Owen.Front Pages 1-43

Total Page:16

File Type:pdf, Size:1020Kb

Owen.Front Pages 1-43 GLOBAL BUSINESS SS INTERNATIONAL INTERNATIONAL FUN FACTS ■ Being agreeable and extraverted is a RECRUITING liability in some types of negotiation in the U.S. But not so in Taiwan, where BY CHRISTIE ST-JOHN what makes one a winner in negotiation are such unique Chinese choose prosperity for your country or market the program? We advertise in personality traits as concern for social company.” Our mission is to provide an key publications, but the best way is exchange (renqing) and for “Face.” environment where students from vari- through networking and personal con- ■ The words “I take full responsibility for ous countries and ethnic backgrounds tacts. We see thousands of people along the company’s problems” are merely lip can learn from each other and better the way. We give presentations to stu- service and politeness in the U.S.; in understand the complexities of the dents at Kaplan and Princeton Review some cultures it means, “I plan to global economy. testing agencies and TOEFL institutes, resign.” Again this year, members of the Ad- conduct hundreds of personal inter- ■ missions Office traversed the world to views, and meet with educational advi- U.S. investors historically have ignored overseas stocks. In 2000, the U.S. stock find bright, qualified students. Todd sors at the Institute of International Ed- market accounted for only one half of Reale, Admissions director, and John ucation, the Fulbright Commission, and More and more alumni are getting involved in alumni activities overseas. Here, St-John the world’s total stock market value, yet Haller, associate director of Admissions local universities. relaxes over dinner with a group of alumni in Seoul. U.S. investors on average hold 90 and Student Services, covered the U.S. percent of their investments in U.S. and Canada. Miguel Bota, associate di- speak to students in their own language, lower at these schools, and their pro- companies. rector of Admissions and Marketing, Our mission is to provide an and are proof that an MBA from Owen grams have been expanded and accred- ■ The average annual country club spent three weeks in Latin America, is a passport to success. ited by various accrediting bodies. environment where students membership fee in Singapore is participating in MBA fairs in Monter- Alumni also spread news about While the U.S. remains the top $300,000. The average annual from various countries and Owen to their employers and prospec- choice for many, we must be flexible rey and Mexico City, Caracas, São swimming club membership fee is Alumni assistance is invaluable in recruiting Paulo, Rio de Janeiro, Buenos Aires, Li- ethnic backgrounds can learn tive students, and are contacts for our and creative to continue to attract in- $25,000. current students for job information. ternational students. Luckily at Owen, internationally. Manning the booth with St-John ma, and Santiago. I crisscrossed Europe, from each other and better ■ in Ankara, Turkey, is Bahysayis (Temir) targeting Paris, London, Madrid, Milan, We hold alumni receptions and dinners we are able to move quickly to meet The most wired nation in the world is Singapore. Virtually every home is wired Firatoglu, ’99. Frankfurt, Berlin, Warsaw, Prague, understand the complexities of on the road, and it is gratifying to see new challenges. We have good commu- with broadband Internet access. The Moscow, St. Petersburg, and Istanbul, the global economy. more and more alumni involved every nication among our constituents and or the past five years, ratio of PCs to students in the public then on to Tokyo, Seoul, Taipei, Singa- year. The “Owen Community” is not a the support of Dean Bill Christie, the the Owen Admissions school system is 2 to 1. pore, Manila, and Bangkok. myth. Alumni come out in force in faculty, and Chancellor Gordon Gee to Office has aggressively ■ F Why do we choose some cities and We also call on alumni to help at South America, Europe, and especially implement new ideas and programs. The State Bank of India has more than recruited students not others? We participate with 30 to the fairs. Alumni assistance is invalu- Asia. We are proud of their success and We are aware of the importance of 17,000 branch offices, some of which from around the globe. Our interna- operate without electricity. 40 other universities on tours focused able because they give practical advice, eternally grateful for their help, both maintaining a global academic environ- tional student population has increased on prospective MBA-student markets. with recruiting and career ad- ment to form knowledgeable, far-sight- ■ In Bangkok, the average travel time from 16 to 30 percent during this period The tour agencies conduct research to vice. ed managers for today’s economy. Our from the downtown business district to and benefited the School in many ways. determine the best cities. Organizers Recruiting globally is efforts have paid off: the London Finan- the airport—a distance of 10 miles—is Why do we consider an internation- coordinate locations and publicity, increasingly competi- cial Times named Owen one of the top three and a half hours. The expressway al program worth the effort? In the gather information on attendees, tive. More U.S. 30 business schools in the world, and is shared by motorists, bicyclists, and words of Thomas Friedman in his book, cattle. and oftentimes make our travel schools are hitting France’s leading newspaper, Le Figaro, The Lexis and the Olive Tree, “if you arrangements too. On occasion, the road, and a rated Owen the 13th best school for in- ■ The mean time for a passenger to exit a can’t see the world and you can’t see we may travel with a select Map of world, number of busi- ternational students. But we won’t stop jet, walk through the terminal, collect the interactions that are shaping the group of schools to target areas with dots showing ness schools from there. The next goal: being in the top luggage, pass through Customs and world, you surely cannot strategize countries where not covered in the general Australia, Great 10 in the world! Immigration, and secure a taxicab at about the world. And if you are going alumni are located. tours. Britain, Japan, and Changi International Airport in to deal with a system as complex and Singapore is 10 minutes. It is not easy to break into the Canada are gaining Christie St-John is director of International brutal as globalization, and prosper international market, and to do so a share of the market. Relations at the Owen School. Compiled from Owen professors’ research and within it, you need a strategy for how to takes name recognition. How do we The tuition is generally personal experiences. 28 SUMMER 2002 OWEN@Vanderbilt 29 GLOBAL BUSINESS SS OWEN FOREIGN EXCHANGE RATES —RISING ALL THE TIME DAVID CRENSHAW in the U.S. This is a narrow view con- with companies in these countries. which, I also developed many friend- Running With the Bulls BY CHRIS NANCREDE sidering that less than 5 percent of the When immersed in other cultures, ships that will last a lifetime and pro- world’s consumers live in the states. you also quickly discover how society vide an invaluable international net- n college I wanted to study overseas, Union and other changes in Europe are ties markets to a Studying overseas exposes us to success- influences business. For instance, by work. but as an engineering student I having on business around the world. seminar on Japan- ful business methods we might not con- learning about Japan and its collective As the world grows smaller and in- Ifound this nearly impossible. So Following the program, I began an in- ese, European, and sider. For example, American corpora- society, it is easier to understand why ternational commerce becomes increas- when I decided to get an MBA, I ternship at BMW in Munich. American business tions cite increasing shareholder value most business decisions are made by ingly seamless, an understanding of in- sought out schools with international At BMW, I developed a strategic practices, struc- groups of employees rather than one ternational cultures and business prac- programs. Owen gave me the opportu- business proposal for an internal e-com- tures, and ideals. team leader or department head. Un- tices is necessary to succeed. These fun- Nancrede Being one of about 15 nity to study and work abroad to learn merce communications portal for BMW I thought I derstanding business and culture in oth- damentals will assist me in my career about other cultures and business ide- worldwide, headed research on the on- knew what to expect from these ex- percent Americans in class er countries is not only critical in con- and have driven me to look for an in- ologies. These experiences equipped me line auto industry in 12 global markets, changes, but it was beyond imagination. forced me to consider issues ducting business in those countries but ternational assignment in my current with the necessary skills to succeed in and helped launch BMW sites in Being one of about 15 percent Ameri- from other viewpoints. I is paramount in understanding business job search. Many Americans fail when the increasingly global marketplace. France and South Africa. I dealt with cans in class forced me to consider is- understood for the first time at home. working with different cultures because In the summer of 2000, I participat- the issues and effects of e-commerce sues from other viewpoints. I under- Not all of my education took place they cannot adapt. An enriching inter- what it means to be a ed in a month-long program at Wis- and telecommunications in a myriad of stood for the first time what it means to in a classroom or an office.
Recommended publications
  • Owen Graduate School of Management
    Owen Graduate School of Management Vanderbilt University 2013/2014 Archived 2013/2014 Owen Graduate School of Management Catalog Containing general information and courses of study for the 2013/2014 session corrected to 20 August 2013 Nashville The university reserves the right, through its established procedures, to modify the requirements for admission and graduation and to change other rules, regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the with- drawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt courses are subject to the same policies. Policies concerning noncurricular matters and concerning withdrawal for medical or emotional reasons can be found in the Student Handbook, which is on the Vanderbilt website at vanderbilt.edu/student_handbook. Archived 2013/2014 NONDISCRIMINATION STATEMENT In compliance with federal law, including the provisions of Title VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973,Owen the Americans Graduate with Disabilities Act (ADA) School of 1990, the ADA of Amendments Act of 2008, Executive Order 11246, the Uniformed Services Employment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008, Vanderbilt University does not discriminate againstManagement individuals on the basis of their race, Catalog sex, religion, color, national or ethnic origin, age, disability, military service, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs; athletic or other university-administered programs; or employment.
    [Show full text]
  • Utredning92016.Pdf (2.419Mb)
    Management in the High North Young researchers´contribution Collection of essays Volume 2 Edited by: Anatoli Bourmistrov Elena Dybtsyna Nadezda Nazarova Nord universitet Utredning nr. 9 Bodø 2016 Management in the High North Young researchers´ contribution Collection of essays Volume 2 Edited by: Anatoli Bourmistrov Elena Dybtsyna Nadezda Nazarova Photo front page: from the left – Elena Zhurova (Adviser), Evgenii Aleksandrov (Research fellow); from the right – Anatoli Bourmistrov (Professor, PhD), Natalia Andreassen (Researcher), Antonina Tsvetkova (Research fellow). Nord universitet Utredning nr. 9 ISBN 978-82-7456-758-0 ISSN 2464-2789 Bodø 2016 Wenche Rønning Else Snoen CONTENTS FOREWORD ....................................................................................................................................... ..iii FACTORS FACILITATING INTERNATIONALIZATION OF ENTREPRENEURIAL ORGANIZATIONS IN NORTHERN NORWAY: THE MEDIATING ROLE OF R&D by Oxana Bulanova ....................................... 1 FROM THE CLASSICAL TO THE PERFECT UNIVERSITY: BUSINESS INCUBATOR AS DRIVER OF UNIVERSITIES’ INNOVATION POLICY by Alexander Ermakov ............................................................ 27 BUSINESS STRATEGY APPROACH OF RUSSIAN AND NORWEGIAN OIL COMPANIES UNDER LOW OIL PRICES by Alena Khabarova ............................................................................................................... 44 CSR IN THE SYSTEM OF SOCIAL PROTECTION OF EMPLOYED POPULATION IN THE HIGH NORTH OF RUSSIA by Diana Khaibullova ............................................................................................................
    [Show full text]
  • The Project of Marketing Strategy for Melomel Company
    The Project of Marketing Strategy for Melomel Company Nadezhda Smoliakova Master's thesis 2016 TBU in Zlín, Faculty of Management and Economics 2 TBU in Zlín, Faculty of Management and Economics 3 TBU in Zlín, Faculty of Management and Economics 4 TBU in Zlín, Faculty of Management and Economics 5 ABSTRAKT Podnikání v Rusku se stává více a více populární v posledních letech, a hodně lidí otevřeli své vlastní podnikání. Hlavním problémem, který oni čelí je přidělování svých omezených zdrojů takovým způsobem, který umožní jejich společnosti, aby se stala stabilní a ziskový. Tvorba marketingové strategie je způsob, jak úspěšně vyřešit tento úkol. Hlavním cílem této diplomové práce je vytvořit marketingovou strategii pro ruské společ- nosti Melomel. To zahrnuje souhrn teoretických informací o marketingové strategii a jejích složek, analýza ruského trhu s úhlu pohledu podnikatele a vývoj produktový, cenové, dis- tribuční a propagační strategie pro společnost. Klíčová slova: marketingové strategie, Ruský trh, lettering. ABSTRACT Entrepreneurship in Russia is becoming more and more popular in recent years, with many people opening their own business. The main challenge that they face is placing their lim- ited resources in a way that will allow their companies to become stable and profitable. Creation of marketing strategy is a way to solve this task successfully. The main goal of this master thesis is to create marketing strategy for Russian company Melomel. It includes compilation of theoretical information about marketing strategy and its components, analysis of Russian market from the entrepreneur’s point of view, and the development of product, pricing, distribution and promotion strategy for the company.
    [Show full text]
  • 3. Strategic Human Resources Research Paper in PDF Format
    Individual Assignment Strategic Paper Course Name: Strategic Human Resources Student Name: Georgi Georgiev Study Stream: HRQM, G Cluster Student Id: 457 644 Date: December 17.12.2010 Signature: Presented to: Mr. Joop Vinke Table of Contents 1. Introduction …..................................................................................................3 2. Human Resource Management today …..........................................................3. 3. Description of the strategic value of the SHR Project ….................................4. 4. Examples of Strategic and non-strategic elements within the project …........4. 5. Strategic and non-strategic elements within the project ….............................7. 6. Strategic Management and Strategic thinking theories …..............................8. 7. Summary …....................................................................................................13. 8. Theories about Strategic Human Resource Management ….........................14. 9. Summary.........................................................................................................16. 10. Reflection and Recommendations …..............................................................17. 11. Conclusion …………………………………………………………………..18 12. Sources & Appendix ………………………………………………..............19 2 1. Introduction Human Resources as a manager function has been in companies officially just for the last 40 years. It's still very young in comparison to the rest of the existent Manager positions within the companies. Even
    [Show full text]
  • RAND History Project Interview: Robert Specht 6/29/1989
    Specht, Robert. Date: June 26, 1989. Interviewer: Martin Collins. Auspices: RAND. Length: 2 hrs.~ 30 pp. Use restriction: Public. Specht (b. 1920) initially reviews his upbringing and education. He then discusses ~1hy he accepted a position in the Mathematics Department of RAND in 1949, John William's leadership of the department, the usa of consultants like Warren Weaver and John von Neumann, his involvement with the development of systems analysis, and the evolution of the Systems Development Division. Specht next describes his impressions of Frank Collbohm, other projects the Mathematics Department worked on, and the department's contributions to RAND. TAPE 1, SIDE 1 1-3 Early family background and history 3-4 Initial Lttraction to RAND; recommendations from Quade and Germond 4-5 Responsibilities and activities at RAND~ John Williams' approach in Mathematics Department 5-7 Description of RAND interdisciplinary projects during the first fifteen years RAND's use of consultants; Warren Weaver's contact with the Mathematics Department 7-8 Von Neumann's contributions to game theory 8-9 Developm:nt at RAND TAPE 1, SIDE 2 9-11 summer studies at RAND 11-12 Contact with Quade and Paxson during their development of systems analysis 12 Specht's involvement in and sensitivity to Systems analysis issues 12-13 Striking a balance between research and administrative activities 13-16 Evolution of the Systems Development Division Characterization of Frank Collbohm's positive and negative prejudices 16-17 Project briefings and presentations Investigations into dynamic and linear 18 Programm.:l.ng TAPE 2, SIDE 1 18-20 Sam Genesky's creation of the Center for the Partially - sighted 20-21 Intellect.nal framework of early RAND studies 21-23 Notion o.~· the Kriegspiel as an integral aspect of RAND culture 23-28 Mathematics Departments' contributions to RAND efforts 28-30 Closing c.::>mments ORAL HISTORY INTERVIEW Interviewee: Mr.
    [Show full text]
  • Lecture Materials
    Session1 Strategic M a n a g e m e n t | 1 Strategic Management Session 1 1. Strategic Management 1.1. Strategic Management Concepts Strategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages. This definition captures two main elements that goes to the heart of the field of strategic management. First, the strategic management of an organization entails three ongoing processes: analysis, decisions, and actions. That is, strategic management is concerned with the analysis of strategic goals (vision, mission, and strategic objectives) along with the analysis of the internal and external environment of the organization. Next, leaders must make strategic decisions. These decisions, broadly speaking, address two basic questions: What industries should we compete in? How should we compete in those industries? These questions also often involve an organization’s domestic as well as its international operations. And last are the actions that must be taken. Decisions are of little use, of course, unless they are acted on. Firms must take the necessary actions to implement their strategies. This requires leaders to allocate the necessary resources and to design the organization to bring the intended strategies to reality. As we will see in the next section, this is an ongoing, evolving process that requires a great deal of interaction among these three processes. Second, the essence of strategic management is the study of why some firms outperform others. Thus, managers need to determine how a firm is to compete so that it can obtain advantages that are sustainable over a lengthy period of time.
    [Show full text]
  • 19974 Downloaded Stream 492.Pdf (167.5Kb)
    AN ABBREVIATED ANNOTATED BIBLIOGRAPHY H. Igor Ansoff 1918–2002 Dr Roberta A. Cowan, Research Fellow, Curtin Business School, Curtin University of Technology Two bibliographies of works of H. Igor Ansoff have appeared in print (Ansoff 1992; Hussey 1999). The latter bibliography attempted to provide additional information to some entries from the former and did not include other entries, without explanation of their omission. The items below may not represent a complete reconstruction of the literature published by Igor Ansoff since much of his work appears to have been in the form of reports and working papers. Henry Mintzberg is reported as having described Ansoff as the ‘father of strategic management’ (Williams 2002) and stated that ‘Igor’s real contribution to the literature . is not prescriptive but descript- ive, in the concepts he provided to us’ (Mintzberg 1991: 464). For these reasons it is important to record Ansoff’s published works accurately. The sources for literature are the online catalogues called WorldCat (libraries within the Online Computer Library Center Inc. (OCLC) con- sortium), COPAC (libraries within the academic consortium, UK), the British Library (BL), the Library of Congress (LC) and other national libraries. The search for journal articles was undertaken using the databases available at the universities in Perth, Western Australia. No non-paper media have been included in this bibliography. Format The bibliography is divided into four sections. The first section provides a small number of citations about Igor Ansoff. The second section provides the references which were listed either in Ansoff (1992) or Hussey (1999), listed in chronological order, grouped under topic headings that reflect the major chronological events in the autobiographical essay ‘A profile of intellectual growth’ (Ansoff 1992).
    [Show full text]
  • Strategic Management This Page Intentionally Left Blank Strategic Management from Theory to Implementation Fourth Edition
    Strategic Management This Page Intentionally Left Blank Strategic Management From theory to implementation Fourth edition David Hussey Visiting Professor in Strategic Management, Nottingham Business School, Nottingham Trent University OXFORD BOSTON JOHANNESBURG MELBOURNE NEW DELHI SINGAPORE Butterworth-Heinemann Linacre House, Jordan Hill, Oxford OX2 8DP 225 Wildwood Avenue, Woburn, MA 01801-2041 A division of Reed Educational and Professional Publishing Ltd A member of the Reed Elsevier plc group First published by Pergamon Press 1974 Second edition 1982 Reprinted 1984 Third edition 1994 Fourth edition 1998 © David Hussey 1998 All rights reserved. No part of this publication may be reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission of the copyright holder except in accordance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London, England W1P 9HE. Applications for the copyright holder’s written permission to reproduce any part of this publication should be addressed to the publishers British Library Cataloguing in Publication Data Hussey, David, 1934– Strategic management: from theory to implementation. – 4th ed. 1. Strategic planning I. Title 658.4Ј012 ISBN 0 7506 3849 4 Composition by Genesis Typesetting, Laser Quay, Rochester, Kent Printed and bound
    [Show full text]