Reference no: EM132796793

HI5013 Managing Across Borders - Holmes Institute

Learning Outcome 1: Critically evaluate the impact of globalization, organisations and their management;
Learning Outcome 2: Utilise different perspectives to interpret and analyse business, social and cultural problems in an international setting.
Learning Outcome 3: Demonstrate an understanding of the social, political, economic, technological and cultural forces that influence decision-making in international business.
Learning Outcome 4: Synthesise research and practice regarding international business and management issues and articulate possible solutions to a range of stakeholders.
Learning Outcome 5: Demonstrate an understanding business practice and research in the context of globalisation from a management perspective

Question 1
You are the recently appointed expatriate manager of a subsidiary of a large multi-national enterprise, located in a developing country in Africa. Your first project is to re-negotiate a contractual agreement with a longstanding local supplier. However, you have been made aware that the local supplier is in final discussions with a rival company to gain exclusive access to the same materials, which are essential for your company's production process and supply chain. Discuss how you would approach the negotiations with the local supplier. In your response, you should describe the five (5) stages of negotiation.

Question 2

You are currently employed as a manager in the head office of a Western fast-food chain multi-national enterprise, which is looking to expand into new markets in developing countries and take market share away from the competitors. You have recently been included as a member of a high-level strategic planning committee, which will play a key role in developing the company's future strategy and direction. You have been invited to offer your considered opinions at the next meeting. In the context of strategic planning, discuss the strategic options you will present at the meeting.

Question 3

You are working as a management consultant to a large Australian multi-national enterprise in the pharmaceutical industry. You have been asked to evaluate the performance of a cross-border alliance with a European company, which is jointly developing a new medication for skin cancer treatment. You have been asked to produce a report on the success of this cross-border alliance. What would be the key factors for determining the success of this cross-border alliance?

Question 4

At a recent board meeting, the directors expressed their concerns over the company's current organisational structure. It was described as "not being fit for purpose". As an experienced manager, who has led "change management projects" in the past, you have been approached to provide your advice. Explain the advice you would provide and, in your response, discuss the factors which typically indicate the need for organisational change at a multi-national enterprise.

Question 5

As a newly appointed Human Resources Director of a large multi-national enterprise, you have been asked to prepare a new human resources management (HRM) policy for the whole organisation. Some senior managers and other colleagues have criticized the current human resources and employment policy as "too ethnocentric". Discuss the possible alternatives to the "ethnocentric approach" to HRM and state which approach you would recommend to be adopted in the new global HRM policy.

Question 6

(Note this question is based on the Week 12 Tutorial content)
As the expatriate sales manager of a local subsidiary of a western multi-national enterprise, located in Southeast Asia, you have just been given some disappointing news. Based on recent sales revenue results reported by head office, your business unit will be closed and your team of 32 employees will be disbanded, unless you can demonstrate a 20% improvement in sales over the next twelve (12) months. As a popular leader and respected manager of the sales team, you want to prevent the closure of your business unit.

What motivation and leadership strategies and techniques are required from you to prevent the closure of your business unit? In your response, discuss the likely cultural variables and the relevant motivational theories you will need to consider.

Attachment:- Managing Across Borders.rar