objectives To understand Concept of international mgmt., environment, and the factors affecting it Knowledge and skills needed for effective management of people, resources and processes Management functions and behaviour to develop global vision and to implement at both macro and micro level

Course Outline Term test on intl. management Class participation  Individual presentation Group presentation Research-based group project Final exam + computer, journal articles, websites

Other Reviewed/rapid feedback/main points Available for you-- readily Sensitive students needs Clarity Interesting/practical examples Encouraged to speak Learn to mark presentations Work in group

Ethics  Moral Values Deontological philosophy 10 Ethics  Moral Values Deontological philosophy Utilitarian philosophy  net benefit Contractarian philosophy  Law Pluralism philosophy  do right thing Rawls’s Social Justice Theory Corruption and child labor

Globalization International/Area Structure Multi-domestic Structure Global Structure Configuration and Coordination ↑ Sustainable Competitive Advantage (SCA) across countries Strategic

Affiliate Competence vs. its Initiative Low affiliate capability High affiliate capability High localization pressures Form Alliances or make Acquisitions Take strategic Initiative High globalization pressures Follow Parent Instructions Influence Parent Strategies

Evolving Multinationals Geographic Expansion Geographic proximity Cultural similarity Similarity in economic development Line of Business Diversification Liability of foreignness Most profitable 1st Functional Migration Begin marketing, assembly, R&D Develop strategic capabilities

Global Manager’s Skills Global mindset Beyond learning culture and language Ability to 1 develop and use global strategic skills 2 manage change and transition 3 manage cultural diversity 4 design and function in flexible orgn structure 5 work with others and in team 6 communicate 7 learn and transfer knowledge in an orgn.

Government Relations WTO identifies 600 nontariff barriers Quota Antidumping accusations Countervailing duty by law Labeling restrictions Licensing mandatory Product standards  health and safety Custom inspection procedure  host’ll do it Government procurement regulations TRIM  Trade Related Investment Measure WTO: DSB Dispute Settlement Board

Political Strategies of MNCs MNC Can NOT influence Govt MNC Can influence Govt 1 “Government Policy as lever for global competitiveness” approach base/cluster concept 3 Firm specific characteristics in MNC government interaction Use of strategic trade policy arguments to obtain government favors. 2 “Good corporate citizen” approach Government policy not viewed as a major determinant of international competitiveness 4 Influenced through lobbying, i.e., a proactive strategy To achieve Benefits of integration MNC’s objectives in Business – Govt. Interactions To achieve Benefits of National Responsiveness Strategy: Choose one (say 4); determine who has the bargaining power: Govt or MNC

International Strategy Formulation Pressure: Industry, Country and Company Globalization  moving up; ie.↑ integration quadrant Cement: globalization limited by  value to weight ratio Globalization and Localization vary from industry to industry

Strategic Alliances Equity Non Equity

Licensing What is licensing When is it employed Risks of licensing Costs of licensing Elements of licensing agreements

IJV Objectives

Balanced Scorecard

Source: Learn.com

Finally It was my absolute pleasure teaching you. -- Sat