Teaching and Administrative Staff

CONTENTS

Programme Assessment

The Modules

BS0602 - Business Economics

BS0603 - Business Strategy

BS0609 - International Business

BS0611 - Marketing

BS0612 - Organisational Behaviour & Human Resource Management

1 PROGRAMME ASSESSMENT

Rules and degree classification The programme is assessed through coursework, final examination and project.

For students doing a three-year degree course, the final degree result is assessed in performance in the Management year (weighted at 40%) and the preceding two years (weighted at 60%). For students who are doing a four-year course, the years are weighted at 1:2:2:2.

Attendance at examinations is compulsory. Any student who fails to present him/herself for examination will be deemed to have failed the entire year and will be required to re-present themselves for all elements of the programme in the following session. Deferral of examinations can only be agreed on medical grounds and applications must be made to the Teaching Administrator prior to the date of your first examination.

Summary of grades, marks and their interpretations for undergraduate degree classification:

First 70 – 100% A Outstanding work, wide knowledge of the material, accurate, arguments concisely and clearly presented, clear evidence of critical thought and enquiry, evidence of originality, insight and superior critical and reflective abilities.

Upper Second 60 – 69% B Work well organised, good knowledge of the material, logical, sufficiently detailed and clearly presented, evidence of an enhanced capacity to develop and apply their own grounded and informed perspectives to their work, evidence of problem solving competence, ability to explore alternative solutions, to demonstrate critical evaluation and integrate theory and practice

Lower Second 50 – 59% C Work displays a satisfactory knowledge of the material, substantial recall of relevant facts but little evidence of enquiry beyond lecture notes or prescribed texts, manipulations and/or calculations competently performed to a reasonable but not necessarily entirely correct solution

Third 40 – 49% D Work displays a limited knowledge of the material, essential elements of solution correct, sufficient factual recall, ability to perform routine calculations, arguments developed but incompletely.

Pass 35 – 39% E Work with serious inadequacies, very limited knowledge of material, poor presentation, minimal ability to formulate arguments and results presented in incomplete form and/or with errors

Fail 0 – 35% F Solution basically incorrect, defective recall of basic facts, little or no understanding of relevant principles, failure to develop from starting point to result, obvious failures and/or mistakes in manipulation. Or, work not submitted. Assignments Assignments should be submitted via WebCT. Submissions by hand or by email will not be accepted.

It is important that all work is legible and should be produced using Arial font size 11. Adequate margins should be left on each side of the paper. A single colour of ink should be used.

Assignments are not always marked electronically by staff and if printed, will be printed in black ink, and so any references to coloured text might be overlooked.

It is also important that you produce your work in a printable format. Use the ‘print preview’ function to ensure that the work will print exactly as you would expect. Assignments will be printed in batches and time will not be spent by School staff re-formatting work.

It is recommended that you put your name in a header or footer so that it appears on every page.

All assignments must be submitted with a completed plagiarism/ cover sheet (as a separate file). Copies of the form are available on WebCT. An example is provided at in the appendix of the first day folder. If you do not have a digitised version of your signature, typing your name is sufficient.

Electronic submission for an assignment will close at the cut-off deadline. If you are late in submitting an assignment, you need to contact Vicky Nicholson. Note the College procedure that in cases where a coursework is submitted late, a reduction of 5% per day will apply.

There are no excuses for late submission.

If you require an extension for an assignment, you should complete the extension approval request form, which is available on WebCT, and submit this to Dr Thomas Lawton in advance of the submission date. The form will be returned to you by Vicky Nicholson. It is then your responsibility to attach the approved extension form to their assignment upon submission; otherwise the School’s penalties for late submission will apply.

The penalty for late submission does not apply to the end of year project/thesis. It is a College regulation that students who fail to submit their project/thesis on time, will automatically fail the programme.

The above procedures are implemented to ensure that all students are treated uniformly, across the Programme, the School and the College.

You are advised to keep all work that is returned to you until the programme has been completed.

Assignment Submission Guidelines Coursework is submitted via the WebCT area for the relevant course.

It is your responsibility to ensure that an assignment has been submitted and you should ensure that you obtain and keep a submission notification as your proof of submission.

When submitting groupwork, only one member of the group needs to submit the piece of coursework but all members should submit a completed plagiarism form. Submitting an assignment involves two steps: upload your file from your computer to WebCT Submit the file for grading

Uploading files: 1. Move to the WebCT area for the relevant course and click on the "submit coursework here" button within the "coursework" area.

2. Click the coursework that you want to submit and the "Assignment" screen appears. 3. To upload the file, under Student files, click Upload file. The Upload File for Assignment screen appears. 4. To locate the file, click Browse to open your computer's file browser. 5. Select the file. The Upload File for Assignment screen reappears, with the path and filename displayed in the Filename text box. 6. Click Upload. The Assignment screen appears and the uploaded file is added to the Student files table.

Submitting files for grading: To submit the uploaded document(s), under Submit Assignment, click Submit assignment. The Submit Assignment screen appears. Notes: All assignments in the Student files table are submitted. Click Submit assignment. A confirmation screen appears. Click OK. The Assignments screen reappears, with Submitted displayed in the Status column. Notes: . Filenames can contain any of the following: a–z, A–Z, 0–9, spaces, _, &, ( ), –, ., and ~ Note: The tilde (~) cannot be used as the first character in the filename. . You should also add the file extension that corresponds to the software you used. For example, if you completed your assignment in Excel, add .xls to the filename if the software program doesn't automatically add it.

Obtaining submission notification: It is strongly recommended that you obtain an e-mail notification to confirm that you have submitted an assignment successfully. This will be requested to help us establish an audit trail in cases where coursework is not received.

To obtain a notification, enter an e-mail address under "Notification" in the submission screen as follows:

If you experience technical problems when submitting coursework, click on the ‘help’ link in the WebCT menu bar for detailed help and instructions. You can also contact the Imperial Help Desk at [email protected]. For all other problems, contact your Programme Administrator.

Assignment Feedback With each returned assignment, a written evaluation will be provided on a standard form. A copy of the form is displayed in the appendix of this booklet. Lecturers will strive to return marked work as soon as is practically possible.

Plagiarism The presentation of another person’s words, ideas, judgement or data as though they were your own. For example not referencing the source of your ideas or arguments where they have derived from your reading, directly taking verbatim the words of someone else’s work and putting it into your project without putting it in quotation marks and referencing it, taking whole chunks out of books, articles, lecture notes or other reports or other students work, and putting them in your report uncited. This is the same for all coursework which is assessed formally on the programme.

When submitting your assessed coursework you will be required to submit a form confirming that you have read the above definition of plagiarism and are fully aware of what it means. The submitting of this form will certify that the report is entirely your own work, except where indicated.

All Group Projects will be scanned electronically to check for plagiarism.

Plagiarism is a serious offence. The exam board are entitled to penalise you for plagiarism, and serious cases will result in an automatic failure of the coursework/project. The exam board reserves the right to take further action as it deems appropriate to protect the good name of the School and the College, and this may involve expulsion of a student from the course or withdrawal of a degree award.

There are further guidelines relating to plagiarism displayed in the appendix of this booklet and your first day folder. Please take the time to read it. TEACHING AND ADMINISTRATIVE STAFF

ADMINISTRATION

Director of the Programme Dr Thomas C Lawton Ext: 49117, e-mail: [email protected]

Deputy Director Dr Tim Meldrum Ext: 49209, e-mail: [email protected] Programme Manager Afrey Edes Ext: 49152, e-mail: [email protected] Programme Administrator Vicky Nicholson Ext: 49135, e-mail: [email protected]

TEACHING

Course Room

Business Economics Prof Ciaran Driver: BE, MA, MSc, PhD TBS 385 Business Strategy Dr Thomas C Lawton: BA Hons, MSc Econ, PhD TBS 180 International Business Dr Thomas C Lawton: BA Hons, MSc Econ, PhD TBS 180 Marketing Colin Love: MBA, DIC, BSc. Econ ------Organisational Behaviour & Human Dr Namrata Malhotra: BCom Hons, MCom, M.Phil, PhD TBS 390 Resource Management TBS = Tanaka Business School THE MODULES

BS0602 - BUSINESS ECONOMICS

COURSE TUTOR Professor Ciaran Driver Room 385 Tanaka Business School Extension 49123, email [email protected]

COURSE AIMS This course contributes to the student’s understanding of decision making in an economics context.

COURSE OBJECTIVES (i) Knowledge

 the theory of the firm  input choice with fixed output level  production relations  nature and theory of cost  models of revenue  profit maximisation  market structure  oligopolistic decision making  capital investment

(ii) Skills

The course will facilitate the students’ development of:

 conceptual skills in an economic context  quantitative skills in an economic context  critical reasoning skills

LEARNING OUTCOMES By the end of the course the students will be able to:

 think in the terms of a professional economist  read the microeconomic issues discussed in the Financial Times  solve stylised quantitative questions in a business context

TEACHING METHODS The main mode of teaching is the lecture. There are some tutorials and these are used for a mixture of discussion and problem solving.

ASSESSMENT The course is assessed by one group project (30%) and one multiple choice exam (70%). COURSE STRUCTURE Lecture Topics

1. The firm and its environment This lecture will look at the various types of decision that a firm is faced with and the constraints that it operates under. It will consider the extent to which a firm can shape its own environment. It will also consider the objectives of firms. Reading: Lecture notes, Microeconomics Section 8.2

2. Production relationships This series of lectures will discuss the economics of producing a single output with two or more inputs and the choice of input combination when substitution is possible . Reading: Microeconomics Chapter 6

3. Cost analysis This series of lectures will discuss the economic meaning of cost – which costs matter? It will look at how cost varies with output both in the short term and the long term, including economies of scale. The lectures will deal also with learning – the way that costs decline with experience. Reading: Microeconomics Chapter 7

4. Demand curves and price elasticity of demand and supply These lectures will show how revenue is related non-linearly to output. The concept of marginal revenue will be introduced and related to price elasticity. Supply curves and supply elasticities will be explained. Reading: Microeconomics pp 20-44 and Section 4.4 and 11.2

5. Profit maximisation: choosing the right output level This lecture shows how a firm in a competitive market faces a given price but has to choose its output level. It shows how a monopolist chooses a profit maximising price. Microeconomics Chapter 8 and Section 10.1

6. Game theory This lecture introduces the Prisoner’s Dilemma and the concepts of a dominant strategy and Nash equilibrium. Reading: Lecture notes and Microeconomics Chapter 13

7. Oligopoly This is the name given to the type of industrial structure between monopoly and competition. We will ask how price and output is determined when just a few large producers compete in an industry. Particular attention will be paid to the Cournot model of output. Reading: Microeconomics Chapter 12

8. Investment The concept of discounting future streams of costs and benefits. Basic rules for rational investment choices and the ranking of projects. Reading: Microeconomics Section 15.4

KEY TEXT Pindyck R.S. & Rubinfeld D.L. Microeconomics, 6th Edition, Prentice Hall, 2005 Additional supplementary readings may be found in: Salavatore D Managerial Economics in a Global Economy 5th edn Thompson 2004 Mansfield E Managerial Economics, 3rd Edition, Norton, 2002. Waldman D and Jensen E Industrial Organization, Addison Wesley 2000 Besanko D and R.R.Braetigam Microeconomics by 2nd Edition, Wiley 2005 BS0603 - BUSINESS STRATEGY

COURSE TUTOR Dr Thomas C Lawton Room 180, Tanaka Business School Tel. extension 49117, e-mail: [email protected]

COURSE AIMS Strategy is the art of creating value. The ultimate objective is to attain or maintain a competitive advantage in a market or markets. Success stories abound. AirAsia, Cirque du Soleil, HSBC, Nestlé and Samsung have each been acclaimed in recent years as triumphant products of the strategic imagination. Yet for every example of strategic success, it is possible to trade an equally spectacular example of strategic failure. We only have to think of Enron, ABB, Worldcom, Marconi, Cable & Wireless, Vivendi Universal and any number of Japanese banks to witness the potentially destructive power of wrong-headed strategies. The fact is that strategy is a double-edged sword: it can be the source of power and wealth but equally the cause of disaster. It is therefore essential that any existing or aspiring strategic leader understand the nature and purpose of strategic management.

Strategy is about a sense of organizational purpose and direction, together with a means for achieving this purposeful direction. The aim of the Business Strategy course is to place the student in an arena of strategic choices and decisions experienced by the senior management team of a company. Enduring market success hinges upon having a viable and flexible strategic management process. This course aims to construct a strategic management agenda that considers alternative approaches to strategy formulation in complex and uncertain environments, examines the context within which strategy is made and implemented and assesses options and challenges that regularly confront the business enterprise.

LEARNING OBJECTIVES By the end of the course you should be able to:

 Understand and describe the key strategic issues facing senior management teams and the key analytical concepts applicable to each.  Evaluate an organisation’s current strategic position, its business environment and its future strategic options, using analytical concepts appropriate to the organisation’s situation.  Make and defend recommendations as to the choice of a given organisation’s future strategy and its implementation.

TEACHING METHOD The course will be delivered through a weekly two-hour integrated lecture/workshop session. The workshop will involve the discussion and analysis of case studies related to the lecture theme. Students are expected to have read the relevant case in advance of each session. The related academic readings are supplementary and although I strongly suggest you read these as we proceed, they are mainly included for exam preparation purposes. Students are also expected to be active participants in classroom discussions. Questions alone are not considered participation, nor is merely coming to class and listening to the discussion. You are expected to know the facts as stated in cases and readings and offer meaningful analysis and convincing arguments for positions taken. Students are generally divided into teams for case work and may be expected to give pre-planned presentations on a regular basis. ASSESSMENT The course assessment will consist of a written examination (70%) in the Summer Term and a team-based report to be submitted towards the end of the Spring Term (30%). The written report should be 5,000 words in length (further details can be found at the end of this document). OVERVIEW

WEEK TOPIC THEMES CASE STUDY* READINGS

1a. Introduction: Thinking and Overview of the course; the nature of None - general - Mintzberg and Lampel (1999) ‘Reflecting Acting Strategically corporate strategy, its business discussion on the strategy process’, Sloan purpose and added value; the Management Review. strategic management process.

1b. Strategic Analysis I: WTO and national subsidies; PEST None - general - Baron (1995) ‘The Nonmarket Strategy Political Risk and the analysis; formulating a non-market discussion System’, Sloan Management Review. Non-Market Environment strategy.

2a. Strategic Analysis II: The Value chain management; identifying Ryanair – the low fares - Hamel and Prahalad (1994) ‘Competing Corporate Environment core competencies; leveraging airline (2005 version) for the future’, Harvard Business Review. resources and capabilities to create advantage.

2b. Strategic Analysis III: The Five forces analysis; strategic group Ryanair – the low fares - Porter (1996) ‘What is strategy?’, Harvard Market Environment analysis; generic strategies; airline (2005 version) Business Review. choosing a strategic position.

3a. Strategic Growth Through Why choose M&A? Realising JP Morgan Chase & - Ghemawat and Ghadar (2000), ‘The Merger and Acquisition synergies; integration problems; Co. dubious logic of global megamergers’, making it work. Harvard Business Review.

3b. Cooperating to Compete What makes an alliance strategic? Renault and Nissan: a - Douma et al. (2000) ‘Strategic alliances: – The Logic of Strategic Rationale for alliance; forms of marriage of reason managing the dynamics of fit’, Long Alliance alliance or strategic network. Range Planning.

4a. Going Global: Contexts, The Internationalisation - Ghemawat (2001) ‘Distance still matters’, Forms and Entry Motives for going abroad; foreign of Allied Irish Banks Harvard Business Review. Strategies market entry strategies; competing models for international market expansion; overstretch and ‘de- internationalisation’.

4b. Managing Strategic The cultural contexts of strategy; Adidas - Day, J.D. and M. Jung. (2000) ‘Corporate Change moving from laggard to leader; transformation without a crisis’, The being proactive; transforming the McKinsey Quarterly. business model.

5a. Implementing Strategy The role of leadership in strategy Boo.com – the path to - Beer and Eisenstat (2000) ‘The silent and Avoiding Failure implementation; how not to failure killers of strategy implementation and implement strategy; rating learning’, Sloan Management Review. leadership performance; early warning signs; causes of failure; strategic turnaround.

5b. Conclusion: Coming Full Creating sustainable advantage – is None - All! Circle to Deliver Strategy it possible? Course summary; Q&A; exam discussion.

TEXTBOOKS AND OTHER REFERENCES Students are encouraged to supplement the course readings with other literature sources (please refer to suggested sources below for more information).

Recommended Texts For state-of-the-art strategy cases and concepts, the best buy is:

 Sydney Finkelstein, Charles Harvey and Thomas Lawton (2007) Breakout Strategy: meeting the challenge of double-digit growth, New York: McGraw-Hill.

… but then I would say that!

If you want a general textbook on strategic management, I would recommend one of the following:

 Johnson, Gerry, Scholes, Kevan and Richard Whittington (2005) Exploring Corporate Strategy, 7th edition, London: FT Prentice Hall (previous editions are fine too).  Lynch, Richard (2006) Corporate Strategy, London: FT Prentice Hall.  White, Colin (2004) Strategic Management, Basingstoke: Palgrave Macmillan.

* Any of the above is acceptable. Please note that none are compulsory purchase.

JOURNALS There is an extensive and growing literature on strategic management. Students should therefore also consult the following journals for additional or specialised materials:

Academy of Management Journal Academy of Management Review Business History Review Business Quarterly Business Strategy Review California Management Review Competition and Change European Management Journal European Business Journal Harvard Business Review Industrial and Corporate Change International Business Review Journal of International Business Studies Journal of International Management Long Range Planning Management Science McKinsey Quarterly MIT Sloan Management Review Organization Science Organisation Studies Strategic Management Journal

* Those journals that are not available in hard copy in the library are available in electronic format via the library e-journal Internet resources. Follow the links for both EBSCO and Science Direct.

SELECT BIBLIOGRAPHY Ambrosini, Veronique, with Gerry Johnson and Kevan Scholes. 1998. Exploring Techniques of Analysis and Evaluation in Strategic Management, Hemel Hempstead: Prentice Hall Europe. Baron, David P. 2000. Business and its Environment, 3rd edition, Hemel Hempstead: Prentice Hall. Bowman, Cliff. 1998. Strategy in Practice, Hemel Hempstead: Prentice Hall.

14 Braithwaite, John and Peter Drahos. 2000. Global Business Regulation, Cambridge: Cambridge University Press.

Brooks, Ian and Jamie Weatherston. 1997. The Business Environment, Hemel Hempstead: Prentice Hall. Burnes, Bernard. 2000. Managing Change, London: FT Prentice Hall. Cadotte, Ernest R and Bruce, Harry J. 2003. The Management of Strategy in the Marketplace. South-Western a division of Thomson Learning. Darwin, John, Phil Johnson and John McAuley. 2002. Developing Strategies for Change, London: FT Prentice Hall. David, Fred R. 2005. Strategic Management: Cases, 10th edition, New Jersey: Pearson Prentice Hall.

Dees, Lumpkin and Taylor. 2005. Strategic Management: Creating Competitive Advantages, New York: McGraw – Hill Irwin. De Wit, Bob and Meyer. 2005. Strategy Synthesis Text and Readings, Resolving Strategy Paradoxes to Create Competitive Advantage, 2nd edition, London: Thomson Learning. De Wit, Bob and Meyer. 2005. Strategy Synthesis Concise Learning, Resolving Strategy Paradoxes to Create Competitive Advantage, London: Thomson Learning. De Wit, Bob and Ron Meyer. 1999. Strategy: process, content, context, London: International Thomson Publishing. Dunning, John H. 1993. The Globalization of Business, London: Routledge. Doz, Yves and Gary Hamel. 1998. Alliance Advantage, Boston: Harvard Business School Press. Ellis, John and David Williams. 1995. International Business Strategy, London: Pitman. Evans, P. and Wurster, T.S. (2000) Blown To Bits: How the new economics of information transforms strategy. Boston: Harvard Business School Press. Fitzroy, P. and Hulbert, James. 2005. Strategic Management, Creating Value in Turbulent Times, London: John Wiley & Sons, Inc. Ghoshal, Sumantra and Christopher A. Bartlett. 1998. Managing Across Borders: The transnational solution, London: Random House. Grant, Robert M. 2005. Contemporary Strategy Analysis, Oxford: Blackwell Business. Grundy, T. 1994. Implementing Strategic Change, London: Kogan Page. Grundy, Tony (with Gerry Johnson and Kevan Scholes). 1998. Exploring Strategic Financial Management, London: Prentice Hall. Hamel, Gary and C.K. Prahalad. 1994. Competing for the Future, Boston: Harvard Business School Press. Hill, Charles W.L. and Gareth R. Jones. 2005. Strategic Management: an integrated approach, Boston: Houghton Mifflin. Hirst, Paul and Grahame Thompson. 1996. Globalization in Question, Cambridge: Polity Press. Jeannet, Jean-Pierre. 2000. Managing With A Global Mindset, London: FT Prentice Hitt, Ireland and Hoskisson. 2005. Strategic Management, Competitiveness and Globalization, Concepts and Cases. 6th edition. UK: Thomson Learning Ltd. Hall. Kay, John. 1993. Foundations of corporate success, Oxford: Oxford University Press. Krugman, Paul. 1997. Pop Internationalism, Boston: MIT Press. Lorange, Peter and Johan Roos. 1992. Strategic Alliances: formation, implementation, and evolution, Oxford: Blackwell. Lechner, Frank J. and John Boli. 2000. The Globalization Reader. Oxford: Blackwell. McGee, john, Thomas, Howard and Wilson, David. 2005. Strategy: Analysis & Practice, Text and Cases. UK: McGraw-Hill Education. Mellahi, Kamel, Frynas, George. J and Finlay, Paul. 2005. Global Strategic Management. Oxford: Oxford University Press. Mintzberg, Henry. 1994. The Rise and Fall of Strategic Planning, London: Prentice Hall. Mintzberg, Henry, James Brian Quinn and Sumantra Ghoshal. 1998. The Strategy Process, Hemel Hempstead: Prentice Hall.

15 Mintzberg, Henry, Bruce Ahlstrand and Joseph Lampel. 1998. Strategy Safari, London: Prentice Hall. Porter, Michael E. 1980. Competitive Strategy, New York: The Free Press. Porter, Michael E. 1991. Strategy: seeking and securing competitive advantage, Boston: Harvard Business Review Press. Porter, Michael E. (1998) On Competition, Boston: Harvard Business School Press. Rodrigues, Carl. 1996. International Management: a cultural approach, Minneapolis/St. Paul: West Publishing. Ruigrok, Winfried and Rob Van Tulder. 1995. The Logic of International Restructuring, London: Routledge. Rumelt, Richard, Dan E. Schendel, and David J. Teece. 1994. Fundamental Issues in Strategy, Boston: Harvard Business School Press. Schneider, Susan C. and Jean-Louis Barsoux. 1997. Managing Across Cultures, London: Prentice Hall. Stonehouse, George, Cambell, David, Hamill, Jim and Purdie, Tony. 2004. Global and Transnational Business, 2nd edition, London:John Wiley & Sons, Ltd. Story, Jonathan. 1999. The Frontiers of Fortune, London: FT Prentice Hall. Thompson, John and Martin, Frank. 2005. Strategic Management: Awareness and Change, London: Thomson Learning. Thompson, Arthur A. Jr. and A. J. Strickland. 2004. Strategy: Winning in the Marketplace, Core Concepts, Analytical Tools, Cases, London: Mcgraw-Hill Irwin. Thompson, Arthur A. Jr. and A. J. Strickland. 1993. Strategic Management: concepts and cases, Boston: Irwin. Vernon-Wortzel, Heidi and Lawrence Wortzel. 1997. Strategic Management in a Global Economy, Chichester: John Wiley & Sons. Vernon, Raymond, Wells, Louis T. and Subramanian Rangan. 1996. The Manager in the International Economy. London: Prentice Hall. Wheelen, Thomas and J. David Hunger. 1995. Strategic Management and Business Policy, Wokingham: Addison-Wesley. Yip, George. 2002. Total Global Strategy: Managing for worldwide competitive advantage, London: Prentice Hall.

16 BS0609 - INTERNATIONAL BUSINESS

COURSE TUTOR Dr Thomas C Lawton Room 180, Tanaka Business School Tel. Ext. 49117, e-mail: [email protected]

COURSE AIMS The course focuses on management contexts, challenges and opportunities that are either unique to international business or arise in particularly complex or acute forms in business that spans national borders. One of the key objectives is to sensitise students to the interaction between firms, governments and societies. A firm’s transborder activities cannot be understood as merely the internationalisation of internal functions. Rather, firms find they must adapt to new cultures, regulatory regimes and competitive environments. This course will therefore critically examine the global economy phenomenon, the evolving role of supranational institutions such as the WTO and the EU and the nature and influence of regional trade organisations such as NAFTA and ASEAN. Beyond the global environment, the course will focus on how companies do business internationally. Formulating global business strategies, implementing political strategies, selecting markets and deciding upon entry modes are topics that will be covered in some detail.

LEARNING OBJECTIVES Overall, the student will learn to appreciate and understand the many considerations involved in competing in the world economy and growing an international business. Throughout the course, these considerations will be brought together in the decision-making process that leads to sound strategies and value adding business development decisions. Therefore, by the end of this course, students will have developed an understanding of:

(a) International competition and the global business context

(b) The management of international business enterprises

TEACHING METHOD The course will be delivered through a weekly two-hour integrated lecture/workshop session. The workshop will involve the discussion and analysis of key readings and case studies related to the lecture theme. Students are expected to have read the relevant case in advance of each session. The related academic readings are supplementary and although I encourage you to read at least one of these a week as we proceed, they are mainly included for exam preparation purposes. Students are also expected to be active participants in classroom discussions. Those who experience difficulties in active participation or in keeping up with the readings should contact Dr Lawton, who will provide some guidance in this regard. Students are generally divided into teams for case work and are expected to give pre-planned presentations on a regular basis.

ASSESSMENT The assessment will consist of a two hour written examination (70%) in the Summer Term and a team-based report (30%) to be submitted towards the end of the Spring Term. The group assignment should be a maximum of 5,000 words in length.

17 Overview

WEEK LECTURE TOPIC WORKSHOP ASSIGNMENT READINGS

1a. Introduction: globalisation and the  Segal-Horn (2002) ‘Global firms – heroes or villains? transnational enterprise How and why companies globalise’, European Discussion The pros and Business Journal. cons of globalisation  Bhagwati (2002) ‘Coping with antiglobalization’, Foreign Affairs.

1b. Measuring competitiveness: the zero-  Bhagwati (1994) ‘Free trade: old and new challenges’, sum/win-win debate The Economic Journal. Discussion Do countries  Krugman (1994) ‘Competitiveness: a dangerous compete? obsession’, Foreign Affairs.

2a. Managing competitiveness: the role of  Porter (1990) ‘The competitive advantage of nations’, government in business success Harvard Business Review. Case Singapore Inc.  Haley (1998) ‘Virtual Singapores: shaping international competitive environments through business- government partnerships’, Journal of Organizational Change Management.

2b. Unilateralism in international trade: Case Standing up for steel  Schuler (1996) ‘Corporate political strategy and foreign corporate activism and the national competition: the case of the steel industry’, Academy of interest Management Journal.  Lawton and McGuire (2002) ‘Constraining choice’, Academy of International Business.

3a. Multilateralism in international trade: Case Bombardier  Lawton and McGuire (2001) ‘Supranational governance and dispute settlement and the WTO corporate strategy’, International Business Review.  Arup (2003) ‘The state of play of dispute settlement “law” at the World Trade Organization’, Journal of World Trade. 18 3b. Risk assessment and foreign market  Baron (1997) ‘Integrated strategy, trade policy and global entry strategy – the push of competition’, California Management Review. international business Case Dell Computer Corp.:  Pan and Tse (2000) ‘The hierarchical model of market entry investment in Malaysia modes’, Journal of International Business Studies.

4a. Foreign direct investment – the pull of Case 1-800 Buy Ireland  O’Higgins (2002) ‘Government and the creation of the Celtic government Tiger: can management maintain the momentum?’, Academy of Management Executive.  Grimes (2003) ‘Ireland’s emerging information economy’, Regional Studies.

4b. The global business of corporate Case Starbucks and  Waddock, Bodwell and Graves (2002) ‘Responsibility: the new social responsibility Conservation International business imperative’, Academy of Management Executive.  Carroll (2004) ‘Managing ethically with global stakeholders’, Academy of Management Executive.

5a. Regional or global integration: do Case Brazil: embracing  Feng and Genna (2003) ‘Regional integration and domestic countries and companies have to globalization? institutional homogeneity’, Review of International Political choose? Economy.  Carranza (2003) ‘Can Mercosur survive?’, Latin American Politics & Society.

5b. Conclusion: the challenges and No assignment. Q&A; exam  Dollar and Kraay (2002) ‘Spreading the wealth’, Foreign Affairs. opportunities of international business preparation.  Lodge (2002) ‘The corporate key: using big business to fight global poverty’; Foreign Affairs.

19 TEXTBOOKS AND OTHER REFERENCES Students are encouraged to supplement the course readings with other literature sources (please refer to suggested sources below for more information).

Recommended Texts (not required purchase)

 Hill, Charles W.L. (2007) International Business: competing in the global marketplace, 6th edition, postscript, (London: McGraw-Hill).  Rugman, Alan M. and Hodgetts, Richard M. (2003) International Business, 3rd ed. (London: FT Prentice Hall).  Baron, David P. (2002) Business and its Environment (London: Prentice Hall)

(Earlier editions of the above are fine too)

JOURNALS There are a number of journals that will be helpful. Students should consult them when appropriate. These include:

Academy of Management Journal Industrial and Corporate Change Academy of Management Review International Business Review Business Quarterly Journal of Common Market Studies Business and Politics Journal of International Business Studies Business and Society Journal of International Management Business Strategy Review Journal of World Business California Management Review Long Range Planning Competition and Change Management International Review European Management Journal Management Science European Business Journal McKinsey Quarterly Harvard Business Review MIT Sloan Management Review

* Those journals that are not available in hard copy in the library are available in electronic format via the library e-journal Internet resources: http://www.imperial.ac.uk/library/resources/journals.asp

Further Select Bibliography Ball. McCulloch. Frantz. Geringer and Minor. 2006. International Business, The Challenge of Global Competition, 10th Edition. McGraw-Hill International Edition. Braithwaite, John and Peter Drahos. 2000. Global Business Regulation, Cambridge: Cambridge University Press. Buckley, Peter J. and Pervez N. Ghauri. 1999. The Internationalization of the Firm, London: International Thomson Business Press, 2nd edition. Cleaver, T. 1997. Understanding the World Economy, Routledge: London. Daniels, John D, Radebaugh, Lee H, Sullivan, Daniel P. 2004. International Business, Environment and Operations, 10th Edition, New Jersey: Pearson Education Ltd. Deresky Helen. 2006. International Management, Managing Across Borders and Cultures, 5th Edition, New Jersey: Pearson Prentice Hall. Dunning, John H. 1993. The Globalization of Business, London: Routledge.

20 Griffin, Ricky W and Pustay, Michael W. 2005. International Business, 4th Edition, New Jersey: Pearson Education International. Hirst, Paul and Grahame Thompson. 1996. Globalization in Question, Cambridge: Polity Press. Hogetts, Luthans and Doh. 2006. International Management, Culture, Strategy and Behavior, 6th Edition, Boston: McGraw-Hill Irwin. Ferraro, Gary P. 2006. The Cultural Dimension of International Business 5th Edition, London: Pearson Education Ltd. Financial Times. 1999. Mastering Global Business, London: FT Pitman. Hocking, Brian and Steven McGuire. 1999. Trade Politics, London: Routledge. Hoekman, Bernard M and Kostecki, Michel M. 2001. The Political Economy of the World Trading System, The WTO and Beyond, 2nd Edition, Oxford: Oxford University Press. Koen, Carla L. 2005. Comparative International Management, London: The McGraw-Hill Companies. Jeannet, Jean-Pierre. 2000. Managing With A Global Mindset, London: FT Prentice Hall.

Jones, Geoffrey. 2005. Multinationals and Global Capitalism from the nineteenth to the twenty-first century, Oxford: Oxford University Press. Krugman, Paul. 1997. Pop Internationalism, Boston: MIT Press. Lawton, Thomas C. (ed.) 1999. European Industrial Policy and Competitiveness: concepts and instruments. Basingstoke: Macmillan Business. Lawton, Thomas C., Rosenau, James N. and Verdun, Amy C. (eds.) (2000) Strange Power: Shaping the parameters of international relations and international political economy, Aldershot: Ashgate. Lechner, Frank J. and John Boli. 2000. The Globalization Reader. Oxford: Blackwell. Porter, Michael E. 1990. The Competitive Advantage of Nations, New York: The Free Press. Ravenhill, John. 2005. Global Political Economy, Oxford: Oxford University Press Ruigrok, Winfried and Rob Van Tulder. 1995. The Logic of International Restructuring, London: Routledge. Schneider, Susan C. and Jean-Louis Barsoux. 1997. Managing Across Cultures, London: Prentice Hall. Story, Jonathan. 1999. The Frontiers of Fortune, London: FT Prentice Hall. Solomon, Robert. 1999. The Transformation of the World Economy, 2nd edn., Basingstoke: Macmillan. Tayeb, Monir. 2000. International Business: Theories, policies and practices, London: FT Prentice Hall. Vernon, Raymond, Wells, Louis T. and Subramanian Rangan. 1996. The Manager in the International Economy. London: Prentice Hall. Woods, Ngaire, (ed.). 2000. The Political Economy of Globalization, Basingstoke: Macmillan.

21 BS0611 - MARKETING

COURSE TUTOR Colin Love Visiting fellow to Tanaka Business School Telephone: 01234 772844, Mobile 07760 195 616 Email: [email protected]

COURSE AIMS The general aim of the course is to demonstrate that marketing is essentially about understanding that the way that in order for an organisation to stay in business is to serve customers better than their competition and continue to do so over time. More specifically the aim is to introduce the key marketing concepts, to understand the principles of marketing analysis and how marketing may be used as part of business strategic planning

COURSE OBJECTIVES These are described at two levels.

Knowledge objectives Students will develop a sound understanding of the following concepts and issues:  positioning;  segmentation;  market analysis;  competitor analysis;  customer decision making;  research  new product development;  the marketing mix  International marketing.  sales channels

Skills objectives 1. For you to appreciate that the key to successful marketing starts with effective analysis and diagnosis. As such marketing is more about developing skills in defining problems and handling data, rather than learning a given body of facts or theories. 2. You will learn how to use the necessary tools and concepts to be able to undertaken such analysis. 3. How to develop coherent strategies that provide relevant differentiation and that result in sustainable competitive advantage (profit).

The course is practical and managerial and in particular, focuses on what criteria customers use to differentiate between competitive offerings, how they actually make purchasing decisions and to what extent marketing can influence their choice.

LEARNING OUTCOMES The purpose of the course is not to provide a handbook or A-Z guide to marketing. Whilst we cover operational and implementation issues, the focus of the course is to equip students with the analytical tools and a framework to evaluate marketing problems and suggest suitable courses of action. This will enable you to understand the marketing perspective in business and

22 to enhance your skills as a general manager and how one may interact successfully with marketers and marketing departments.

TEACHING METHODS The programme is spread over 5 weeks with a two hour session on a Monday and Friday. For the first 4 weeks there is a two hour, lecture comprising of a formal ‘principles’ session, followed by discussion relating to a real case study or current marketing issue.. The outline for each week follows later in this note. The final week will be allocated to group assignment presentations and a revision session.

The main teaching process is discussion. You will be expected to prepare by reading the appropriate case study or prepare research for a discussion topic. You must be prepared to present and defend your point of view and criticise, when appropriate, your colleague’s views. Never be afraid to relate the case to your own experiences. Needless to say, unless you have read and prepared the case carefully, you are unlikely to get much from the session.

COURSE TEXTS Key Reference Kotler, P, Armstrong, G (2006) Principles of Marketing. Prentice Hall (11th European Edition)

Palmer. P (2004) Introduction to Marketing Oxford University Press Randall, G (2001) Principles of Marketing. Routledge (2nd Edition)

Journals Economist Marketing Week Marketing

ASSESSMENT Your grade for the course will be made up as follows:

Examination 70% Group Assignment 30%

GROUP ASSIGNMENT You are expected to work in syndicate groups. Each member of the group gets the same mark as other members of the group. The brief for the group assignment follows. The mark awarded is for the way you address the brief in the form of a written report (2000 words – Word document) and a short group presentation (a maximum of 10 minutes by PowerPoint with slide copies) given to the class during the last one/two sessions. Order of presentation will be by random selection. You will be penalised if you exceed the specified limits for the written report and the presentation. Brief for Group Assignment Select a product (a good or service) that has been in existence for between 5-10 years. Consider the following issues:

What was the market gap that the product sought to fill?

Why did the market gap not emerge sooner?

What advantages did the company launching the product have over others in launching this product?

Describe the launch strategy using the marketing mix.

In what way could the launch strategy be improved?

How did competitors respond?

Summarise the drivers to success or failure.

You are reminded that marks are awarded for analysis rather than description.

Syndicate groups should confirm to me by Email, group members, names, email addresses and product/service choice for assignment by October 20th 2006.

SESSIONS OUTLINE Week 1 Essential Reading: Kotler Chapters 1/7/8 (Monday 9/10) Introduction to Marketing Syllabus: Basic marketing concepts, Target Markets, Mass Marketing, Segmentation, Buying Behaviour, the 4 P's. Case Study Group discussion – why is F1 a marketing concept versus just motor racing

(Friday 13/10) Product Syllabus Product Life Cycle, Core and Augmented Features, Differentiation, Positioning Case Study Converse – basketball shoes

Week 2 Essential Reading Kotler Chapters 10/11 (Monday 16/10) Price Syllabus Cost plus Vs Market related pricing, Consumer responses, Elasticity, Leverage, Competitor Responses, Domino Effect, Psychology of Pricing Case Study: Southwest Airlines

(Friday 20/10) Promotion through Branding Syllabus: Gifts as an alternative to price tactics, Communication mix, AIDA, Adoption Model, Branding, New Product Development. Case Study: Group Discussion – current TV advertising campaigns Week 3 Essential Reading Kotler Chapter 12 (Monday 23/10) Channels of Trade Syllabus Channel choice, Break bulk, Vertical and Horizontal integration, Retailer Index, Slotting Allowances, Hot spots, Conflicts between channels. Internet issues Case Study: Amazon.com

(Friday 27/10) Service Marketing* Syllabus The Service Society, Differences in the marketing of products and services. Case Study: Benihana of Tokyo “What are the ingredients of Rocky’s success?”

Week 4 Essential Reading Kotler Chapter 19 (Monday 30/10) International Marketing Syllabus Levitt, Standardisation Vs Adaptation Case Study Tesco entry to Thailand

(Friday 3/11) Industrial Marketing Syllabus Similarity and Differences to Consumer Marketing Nature of industrial customers and impact on 4Ps and segmentation Class Discussion Revision Session for examination

Weeks 5 (Monday 6/11 and Friday 10/11) Group Presentations

Revision session for examination preparation BS0612 - ORGANISATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT

COURSE TUTOR Dr Namrata Malhotra Room 390 - Tanaka Business School Phone ext: 49214, e-mail: [email protected]

COURSE AIMS This course introduces students to the field of Organization Theory that enhances their understanding of how organizations can be managed effectively in a rapidly changing environment. The course focuses on two aspects of managing organizations. First, it sheds light on how an organization’s goals, strategies, structure, technology and external environment relate to each other and that this relationship is critical to the performance and effectiveness of an organization. Second, it emphasizes the challenges managers face in managing internal dynamic processes in an organization including the role of culture, managing change, decision making processes and human resource management processes. These processes have a significant impact on organizational performance.

COURSE OBJECTIVES (I) Knowledge

Students will be able to draw on concepts from Organization Theory to explore the nature of organizations today and to understand and diagnose organizational needs and problems that emerge as organizations strive to stay competitive in a rapidly changing context. More specifically, students will develop an understanding of the following:  How organizations can be designed and structured to function effectively in an increasingly volatile and unpredictable external environment  Recognizing the importance and challenges of managing internal organizational dynamics emerging from culture, processes of change, decision making, inter- group and intra-group conflict, power and politics

(II) Skills

The course will enhance students’ ability to:  Apply theoretical concepts to real life organizational scenarios through the use of case studies in class  Develop analytical skills in identifying, diagnosing and evaluating key organizational issues  Work productively in a group situation when completing the group assignment

LEARNING OUTCOMES On the completion of this course, students will have developed an understanding of:

 How organizations operate as open systems  The contingent factors influencing organization structure and design  Internal dynamic processes in an organization that are critical in reinforcing organization strategies and structure  Organization Theory in action as students will be able apply theoretical concepts to real life organizational scenarios TEACHING METHODS The teaching method in this course involves a combination of lectures and analyses of cases encouraging active class participation.

ASSESSMENT The assessment comprises two parts:

 A group case analysis 30 %. A group of 4-6 members will be required to analyze a case and write up an analysis of a maximum of 2,500 words. More details will be provided later. The case will be provided to the groups in Week 7 and the case analysis will be required to be handed in by Week 10.  Examination 70%

SCHEDULE Week 1 Introduction to the course Historical background of organization theory Video: Modern Times by Charlie Chaplin

Week 2 The external environment and organization structure Readings: How to cure a Behemoth’s Blues? Inside Sam’s $100 billion growth machine

Week 3 Organization goals, strategy, and organization structure Case: Marks and Spencer

Week 4 Technology (work processes) and designing organization structure Exercise: Bistro Technology

Week 5 Organization structure alternatives Case: Oticon Reading: Waterman, R., Peters, T., & Phillips, J. 1980. Structure is not organization. Business Horizons, June 1980: 14-26

Week 6 Organizational culture Reading: Video: Tom Peters

Week 7 Managing organizational change Reading: Nadler, D. & Tushman, M. 1989. Organizational frame bending: Principles for managing reorientation. Academy of Management Executive, 3(3): 194-204 Reading: Case: The mystery of the performance difference

Week 8 Decision-making processes Video: The Challenger Disaster

Week 9 Organizational structure and HRM processes

Week 10 Power and Politics Exercise: Nice guys finish last & Revision TEXTS Core text: Daft R.L. Organization Theory and Design, 8thEdition, Thomson, 2004 Other recommended texts: Mullins L.J. Management and Organizational Behaviour, 7th Edition, Prentice Hall, 2005 Morgan, G. Images of Organization, Sage 1997, 2nd Edition Robbins S.P. Essentials of Organizational Behavior, 6th Edition, Prentice Hall, 1999 Buchanan D.A. & Huczynski A. Organizational Behavior, 4th Edition, Prentice Hall, 2001