Professor H. Michael Boyd, Ph.D. INTERNATIONAL MANAGEMENT GLOBAL Business and People Management Professor H. Michael Boyd, Ph.D.

Text book required: 1.. F. Luthans, and J.P. Doh. International Management: Culture, Strategy, and Behavior, 9th Ed., McGraw-Hill Irwin, ISBN: International Management

Professor H. Michael Boyd, Ph.D. Additional Reference Text (not required): Marquardt, Michael J and Engel, Dean W., Global Human Resource Development, (Prentice Hall, 1993) –ISBN – Should be On Reserve in the School Library 3 International Management

Professor H. Michael Boyd, Ph.D. International Management Professor H. Michael Boyd, Ph.D. This course is about managing people in the global economy. We will cover a broad area of theory and application to describe how and why good management practices work. 4

Professor H. Michael Boyd, Ph.D. Professor Boyd’s Classroom requests (requirements) All of us desire to have a classroom environment that is open, supportive, friendly, and relaxed. That kind of an environment requires mutual courtesy and respect, a shared responsibility for learning the course material, and a high level of personal integrity and maturity. Some of the guidelines that will help create and support this kind of learning environment include: 1. Come to class on-time. If you must be late, please enter the room and find a seat in a way that is least disruptive (unnoticed). 2. If you must leave the room during the class, please leave and reenter the room in a way that is least disruptive (unnoticed) 3. If you must leave and not return during a break, please advise Professor Boyd in advance to avoid losing credit for attendance. 4. Please turn off all electronic devices during class. Laptop computers, PDAs, cell phones, etc. are not needed for the class, and are often distracting and disruptive to yourself, other students, and the professor. 5. Be courteous of your fellow students. Don’t talk when another student is asking a question or offering information. Unintentionally, and without intent, your professor may say or do something that you find objectionable or hurtful. In order to help me avoid repeating something, PLEASE tell me what you found upsetting. I will greatly value your opinion and trust. Thanks. Thanks for being a positive contributor to our class from your fellow students and Professor Boyd.

Professor H. Michael Boyd, Ph.D. Writing Skills – Critical to Success All papers must reflect a graduate level of writing including citations, quotations, references, etc.. Excellent writing skills are essential to success in the business world. Without superior abilities to communicate effectively in writing one is relegated to always being the recipient rather than the creator of business-critical communication. The use of technology such as or voic makes the importance of excellent writing skill even more critical to success. G ood writing includes superior:  Clarity  Grammar and Sentence Construction  Completeness  Purpose Suggested writing process: (whether it is 1 page or 100)  Create the main point or points  Build an outline  Write a draft  Review and edit  Delete not needed and irrelevant content  Rewrite  Review and edit again  Publish 6 International Management

Professor H. Michael Boyd, Ph.D. Course objectives and Desired Outcomes  Apply the theory and concepts necessary to understand, change, and leverage management practice in a global context. The context is primarily provided through the course text, handouts, case studies, lectures, and class participation.  Apply the course concepts and learning to people management in a real-life organization in a formal and academically disciplined manner.  Gain experience and skill in being able to describe and evaluate organizations, and prescribe and recommend change in organizations that will positively result in improved management and organizational performance.  Students successfully completing the course will be able to assess cause and effect relationships between management practice in organizations and the business results of those organizations and businesses. The value will be increased competency in the managing of people particularly in modern global organizations. 7 International Management

Professor H. Michael Boyd, Ph.D. Course paradigm: 1. The focus is on managing and the behaviors of the people, especially managers, in organizations and how they are organized. It is not about the business outputs of the organization -- except for how the behaviors affect the business outcomes and results. The organizational outcomes are the end results, not the causes. 2. The course is about how people in organizations and managers impact on international business organizations; how what they believe, do, and feel impacts on the business that they work for. 3. The most common failure is a lack of understanding of the impact and context caused by cultural difference. Relevant questions to Ask:  How are employees organized?  How is work accomplished?  Who has power in the organization and how is it used?  How are decisions made? Who makes them and how?  How do people feel about working there?  How has information technology changed organizational behaviors?  How do managers manage the employees?  What causes the managers to be successful?  What causes employees to fail ? 8 International Management

Professor H. Michael Boyd, Ph.D. Paper # 2 Paper # 3 Outline / Format: You must use the paper format and outline found in your course student packet given out at the beginning of the course. This includes including headings as shown in the handout. Write the minimum number of FULL pages. Papers not in the assigned format (read the handouts) will lose points and may not be accepted.. 9 International Management

Professor H. Michael Boyd, Ph.D. Individual Course Research Paper Outline / Format: You must use the paper format and outline found in your course student packet given out at the beginning of the course. This includes including headings as shown in the handout. Write the minimum number of FULL pages. Papers not in the assigned format will lose points and may not be accepted.. 10 International Management

Professor H. Michael Boyd, Ph.D. International Management 11 The purpose of this project is to create the International Management PLAN for a business / division located outside of the U.S. / Canada in a company researched or invented by the project team. Company Description: The “company” may be anything the group desires. You may make up a company or use a real one. There are, however, a few constraints or requirements. This plan will outline what needs to be done to insure that the company has an effective international management capability. The organization being managed must be a business / division located outside the U.S. or Canada (It can be a U.S. parent company.) You must select one of the nine geographies in number IV below. The International Management plan is for non-U.S. operations (in the selected global region) only The company will have between 1,000and 20,000 employees. The company will be a simple business in order to have a simplified International Management plan. Small groups of 5 or 6 will research, prepare a paper and present a discussion focusing on their company’s International Management plan and practices. The International Management Plan Each group will submit a written International Management plan when due (See schedule.). Each section of the plan must outline what the text says about the topics and relevant management theories. Each group will present the International Management plan to the class (formal group presentation). (A copy of the slides given to Prof. Boyd at the presentation.) Group Project: International Management Plan

Professor H. Michael Boyd, Ph.D. International Management 12 RULES: This is a presentation of how a real or invented non-U.S. company created by the group does international management. The group will invent a viable company (one that could actually operate in the real world) or research a real one. The company may be anything the group desires. There are, however, a few constraints or requirements: This is a presentation of how a researched or invented company created by the group does International Management. You may make up a company or use a real one This company must meet the requirements in the plan created by the group, and have an International Management requirement – i.e. must be a global / international company. Small groups of 5 or 6 will research, prepare and present a discussion focusing on their company’s International Management plan. The presentation outline (and slides) will include each section of the plan documented in the group project paper. The presentation will be judged on the quality of the presentation itself; how informative and interesting it is; how prepared the group is; whether or not it is clearly about international management and its practices. It is required that each member participates and everyone will be graded for individual as well as group contribution by their peers (This will impact directly on the individual grade.). GROUP PRESENTATION Outline and Instructions:

Professor H. Michael Boyd, Ph.D. International Management 13 Each Student will submit their confidential Peer Evaluation of their project group-members at the presentation. Individual grades are computed by multiplying the team score (0 – 10 points) by the average percentage on the peer reviews) Peer Evaluation Members of your team:Deserves A – 100% Deserves B – 85% Deserves C – 75% Deserves D – 60% Deserves F – 0% Peer Review Input Sheet: This is a confidential input from you to your professor. It is meant to make sure that the grades that each individual on your project team receives are the grade they earned. The total of all of the team’s evaluations are multiplied against the group grade to determine the individual’s grade for the group project (i.e.: if the group gets a 100% and one individual is only rated an average of 50%, they would only receive 50% of the possible points while others on the team receive the full 100% of the points.) Your Name:. Your Group number / Name:. This input must be turned in at the last class when presentations are done. It is not optional – you must do an evaluation. Anyone not submitting an evaluation will receive an “F” for their peer evaluation score (which results in 0 points for the project)

Professor H. Michael Boyd, Ph.D. International Management 14 See your syllabus for specific grade points for each requirement Maximum points Possible : % %%% 100% Attendance & Participation Papers Group Project Total 123 Course Research Paper Group Project Presentation Course GRADE **** **** Attendance & Participation policy and grading: Each class session is counted for both attendance and for participation. There are no excused absences; however, a student may receive partial credit for a limited absence only if Professor Boyd is notified before class BY STUDENT via ; otherwise 0 credit); COURSE GRADE CALCULATION SHEET

Professor H. Michael Boyd, Ph.D. International Management 15 See your syllabus for specific grade points for each requirement **** Attendance & Participation policy and grading: Each class session is counted for both attendance and for participation. There are no excused absences; however, a student may receive partial credit for a limited absence only if Professor Boyd is notified before class BY STUDENT via ; otherwise 0 credit); COURSE GRADE CALCULATION SHEET Maximum points Possible: 25 % 5%5% 10 % 10 % 25 % 15 % 10 % 100% Attendance & Participation Papers Individual Research Paper Group Project Total123 Group Project Plan / Paper Group Project Presentation Course GRADE ****

Professor H. Michael Boyd, Ph.D. Course Packet Number Course Packet Article: Read for session: 1 Herzberg, Frederick; "One More Time: How do you motivate employees," Harvard Business Review, January - February 1968, (Harvard University, Cambridge, MA: reprint number 68108), Pp Hill, Linda A.; "Building Effective One-on-One Work Relationships," Harvard Business Review, October 13, 1996 (reprint number HBS ), (Harvard College, Cambridge, Ma: 1996), Pp Katz, Ralph; "Organizational Socialization," in Managing Professionals in Innovative Organizations, Katz, Ralph, Editor (Ballinger Publishing Company, Cambridge, MA:1988), pp Morgan, Gareth; Images of Organization, Chapter 5, Creating Social reality: Organizations as Cultures, (Sage Publications, Thousand Oaks, CA:1997), pp Harriman, Bruce; "Up and down the communications ladder," Harvard Business review, September - October 1974, (Harvard College, Cambridge, MA: 1974), Pp Thomas, David A. and Ely, Robin J.; "Making Differences matter: A New Paradigm for managing Diversity," Harvard Business review, September - October 1996, Reprint 96510, (Harvard College, Cambridge, MA: 1996), Pp Zaleznik, Abraham; "Managers and Leaders: Are They Different?", in Managing Professionals in Innovative Organizations, Katz, Ralph, Editor (Ballinger Publishing Company, Cambridge, MA: 1988), pp Senge, Peter M.; "The Leader's New Work: Building Learning Organizations, Sloan Management Review, Fall 1990, Volume 32, number 1, (MIT Sloan School of management, Cambridge, MA: 1990), Pp Kotter, John P.; "What Leaders Really Do," Harvard Business Review, May - June 1990, (Harvard College, Cambridge, MA: 1990), Pp Schein, Edgar H.; "Intergroup Problems in Organizations," in Managing Professionals in Innovative Organizations, Katz, Ralph, Editor (Ballinger Publishing Company, Cambridge, MA: 1988), pp Shapiro, Benson P.; "Functional Integration: Getting All the Troops to Work Together," Harvard Business Review, (Harvard College, Cambridge, MA:1987) Pp Pfeffer, Jeffrey; "What's Wrong With management Practices in Silicon Valley? A Lot.," in MIT SLOAN MANAGEMENT REVIEW, Spring 2001, Vol. 42 No.3, (Sloan Management review Association, MIT Sloan School of Management, Boulder, CO: 2001), pp International Management

Professor H. Michael Boyd, Ph.D. A Cup of Tea A Cup of Tea 17 International Management

Professor H. Michael Boyd, Ph.D. A Cup of Tea Nan-in, a Japanese Zen master during the Meiji era ( ), received a university professor who came to inquire about Zen. Nan-in served tea. He poured his visitor’s full, and then kept on pouring. The professor watched the overflow until he no longer could restrain himself. “It is overfull. No more will go in!” “Like this cup,” Nan-in said, you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?” Source: “Book of Zen” 18 International Management

Professor H. Michael Boyd, Ph.D. International Management So: Empty your basket of what you know What you know may be right; it may be wrong; but you will never know if that is your starting point! Open your mind: Maybe it can be better, easier, more satisfying! You can always go back to your old opinion; but you can’t move ahead to a new one without first letting go of the old one. 19

Professor H. Michael Boyd, Ph.D. International Management OK …. Let’s Party ON!!! 20