Cross Culture And Business By Grossberg Kenneth Alan

開講年度 2009年度
科目名 クロス・カルチャーとビジネス
学期曜日時限 秋期 01:木4時限
担当教員 グロスバーグ ケネス アラン
開講箇所 大学院商学研究科 配当年次 1年以上
科目区分 単位数 2
使用教室 01:11-908(指導室) キャンパス 早稲田
備考
科目キー 3500022105 科目クラスコード 01
シラバス情報
最終更新日時:2009/04/13 09:27
講義概要  This course will explore the cultural dimension of doing business. Philosophically, the course assumes that culture is an independent variable and effective management requires adaptation to cultural difference, since it is much harder (and often impossible) to impact a culture so significantly as to cause it to change in one’s favor. That does happen, but it is the exception rather than the rule. Students will learn:
・How to assess political, economic, legal and technological differences so as to manage operations effectively in a culture different from that of their own organization;
・About the constraints imposed by government and non-government groups, cultural, religious, social and political beliefs and practices which can affect the success of a venture;
・How to negotiate with cultural sensitivity to achieve business objectives; and
・Skills useful in formulating and implementing strategies that take good advantage of the cultural environment to realize potential opportunities in target markets.
シラバス
(授業計画) Assessing The Environment
1)ASSESSING YOUR ENVIRONMENT
DERESKY (D) - CHAPTER 1
2)MANAGING YOUR ENVIRONMENT
D ? CHAPTER 2
LAST DAY TO OBTAIN APPROVAL OF TEAM CASE CHOICE!
3)D5 - CASE 1 (pp. 63-70): Reebok: Managing Human Rights Issues "Ethically"?
D - CHAPTER 3
4)D5 - CASE 3 (pp. 73-77): Footwear International
D - CHAPTER 4
Managing Across Cultures
5)THE ROLE OF CULTURE
D - CHAPTER 5
6)COMMUNICATING ACROSS CULTURES
D - CHAPTER 6
7)D5 - CASE 7 (pp. 208 ? 214): Guanxi in Jeopardy: Joint Venture Negotiations in China
D ? CHAPTER 7
8)D5 - CASE 15 (pp. 449 ? 460): West Indies Yacht Club Resort: When Cultures Collide
Questions:
1.What are the problems that Johnson and the resort currently face?
2.Which problems are potentially related to cultural differences?
3.What measures would you recommend that Johnson take in order to reduce the level of expatriate turnover?
4.What measures would you recommend that Johnson take in order to decrease the occurrence of guest complaints related to unmotivated local employees?
5.What measures would you take to reduce the growing gap between expatriates and local employees?
6.Several examples of managerial behaviors are provided in the case. Which behaviors seem to be inappropriate regardless of the cultural context? Which seem to be ineffective due to the resort’s cultural context?
7.Why is Lucas having such a difficult time with his staff?
8.What theories of motivation might best explain why BVI employees seem to be different than US employees?
9.What local government regulations and policies limit WIYCR management options?
10.If you were Dowd, what short-term and long-term recommendations would you make to Johnson?
11.BVI employees, especially those in the Water Sports Department, don’t seem to be motivated by tips. Why do you think this is so? What alternative arrangements might be made?
12.Does the fact that Kimball, Johnson and Fitch work from the United States have any potential impact on local employees?
13.Things are not all bad at the WIYCR. Who are the expatriate managers who seem to be effective and why are they effective?
14.What are some of the limitations in terms of the information that you have been provided in this case? Does this simulate in any way the information that would be available to an expatriate manager working in this culture?
Building Culturally Responsive Strategies
9)FORMULATING AND IMPLEMENTING STRATEGY
D - CHAPTER 8
10)CASE 16 (pp. 438 ? 448): A First-Time Expatriate’s Experience in a Joint Venture in China
D ? CHAPTER 9
11)CASE: (pp.302-310): Starbucks’ International Operations - 2006
D ? CHAPTER 10
12)CASE: (pp.323-337): DaimlerChrysler AG: A Decade of Glabal Strategic Challenges Leads to Divorce in 2007 (Germany/US)
D ? CHAPTER 11
13)CASE : (pp. 454-464): Wal-Mart: Managing Globalization in 2007
14)Guest lecturer; Part.A
15)Guest lecturer; Part.B
教科書 REQUIRED TEXTS:
Helen Deresky, International Management: Managing Across Borders and Cultures ? Sixth Edition ? Pearson International Edition (Pearson Prentice Hall, 2008) (indicated by "D" in the schedule below).
CASEBOOK FROM Helen Deresky, 5th & 6th Editions AVAILABLE FOR PURCHASE AT BLDG. 14, 1F, Jugyo-bu. (indicated by "D5" and "*"in the schedule below).
参考文献 1. Complete all assignments. Prepare cases for class discussions.
2. Attend all class meetings and participate actively in class discussions.
3. Complete a team case analysis (see below) including a class presentation in fulfillment of this requirement.
4.Do an individual case analysis write up.
成績評価方法 Team case analysis 30% (15% write up + 15% class presentation)
Class participation 40% (including discussion of assigned cases)
Individual case analysis 30%
備考 TEAM CASE ANALYSIS:
 A maximum of 4 students may work together as a group on the case write-up, which consists of written answers to the case questions and should be not more than 7 typed, double-spaced pages in length, not including exhibits and appendices. Each group will also be required to make a presentation to the class on their analysis.
Deadlines and conditions relating to the team case project:
・Maximum of 4 students per group.
・Prior approval of case by Professor Grossberg. YOU MUST CHOOSE A CASE BY THE 2nd CLASS MEETING (October 15, 2009) AND GET INSTRUCTOR APPROVAL FOR YOUR TEAM’S CHOICE!
・ALL PAPERS ARE DUE ON THE DATE ASSIGNED FOR THAT CASE’S TEAM PRESENTATION AND CLASS DISCUSSION! MEMBERS OF NEGLIGENT TEAMS WHICH ARE NOT READY ON THE DATE ASSIGNED FOR THEIR CASE DISCUSSION WILL RECEIVE AN UNSATISFACTORY GRADE IN THE COURSE.
INDIVIDUAL CASE ANALYSIS:
  All students are required to do a written case analysis of one of the cases listed below, all of which are in the assigned chapters of the Deresky text. Professor Grossberg must approve your choice of case by the 2nd class meeting (October 15, 2009). Write ups - maximum 3 pages in length typed, double-spaced (excluding tables and figures) - must be submitted on the following due dates:
October 29 D5 - The EC Shatters Microsoft’s Windows (p.27)
D5 - GM Returns to South Africa 10 Years After End of Apartheid (p.60)
Nov. 26 D5 - Trouble at Computex Corporation (p.114)
Elizabeth Visits GPC’s French Subsidiary (p.148)
D5 - Martinez Construction Company in Germany (p.174)
Jan. 7, 2010 Lenovo’s Global Expansion (p.262)
ASEA Brown Boveri (ABB), Sweden, 2007: What Went Wrong? (p.287)
Fred Bailey in Japan: An Innocent Abroad (p.365)

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