Global Issues in Management

Welcome to IB B397 Global Issues in Management. IB B397 is a five- credit, one semester, higher-level course designed for students in both the Bachelor of Business Administration (BBA) and BBA (Hons) programmes. It provides a solid background for studying future higher-level courses in this subject area. The course is developed with Hong Kong learners in mind, emphasizing both the theoretical and practical aspects of management issues in global business.

As the course is an advanced, discussion-oriented course of study at the advanced undergraduate level, students are expected to have sufficient knowledge of business, economic and social issues at levels equivalent to at least Year Two undergraduate level. Some working experience with exposure to a global business environment would be helpful.

No single textbook will be prescribed, as the selected issues are topical, dynamic and real-world. Academic and current business literature will be recommended, and students are expected to keep abreast of these readings. The course will stimulate their awareness of and interest in the world outside the classroom.

In this course, five focal topics have been selected to bring you up-to-date on some recent and contemporary developments in global business. The topics of the five study units reflect the aims of the course to provide a framework for application of international business management concepts and to enhance awareness and understanding of how global issues affect management. Each unit will be fleshed out into several sub- topics that can pull concepts from a cross-section of business disciplines, management functions, and cultural contexts.

Course aims

IB B397 Global Issues in Management aims to stimulate your awareness and interest in management within a study framework as well as in the real cut-and-thrust of the business world. It aims to hone your skills in observation, evaluation and analysis of the controversies and dilemmas facing managers in various types of organizations and to develop your ability to formulate independent opinions on a wide range of global issues in management.

Course learning outcomes

Upon completion of this course, you should be able to:

• Evaluate the current forces affecting the globalization of countries, identify the key determinants of competitiveness in the globalized world economy, and review the advantages and challenges of operating in emerging markets for both global and emerging players.
• Discuss the Corporate Social Responsibility (CSR) theories and evaluate the outcomes and impact of CSR and ethical management on firms' bottom-lines, as well as on national and international developmental goals.
• Describe how international human resource managers make specific strategic and operational decisions and analyse their rationales.
• Explain the culture differences of the world economies and global corporations, identify the major determinants to be a global manager, discuss the trends in global business, and illustrate the potential challenges in the next decade and beyond.

Materials

In addition to this Course Guide, the course has the following important components. Please ensure that you have all of these materials available.

Study units

The five study units in this course are as follows:

• Unit 1 The new global economic order: Implications for firms' competitiveness
• Unit 2 Corporate social responsibility and business ethics
• Unit 3 International human resource management and the global talent market
• Unit 4 Cross-cultural issues in global business management
• Unit 5 Trends and challenges in global business

The course begins with a discussion of the rise of new power blocs, such as the BRICS economies, and the development of new business strategies for these emerging economies, which have huge potential but diverse cultures, business practices, and politico-economic systems. Unit 2 examines why and how global businesses practise corporate social responsibility (CSR) and ethical management, and evaluates the outcomes and impacts of CSR and ethical management on companies, as well as on national and international developmental goals. Unit 3 identifies the causes and effects of global labour and managerial migration on companies' human resource management (HRM) policies and practices, and discusses the challenges and opportunities for global– local integration of the HRM function. Unit 4 comments critically on the impact of business globalization on the cultures of the home and host environments and develops strategies for managing cultural diversity to reduce business risks. The last unit analyses the impact of e-businesses and social media on how companies manage their capabilities and functions in order to deliver more value to all their stakeholders.

Set textbook

There is no set textbook for this course. However, you are strongly encouraged to read the assigned readings in the units and to make use of the references at the back of the units to facilitate your learning and help you achieve the learning outcomes.

Audiovisual materials/software

You will need access to a computer with Microsoft Windows XP/Vista/7 or equivalent and an Internet browser.

Assignment File

The Assignment File (available from the Online Learning Environment, OLE) provides you with guidelines for working on your assignments. You can refer to the Course Guide section on assessment that follows, and to the Assignment File itself for more information.

Presentation Schedule

The Presentation Schedule (available from the OLE) is included in the course materials. This schedule provides you with the dates for completing assignments, attending live online tutorials, and so on.

Assessment

There are two assignments which, together, are worth 60% of the total course mark. The final examination constitutes the remaining 40%.

Assignments

During the period of learning, continuous assessment of your performance in the course is carried out through the submission of two assignments. The assignments are contained in the Assignment File.

Assignments serve three purposes:

• Assignments provide a mechanism for you to maintain your progress.
• Assignments test your understanding of the topics and require you to demonstrate your achievement of the course's learning outcomes.
• Assignments also provide an opportunity for you to apply what you have learned via applications of the theories and concepts, and case studies.

After being marked by the assigned tutor, the assignments will be returned to you so that you can be aware of your mistakes and clarify any misunderstandings. In addition, you can broaden your perspectives through the tutor's feedback.

The assignments will draw on the relevant units of the course and will contain analytical, evaluative and discursive elements.

How to submit assignments

You must use word processing software (such as Microsoft Word) to prepare the assignments, and submit them via the Online Learning Environment (OLE). All assignments must be uploaded to the OLE by the due date.

Failure to upload an assignment in the required format to the OLE may result in the score of the assignment being adjusted to zero.

Assignment submission extension policy

The assignment policy of the University as stated in the Student Handbook should be observed. You are required to submit assignments for this course in accordance with the dates communicated by your Course Coordinator. You may apply for a submission extension on the grounds of illness, accident, disability, bereavement or other compassionate circumstances.

Applications for extensions must be submitted online via the OLE. Please note the following:

1. Supporting documents must be submitted to justify applications for extensions of over seven days.
2. Applications for extensions should normally be lodged before or on the due date.
3. Applications are considered by:
   • your tutor for extensions of up to seven days;
   • the Course Coordinator for extensions of 8 to 21 days; and
   • the Dean for extensions of over 21 days.

After an assignment is submitted via the OLE, it is your responsibility to check that the assignment has been successfully submitted. Extension applications due to any problem with uploading will not be accepted. The University cannot accept any responsibility for assignments that are not received by your tutor due to any problem with submission via the OLE. As a precaution, you are advised to keep a copy of each assignment you submit.

According to the University's policy, no extension of the due date will be allowed for the final assignment. This policy will be strictly enforced. Any late submission of the final assignment will result in the score of the assignment being adjusted to zero.

Final examination and grading

The final examination is a two-hour, closed-book examination. It will have a format and types of questions similar to the Specimen Examination provided. Please note that all the topics covered in the study units are examinable.

Course marking scheme

The structure of the course marking scheme is summarized in the following table.

The following table gives a general overview of the course structure. It suggests the amount of time you should allow for completing units and provides a broad schedule for you to plan your work. These times are intended as a guide only and should be adjusted to fit your personal needs more closely. This estimation includes time for reading the units, completing activities, self-tests and assignments, and attending all live online tutorials.

The course materials include a Course Guide, study units and an Assignment File. You do not have to subscribe to other additional materials, though we do suggest that you keep up-to-date on this topic by reading newspapers often.

There are a total of five units in this course. Each of the five units consists of around three weeks of work and includes directions for study, commentaries on the activities, and summaries of key concepts and techniques. The units direct you to work on exercises and activities related to the material covered. They can both help you gauge your progress and reinforce your understanding of the material covered in the unit. More importantly, they give examples to help you fully understand the concepts presented in the text, and can assist you in applying these concepts and techniques in the working environment. Together with the assignments, these activities will assist you in achieving the learning objectives of the individual units of the course. Also, you can read quality journals, websites and newspapers on related issues to keep pace with the latest developments.

Please note that the biggest temptation that students face, when they are short of time, is just to read the course materials. When they get to a learning activity or self-test, they flip straight to the back of the study unit to see the suggested answer. It saves time, and students still know the correct answer, right? Wrong! Terribly wrong! Many contemporary educationists believe that learning is not a process that happens when people listen to a lecture or read a book passively. They think that learning takes place as people actively construct the knowledge. Do not take a shortcut that compromises your learning. Attempt the learning activities and self-tests presented in the study units.

When done properly, working with fellow students on difficult learning activities or assignments can be beneficial. However, doing so without acknowledging the contributions of other students in your own work is plagiarism. It has happened that after enough cosmetic changes had been made, the act of cheating may not be caught by the tutor who is marking the assignment. Be an honest and virtuous student.

Tutors and learning support sessions

In the HKMU distance learning system, learning is mainly achieved through the course materials. To help you understand and learn from the course, a tutor is assigned to you. The tutor, in addition to conducting the live online tutorials, is responsible for marking your assignments and answering any questions that you may have throughout this course. You are encouraged to contact the tutor during consultation hours whenever you have a question or problem with the course materials. Please contact your tutor should the following arise:

• You do not understand any part of the study units or the assigned readings.
• You have any difficulty with self-tests.
• You have a question or problem with the assignment, or with your tutor's comments on or grading of an assignment.

Your assignments will be marked and commented on by your tutor, who will keep an eye on your progress and assist you if you encounter problems during the course. Marked assignments with rubric will be returned to you as soon as possible via the OLE.

It is good practice to keep a copy of each assignment submitted for marking, so that you can always refer to queries with the tutor during discussion.

It is strongly recommended that you attend all live online tutorials which will provide considerable assistance in your study of this course. Moreover, you will have the chance to meet fellow students and be with other distance learners who are studying at HKMU.

While you may think you are studying on your own, it doesn't need to be that way. You can be in regular contact with your tutor and, once you've met for the first tutorial, you can be in contact with your fellow students. Make a point, when you meet fellow students, to connect one another on social media platforms, exchange phone numbers or email addresses. In this way, you will be well on the way to developing a learning network of your own.

Full details of the tutorials arrangement are given in the Presentation Schedule.

Online Learning Environment

This course is supported by the Online Learning Environment (OLE). You can find course materials and the latest course information from the OLE. Through the OLE, you can also communicate with your tutor, the Course Coordinator and other students. For details about the OLE and how to access it, please refer to the Online Learning Environment User Guide.

Case studies are a useful and increasingly popular form of learning and assessment in HKMU's School of Business and Administration. In this section we will look at why case studies are used and then suggest some learning strategies that you can use to approach case studies. We will also briefly discuss some problems that you may encounter as you learn from case studies.

What is a case study approach to learning?

One main purpose of a case study is to explore an issue or a number of issues in relation to an organization. The intention is to get you to carefully diagnose an organization; to focus on key problems, and to suggest how these might be resolved. Often the case is a real-life account of an organization which you are required to analyse in order to focus on a problem. Usually, the information that is provided is incomplete and you are often expected to observe developments in the organization over a period of time. The case study approach is an excellent opportunity to actively apply material that you have read and conceptual knowledge to the reality of an organization.

At HKMU, case studies may be used as part of assignments, exams, study units, or day-school exercises. You normally are given some information about a company (this could be both text and graphical information, such as figures and tables). You are then asked to think about some problems related to the company and to use concepts and apply theories that you have learned in your course to propose possible solutions for the company.

Let's have a look at two kinds of case study questions that you might be asked to work through in your courses. The first example is quite structured, while the second is much more open-ended.

Two examples of case study questions

1. Read the case study entitled 'ABC Consultants' and consider the following issues:
   • Using your understanding of the resource-based model, what measures could be taken to improve ABC's returns?
   • Drawing on your broad understanding of the consultancy industry, assess ABC's relative competitiveness and its profit potential.
   • To what extent do internal factors account for ABC's financial weaknesses?
   • Based on your assessment of ABC's financial weaknesses, formulate a new strategic intent and develop a mission statement for ABC.
2. Read the case study entitled 'XYZ Industries'.
   • Identify the key problems that are currently faced by XYZ's management.
   • Propose viable solutions to these problems.

Why case studies?

As you can see from the above examples, a case study approach to learning requires a great deal of thinking and often will not easily yield a quick 'wrong' or 'right' answer. However, case studies are also good preparation for dealing with real-life business problems. Cases may be short and relatively simple, or longer and complex. The purpose is the same for both types: to give you an opportunity to develop your skills in analysing the strengths and weaknesses of the organization under examination, to consider the processes at work within the organization, and to make decisions about future actions.

Case studies are not meant to replace textbooks, but rather to ask you to draw connections between theories and practice and to apply abstract ideas, concepts, and principles to specific concrete situations. Consequently, case analysis develops a number of skills that are crucial in business. In particular, they help you to:

• analyse complex, unstructured, sometimes ambiguous situations;
• identify critical issues and problems;
• question your own and others' assumptions;
• improve your problem-solving skills;
• develop your ability to find alternatives and make informed decisions;
• make decisions with incomplete information and think strategically;
• self-educate yourself and draw on a broad range of resources and knowledge; and
• present and justify recommendations in writing.

You may find that there are many possible 'right' answers to the questions in a case study. This illustrates that there is often no single best way to responsibly manage and solve real-life business problems.

Some guidelines for analysing case studies

The following strategies should help you to successfully analyse case studies:

1 Read the case and become familiar with the facts

First, skim read the case to obtain a general understanding of the main point(s). Highlight or underline the pertinent points as you read.

Read the case again, and this time note down critical facts (such as names, time sequences, and where events occurred). Try to understand how events have influenced decisions. Identify the important individuals or stakeholders, and try to assess the importance of supporting information in the case. How reliable is this supporting information? Are there any gaps in the information that is given?

Make a note of any questions that you have as you read the case.

2 Assess the context of the case

Try to understand the environment of the organization and the wider context of the case.

Ask yourself questions about:

• The state of the organization: What is the state of this organization: good, bad or in-between? Usually this involves thinking about interpersonal relationships, and assessing production or financial problems.
• Key players and systems: How do systems and people operate in this organization? Why do they operate like this? Are the systems undergoing change? How successful are the changes? Is there someone who could sabotage any future strategy? Is there someone who can ensure the success of a future strategy?
• Significant trends: How does this industry operate? What are the main or unique characteristics of the industry? What were they five or ten years ago, and what are they likely to be in the future? What impact are trends likely to have on the organization under investigation? How does this organization's performance compare with that of competitors?
• Constraints: Clearly identify all constraints in the case. A constraint may be viewed as anything (usually beyond the control of the organization) that may prevent an otherwise feasible course of action from becoming a success. What is outside the control of individuals in the case study? For example, it is unlikely that any company or individual in Hong Kong could prevent a foreign government from imposing tariff barriers on imports.

A SWOT analysis is a good way to get a better understanding of the organization and the context or environment in which it is operating. A SWOT analysis considers the Strengths and Weaknesses of the organization, and the Opportunities and Threats which the organization faces in the external environment.

3 Recognize the case's symptoms

Read the case again and as you read, try listing all the symptoms of the case. The symptoms of a case are not the problems, but they may help you to identify the problems. Symptoms are all the things that are undesirable or that are not as expected. For example, falling sales could be a symptom of several problems such as poor market segmentation, poor product quality, or problems in a supply chain. At this stage of your analysis, you should just try to observe all the symptoms, and avoid prematurely identifying problems or suggesting solutions. Like a doctor who consults a patient, you first need to observe and note all the symptoms before you can give a definite diagnosis of the problem. Think about how the symptoms may be interrelated. Relationship diagrams, like the one below, may help you to see the relationships between symptoms.

4 Diagnose the case's problems

After you have a good sense of the symptoms, you're ready to determine key issues that need to be analysed more closely. You are now diagnosing the situation, like a doctor diagnosing a patient's symptoms. Ask yourself 'what seems to be the trouble in this organization?' and make a list of what you now perceive to be the key problem(s). You will probably need to go back to the details of the case and as you do this, you may add to or refine your list of potential problems.

If there are several problems, you need to order and prioritize them. You might want to number problems according to how you perceive their importance, or make a matrix, like the one below, which shows relationships between various criteria and each problem.

Also try to establish if there are relationships or themes in common among the various problems. Perhaps different problems in your list are actually variations of a broader central problem.

Ask yourself what assumptions you have made about the case. Are these assumptions reasonable, and are they supported by the facts? Would other people objectively suggest the same problems, based on the facts that you have? Are you suggesting problems that are not supported by the facts of the case?

After you have considered and put into order the possible problems and questioned your assumptions relating to these problems, you should write a statement of the problems as you perceive them. Avoid suggesting solutions at this stage.

Once you have a problem statement, you need to find evidence in the case to support your problem diagnosis. Also, try to identify ideas, concepts and theories from your textbook and course units which help to explain what is happening in the case.

5 Formulate criteria for a 'good' solution and identify possible constraints to solutions

Before you propose a solution, you need to consider the characteristics of a 'good' solution. Obviously, your solution should bring benefits such as improved productivity, reduced costs or greater profits. However, it also needs to be viable and to accommodate the constraints that you have already identified, i.e. Is the solution legal? Is there a budget for this solution? Does it conflict with the organization's culture?

Try to brainstorm alternative solutions. Aim to generate a broad and creative range of options and then try to rate each according to various criteria.

The following matrix demonstrates how this can be done.

Also refer to ideas, concepts and theories from your course materials as you consider and assess each possible solution.

It's often wise to propose a solution that allows for plausible alternatives if it should fail. Managers use the term satisfice when they are considering acceptable alternative solutions, that is, the solution is able to satisfy the situation while also making some realistic sacrifices to existing constraints. Therefore, it is a satisficing rather than a maximizing solution.

Finally, don't forget to consider the possibility of taking no action. What will actually happen if no action is taken? Are any (or all) of the solutions less viable than taking no action at all?

6 Recommend a viable solution

After you have assessed the merits and pitfalls of each alternative solution, select the best solution for the situation.

Remember that the solution needs to be viable. Can the recommended solution be introduced? Are there the resources and the willingness to implement it? Be realistic about what may work. Explain why it is the best solution within the constraints of the existing context and explain how it can be applied to the organization. Suggest a time-frame for the solution's implementation.

Outline possible strategies for implementing your solution, either partially or completely. As many feasible courses of action as possible should be considered before you choose the one that seems the most likely to succeed. The more ideas you have, the greater your chance will be of finding a solution that will work well. The complexity of most organizational problems means that it is highly unlikely that one idea alone will correct the situation. Usually a combination of actions is required, and these need to be funded differently, timed carefully and staffed as necessary.

7 Present your solution as a written recommendation

Review your final solutions and then prepare a set of written recommendations. These should clearly outline your proposed solution in relation to the problems that you have identified. Your recommendations should also include details of why these solutions are the most appropriate given the circumstances and constraints of the case. Finally, you need to clearly state how and when your proposals will be implemented.

Your tutor and your course Assignment File can provide some guidelines on how to present your recommendations.

Some mistakes to avoid as you analyse cases

When you first tackle case studies, you should be careful to guard against the following mistakes:

1. One of the most common mistakes made in case analysis is repeating or simply summarizing the facts of the case. Your tutor is already very familiar with the case details, so you do not have to restate them. You are required to use and analyse the facts, not repeat them. Your analysis should contain only enough case material to support your arguments. Therefore, be analytical!
2. You may often be tempted to just deal with symptoms and ignore the causes of the problem. It is very important to analyse the background of the case (and the climate in which the events of the case unfold).
3. Avoid discussing problems in isolation and do not overlook their interrelatedness. If you try to think in terms of 'systems' rather than in terms of individual problems, you are more likely to avoid this pitfall.
4. Students often fail to state the assumptions underlying their analysis. If any important assumptions have been made, have you questioned them and are they reasonable and appropriate? Avoid selectively using and interpreting case material in order to justify a preconceived solution.
5. Practical limitations and constraints may sometimes be overlooked. For example, a recommendation that a whole team be fired is probably unrealistic.
6. A very common mistake is poor integration of the facts in the case with the concepts, principles, and theories in the textbook. Such integration is vital. Ask yourself if relevant theories from your course have been fully and constructively applied.
7. Finally, recommendations are too often not spelled out in detail or are unrealistic. A timetable for implementing them is also often not given.

Analysing cases poses many challenges, and this is one reason the case study method is so rewarding. It is a very active form of learning. It offers you a risk-free opportunity to gain managerial and organizational experience and should greatly increase your confidence to make informed decisions in the real world.

Good luck and we hope you enjoy working through the cases that you encounter!

IB B397 Global Issues in Management stimulates learners' awareness and interest, and provides them with a solid foundation to analyse and evaluate the contemporary management issues faced by multinational companies. It covers issues in the latest developments in the global economic order, corporate social responsibility, international human resource management, cross-cultural management and e-business trends from a global perspective. Upon completion of the course, you should be able to analyse different global management scenarios and share recommendations on improving managerial decision-making in international business management.

If you wish to defer your studies of this course until a later date, you should apply for deferment of studies. For the regulations governing deferment of studies, please refer to your Student Handbook. If you have applied for deferment of studies, you should continue with your studies of this course and submit the required assignments until formal approval is given by the University.

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