a
.
.
S.94-68
SIMON FRASER UNIVERSITY ?
MEMORANDUM
To: ?
Senate
?
From:
J.M. Munro, Chair
Senate Committee on
Academic Planning
Subject ?
Undergraduate Curriculum Revisions
?
Date:
November 15, 1994
Faculty of Business Administration
Action undertaken by the Senate Committee on Undergraduate Studies (SCUS
Reference 94-6) and the Senate Committee on Academic Planning (SCAP 94-56)
gives rise to the following motion:
Motion:
"that Senate approve and recommend approval to the Board of
Governors the curriculum revisions for the Faculty of Business
Administration as set forth in S.94-68 as follows:
a) ?
Changes in the International Business area including
i)
New courses -
BUS 432 -3 International Human Resource Management
BUS 434-3 Foreign Market Entry
BUS 435 -3 Management of International Firms
BUS 438 -3 Multinational Corporate Finance
ii)
Change in concentration requirements
b) ?
Changes in the Human Resource Management area -
i) ?
New course -
BUS 360-3 Business Communication
c)
?
Change in
i)
Joint Major in Information Systems in Business
Administration and Computing Science
ii)
Joint Major in Business Administration and Latin
American Studies
d) ?
Changes in the Minor Program"
In all cases agreement has been reached between the Faculty and the Library in the
assessment of library costs associated with new courses.
For Information
Acting under delegated authority of Senate, SCUS has approved revisions to the
following courses as detailed in SCUS 94 - 6:
Change in number and prerequisites BUS 349
Change in prerequisites BUS 430
Change in title and prerequisites BUS 431
Change in prerequisites BUS 447
Change in prerequisites for BUS 481, 482
BUS 360 becomes corequisite for all 400 Division BUS courses with the exception of
practicum courses (BUS 425 and 426)
-j.
.
0
MEMORANDUM ?
September 28, 1994
To:
?
W. R Heath, Secretary
Senate Committee on Undergraduate Studies
From:
?
Robert Rogow, Undergraduate Program Director,
?
Faculty of Business Administration
Subject: ?
Proposed Calendar Changes
The Faculty of Business Administration requests consideration by SCUS of
the following proposed changes for the Business Administration section of
the 1995-1996 Calendar. Would you please include them in the agenda for
an upcoming SCUS meeting?
Library approval and overlap approval from other Faculties have been
'euested.
4A) Changes in the INTERNATIONAL BUSINESS Area
ill
New Course Proposals:
(a) BUS 432, INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Calendar Description:
Significance of multinational complexity and diversity (cultural,
economic, demographic, etc.) to the human resource function.
Interplay among human resource functions (employee
procurement, allocation, utilization), types of employees, and
countries of operation. (Seminar). Prerequisite: 60 credit hours;
Corequisites: BUS 346 and BUS 381.
Rationale:
The special problems and opportunities arising from cultural
and other differences among national settings are often
underestimated or misperceived by managers contemplating
employment across international boundaries. Students
planning international business careers could benefit from
classroom exposure to professional experience in this area, and
from practice in attempting problem assessment and program
design.
S
?
?
This course was offered as a selected topics course in 94-1, and was well
?
received by students. It is being offered for the second time in 94-3.
/
Attached are a new course proposal form and a course outline.
?
0
(b)
BUS 434, FOREIGN MARKET ENTRY
Calendar Description:
Product-market entry decisions. Choices among foreign market
entry modes (exports, licensing direct investment, etc.)
Cooperative alliances in international business. Prerequisite: 60
credit hours; Corequisites: BUS 346 and either BUS 430 or
BUS 432.
Rationale:
The course should prove professionally useful to students
seeking careers with companies doing business across national
boundaries. It fills a niche in the International Business
concentration, supplementing other offerings and corresponding
closely to courses offered at leading North American business
programs.
Attached are a new course proposal form, a course outline, and
information on readings for the course.
(c)
BUS 435, MANAGMENT OF INTERNATIONAL FIRMS
Calendar Description:
Strategic requirements for the management of multinational
corporations. Firm-specific and institutional challenges facing
global managers in formulating and implementing profitable
strategies. Prerequisite: 60 credit hours; Corequisites: BUS 346
and either BUS 430 or BUS 432.
Rationale:
With the growth of businesses operating in more than one
country, it is important to improve student understanding of
how international managers make strategic decisions and of
what the profitability and other consequences of those decisions
are.
Attached are a new course proposal form, a course outline, and
information on readings for the course.
(d) BUS 438, MULTINATIONAL CORPORATE FINANCE
Calendar Description:
An introduction to the management of the multinational firm
from a financial perspective. Topics to be covered include
currency risk management and international capital budgeting
Prerequisite: 60 credit hours; Corequisite: BUS 346.
Rationale:
S
501
3
• ? Except for International Business concentrators who are also
Finance concentrators, BUS 418, International Financial
Management, is too technically advanced, requires prerequisites
(BUS 315. ECON 345) that are difficult for many such students to
master comfortably, and gives insufficient attention to the
financial management of the multinational firm. 418's attempt
to service two significantly different student clienteles--non-
Finance lB concentrators and Finance concentrators, and its
attempt to cover two distinguishable topics--multinational
corporate finance and international investments--has not been
successful.
BUS 438 will not be acceptable in lieu of BUS 418 within the
Finance concentration.
Attached are a new course proposal form, a course outline, and a
reading and research list.
is
(a) BUS 349, NORTH AMERICAN INTERNATIONAL TRADE ISSUES
(1) Change in course numbering (to BUS 449)
Rationale: To parallel other geographic area courses (e. g BUS 431)
.
?
(2) Change in prerequisites:
From: Prerequisite: 60 credit hours; BUS 346 recommended.
To: ?
Prerequisite: 60 credit hours; Corequisites: BUS 346 and
either BUS 430 or BUS 432.
Rationale: ?
400 division international business courses now
have the introductory BUS 346 as a corequisite.
Either Comparative Management or International
Human Resource Management provide useful
background for most other 400 division
International Business courses.
(b)
BUS 430, COMPARATIVE MANAGEMENT
(1) Change in prerequisites
From: Prerequisite: 60 credit hours; Corequisite: BUS 346.
To: ?
Prerequisite: 60 credit hours; Corequisite: BUS 346;
Recommended: BUS 374
Rationale: BUS 374, Organization Theory, provides a desirable,
but not essential, background to Comparative Management.
Because both courses are offered only about once a year, a
stronger linkage than "recommended" seems inadvisable.
. ?
(c) BUS 431, BUSINESS WITH PACIFIC RIM COUNTRIES
(1) Change in course title:
3
4
To: BUSINESS WITH EAST ASIAN COUNTRIES
Rationale: The change reflects the course's concentration on
China, Japan, and Korea. It also reflects the Area's intention of
developing a South East Asian companion course, which will be
offered initially as a Selected Topics course.
(2) Change in prerequisites:
From: ?
Prerequisite: 60 credit hours. Corequisite: BUS 346.
To:
?
Prerequisite: 60 credit hours. Corequisites: BUS
?
346 and either BUS 430 or BUS 432.
Rationale: Reflects decision to make one of Comparative
Management or International Human Resource
Management a corequisite to most other 400
division International Business courses.
(d) BUS 447, INTERNATIONAL MARKETING MANAGMENT
Change in prerequisites:
From: ?
Prerequisites: BUS 343 and 60 credit hours.
Corequisite: BUS 346.
To: ?
Prerequisites: BUS 343 and 60 credit hours.
Corequisites: BUS 346 and either BUS 430 or
BUS 432.
J31 Chnge in Concentration Requirements
?
C
FROM: ?
BUS 346 ?
International Business
and two of
BUS 418 ?
International Financial Management
BUS 427
?
Seminar in International Accounting
BUS 430 Comparative Management
BUS 447 ?
International Marketing Management
and one of
BUEC 384 Industrial Relations
BUS 349 North American International Trade Issues
BUS 431 Business with Pacific Rim Countries
ECON 345 International Finance (recommended for students
who do not take BUS 418)
or any upper division course deemed to have significant international
business relevance, with prior permission of the Faculty. Such courses may
be offered in another Faculty.
Note: students concentrating in international business are strongly advised
to consider combining it with another business concentration.
?
0
Ll
5
0 ?
TO: ?
BUS 346 ?
International Business
and one Cross-cultural course:
BUS 430
?
Comparative Management
BUS 432 ?
International Human Resource Management
and two Functional courses (one of which must be from "(A)':
(A) BUS 434 ?
Foreign Market Entry
?
BUS 435 ?
Management of International Firms
(B)
BUS 447 ?
International Marketing Management
?
BUS 438
?
Multinational Corporate Finance (or BUS 418,
International Financial Management)
?
BUS 427 ?
Seminar in International Accounting
and one Geographic Area course:
BUS 431 ?
Business with East Asian Countries
BUS 439
?
?
North American International Trade Issues
BUS 492/3/4 Selected Topics in Business Administration
(South East Asia or other areas)
. ?
Other upper division courses deemed to have significant international
business relevance may, with the prior permission of the Faculty, be
substituted for any of the above courses. Such courses may be offered in
another Faculty.
It is strongly recommended that one of the Cross-cultural courses be taken
before taking any Functional or Geographic Area courses, or concurrently
with the first of of these taken.
Note: students concentrating in international business are strongly advised
to consider combining it with another business concentration.
Rationale:
Four new International Business courses have been added,
reflecting increased resources allocated to the International
Business area, growing student demand, and a decision to offer a
number of these courses jointly with the Master of Business
Administration program. It is now possible to increase the focus
on exclusively lB courses and to move toward more logical
grouping and sequencing of lB offerings.
0
6
(B) Changes in the HUMAN RESOURCE MANAGMENT Area
Eli A chan ge
in the prerequisites for BUS 481 and 482.
BUS 481-3 Human Resource Planning and Staffing
FROM: Prerequisites: BUS 272 (or 372) and BUEC 232 (or STAT
?
270); 60 credit hours; BUS 381 recommended.
TO: ?
Prerequisites: BUS 272 (or 372), BUEC 232 (or STAT 270),
and BUS 381; 60 credit hours.
BUS 482 Reward Systems and Employee Development
FROM: Prerequisites: BUS 272 (or 372); 60 credit hours; BUS
381 recommended.
TO: ?
Prerequisites: BUS 272 (or 372) and BUS 381; 60 credit
hours.
Rationale:
BUS 481 and 482 investigate subsets of the topics covered in BUS
381, Introduction to Human Resource Management, in more
depth and at a greater level of intellectual and professional
sophistication. Initial experience suggests that students without
381 are at a serious disadvantage in these courses.
[21 New
BUS
course
360-3
pmposal:
BUSINESS
Business
COMMUNICATION
Communication
?
•
Calendar Description:
This course is designed to assist students to improve their written and
oral communication skills in business settings. The theory and practice
of business communication will be presented. Topics include analysis
of communication problems, message character, message monitoring,
and message media. Exercises in individual and group messages and
presentations will be conducted. Prerequisite: 60 credit hours.
This course will be added to the list of upper division Core courses.
(This means that it must be taken before the 90th credit hour unless prior
permission of the Faculty is obtained.) In addition it will become a corequisite
for all 400 division BUS (but not BUEC) courses. These requirements apply
for all single-major students, but not for joint-major students. For the latter
group, these requirements are waived, and BUS 360 is merely recommended.
Rationale:
This implements the March 1, 1993 report of our Faculty's Ad Hoc
Communications Committee, a report that was communicated to and
discussed by our faculty members and was accepted in principle by our
7
• ?
Undergraduate Curriculum Committee. The Ad Hoc committee was
created because of a widespread belief by faculty members and
employers that many of our graduates had poor business
communication skills.
Making the course a corequisite for all 400 division BUS courses
supplements the "before 90th hour" rule, in compelling students who
might prefer delaying the course to take it early enough to do them
some good in seminar settings. The waiver for joint-major students
reflects our Undergraduate Curriculum Committee's belief that it
would be harmful to further overload these programs with an
additional course.
The Faculty intends to hire a qualified Lecturer, whose duties will
include not only teaching this course but providing a resource and
liason function with other faculty members to integrate and improve
the communications component of their own courses.
Attached are a new course proposal form and a course outline.
Change in
[11 Joint Major in Information Systems in Business AdminisJtraf*v-,-a-,-
MI____ kL1L
A change in the Business lower division requirements for the Joint
Major in Information Systems in Business Administration and
Computing Science:
BUS 237-3, Introduction to Computers and Information Systems
in Business, is deleted.
Rationale:
The Undergraduate Curriculum Committee of the Faculty of
Applied Sciences has approved, and is recommending to SCUS,
the following change in the School of Computing Science lower
division requirements for the joint major:
MACM 101-3, Discrete Mathematics I, and MACM 201-3, Discrete
Mathematics II, are substituted for CMPT 205-3, Introduction to
Formal Topics in Computing Science.
Our MIS group has no quarrel with this change. It was felt,
however, that a 3 credit hour increase in total requirements for
an already highly specified joint major was undesirable. The
group decided that deleting 237, which has turned out to be
largely redundant for joint majors, would prevent this.
I
A
U
8
[rimin I
IL
?
iii m
?
FUTT-6
A change in the requirements for the Joint Major with Latin American
Studies:
FROM:
The student must successfully complete the core courses (which
must include BUS 346-3) and two of the following courses
BUS 349-3 North American International Trade Issues
427-3 Seminar in International Accounting
430-3 Comparative Management
431-3 Business with Pacific Rim Countries
447-3 International Marketing Management
With the permission of the International Business Area Co-
ordinator and the Faculty, another course may be substituted for
the five listed above.
TO:
The student must successfully complete the core courses (which
must include BUS 346-3) and two of the following courses
BUS 427-3 Seminar in International Accounting
430-3 Comparative Management
434-3 Foreign Market Entry
435-3 Management of International Firms
438-3 Multinational Corporate Finance
439-3 North American International Trade Issues
447-3 International Marketing Management
With the permission of the International Business Area Co-
ordinator and the Faculty, another course may be substituted for
the seven listed above.
Rationale:
The revision and expansion of the list of courses from which
students may choose adds several of the new courses proposed
for the 1995-1996 Calendar, and deletes one previous "geographic
area" course that is of less presumed interest to LAS joint
majors.
(D) Changes in the MINOR Program
FROM: Lower Division Requirements
BUEC 232-3 Elementary Economic and Business Statistics I
BUS 207-3 Managerial
Economics*
(or ECON 301)
.
0
9
• ?
237-3 Introduction to Computers and Information
Systems in Business
251-3 Financial Accounting 1
254-3 Managerial Accounting 1
272-3 Behaviour in Organizations
ECON 103-3 Principles of Microeconomics
105-3 Principles of Macroeconomics
MATH 157-3 Calculus for the Social Sciences!
*may be completed after admission to the Faculty.
Upper Division Requirements
Students should note that, if permission is granted to take any
300 or 400 level course before the completion of 60 credit hours, then those
courses will not count toward fulfilling the 19 upper division hours for the
minor.
At least 19 semester hours of upper division credit are required
including the following.
BUS 312-4 Business Finance
343-3 Introduction to Marketing
and one of
BUS 374-3 Organization Theory
381-3 Introduction to Human Resource Management
388-3 Teamwork in Organizations
TO: Lower Division Requirements
BUEC 232-3 Elementary Economic and Business Statistics I
BUS 237-3 Introduction to Computers and Information
Systems in Business
251-3 Financial Accounting 1
254-3 Managerial Accounting 1*
272-3 Behaviour in Organizations
ECON 103-3 Principles of Microeconomics
105-3 Principles of Macroeconomics
MATH 157-3 Calculus for the Social Sciences!
*may be completed after admission to the Faculty.
Upper Division Requirements
Students should note that, if permission is granted to take any
300 or 400 level course before the completion of 60 credit hours, then those
courses will not count toward fulfilling the 16 upper division hours for the
minor.
At least 16 semester hours of upper division credit are required
including the following.
BUS 312-4 Business Finance
343-3 Introduction to Marketing
and one of
S
BUS 374-3 Organization Theory
381-3 Introduction to Human Resource Management
10
388-3 Teamwork in Organizations
Rationale:
Elimination of BUS 207 and of three unspecified upper division hours
was proposed as an effort to reduce the relatively high number of hours
required for the Minor program. Further reductions will be discussed by the
Faculty of Business Administration during 1994-95.
A
.
S
/0
TO: SENATE COMMITTEE ON UNDERGRADUATE STUDIES ?
FROM: FACULTY OF BUSINESS ADMINISTRATION
0 ?
NEW COURSE PROPOSAL FORM
1. Calendar Information
Department: ?
Business Administration
Abbreviation Code: BUS ?
Course Number: 432 ?
Credit Hours: •..........
?
Vector: 0-3-0
Title of Course: ?
INTERNATIONAL HUMAN RESOURCES MANAGEMENT
Calendar Description of Course:
Significance of multinational complexit y and diversit y (cultural, economic, demographic. etc.') to the human resource
function. Interpla
y among human resource functions (employee procurement, allocation, utilization'). tvoes of
employees, and countries of operation.
Nature of Course:
Seminar
Prerequisites (or special instructions): 60 credit hours: Coreauisite BUS 346 and BUS 381.
What course(s), if any, is being dropped from the calendar if this course is approved: None
2. Scheduling
How frequently will the course be offered? ?
Once a year
Semester in which the course will first be offered:
?
96-1
Which of your present faculty would be available to make the proposed offering possible?
Neil Abramson, Rosalie Tung
3. Objectives of the Course
Examines the interpla
y between human resource functions (employee procurement, allocation. utilization'), t y pes of
employees (host countr y nationals. expatriates. third-countr y nationals'). and countries of operation. The objective of this
course is to help students learn to ulan. implement and evaluate TERM programs that will be effective in the Pacific
Rim. Western Europe. Latin America and the United States.
4.
Budgetar y
and Space Requirements
(for information only)
What additional resources will be required in the following areas:
Faculty: ?
None
Staff:
?
None
Library:
?
See Librar y
Memo
Audio-Visual: None
Space:
?
None
Equipment: ?
None
. ?
5.
Approval
Date:
Signatures:
Chairman, ?
t5S..,
Director, Undergra
1/
INTERNATIONAL
HUMAN
RESOURCE MANAGEMENT
BUS 493/893 SYLLABUS
Bk)
Professor:
?
Dr.
Neil R. Abramson (AQ 5117)
Time: ?
Tuesdays, 9:30 - 13:20
Phone: ?
291-5891
(office); 464-6194 (home)
Office Hours: Tuesday, 14:00 -
16:00 or by appointment.
Texts: ?
Mendenhall
&
Oddou. 1991. Readings and Cases
in International Human Resource
Management. PWS-Kent.
Dowling & Schuler.
1990. International Dimensions of Human Resource
Management. PWS-Kent. (The bookstore may have ordered the second edition of this
book and we will use it if available)
Marquardt & Engel. 1993. Global Human Resource Development. Prentice-Hall.
A reading booklet containing additional cases and hand-outs is required for purchase at
the Faculty of Business Administration General Office.
Course Goals: To
identify how cultural differences affect the practice of IHRM.
To examine the followin
g
human resource management functions in the context of
multinational corporations:
• ?
selection and recruitment;
• ?
training and development;
• ?
succession planning;
• ?
motivation and management style;
• ?
motivation and organizational change; and,
• ?
selecting and preparing expatriate managers.
To understand the linkage between international human resource strategy, organizational
structure and multinational corporate strategy.. These issues are discussed in the context
of:
•
?
parent and subsidiary relationships;
• ?
organizational development;
• ?
international joint ventures; and,
• ?
global strategic concerns.
.
Evaluation: ?
Your grade on
this course will be based o1 marks:
Participation in Class
=
20 percent. The
evaluation of your participation will be based
on your understanding of the case, your recommendations for action, your qualitative and
quantitative analysis, and your effectiveness in communicating this information. Your
participation is graded on a five point scale
for
each class and cumulative participation
grades are bell-curved for an overall participation grade. Note that participation is not
equivalent to talking in class. Quality is important.
A
/C^
TO: ?
SENATE COMMITTEE ON UNDERGRADUATE STUDIES
• ?
FROM:
?
FACULTY OF BUSINESS ADMINISTRATION
NEW COURSE PROPOSAL FORM
1.
Calendar Information
Department: ?
Business Administration
Abbreviation Code: BUS
?
Course Number: 434
?
Credit Hours: 3
?
Vector: ?
Q
Title of Course:
?
FOREIGN MARKET ENTRY
Calendar Description of Course:
Product-market entry decisions. Choices among foreign market entry modes (exports. licensin
g
, direct investment, etc.').
Cooperative alliances in international business.
Nature of Course:
Seminar
Prerequisites: 60 credit hours: Corequisite BUS 346 and either BUS 430 or BUS 432
What course(s), if any, is being dropped from the calendar if this course is approved?: None
2. Scheduling
How frequently will the course be offered?
?
Once a year
• ?
Semester in which the course will first be offered:
?
96-1
Which of your present faculty would be available to make the proposed offering possible?
Hemant Merchant. Neil Abramson
3. Objectives of the Course
The course should prove professionally useful to students seeking careers with companies who presently are, or
contemplate. doing business across national boundaries. FME complements other International Business offerings, and
is part of the International Business curriculum in leading North American business schools.
4. Budgetar y and Space Requirements
(for information only)
What additional resources will be required in the following areas:
Faculty: ?
None
Staff:
?
None
Library:
See Library Memo
Audio-Visual:
None
Space:
None
Equipment:
None
A p
proval
5.
Signatures:
?
I
FBA June'93 ?
MaJ
13
SIMON FRASER UNIVERSITY
?
FACULTY OF BUSINESS ADMINISTRATION
TENTATIVE COURSE OUTLINE
?
BUS-434: FOREIGN MARKET ENTRY
Prerequisites:
60 credit hours; corequisites BUS 346 & either BUS 430 or BUS
432.
Textbooks:
F. Root, Entry Strategies for International Markets, Lexington Books (1994).
REQUIRED
F. Contractor and P. Lorange (Eds.), Cooperative Strategies in International Business,
Lexington Books (1988). RECOMMENDED
A packet of cases and articles will be sold through the Business Administration
general office.
Course Overview:
This course investigates various aspects related to a firm's economic success in
entering foreign markets. Specifically, the course focuses on the real-life challenges
facing firms, who venture into international markets via arrangements such as exports,
licensing, joint ventures, mergers and acquisitions and so on. This course provides a
framework to ascertain the viability of a firm's international aspirations, the attendant
challenges, and the impact of these challenges on front-line employees. It is expected
that these pursuits will increase our understanding of why -- and how -- some firms are
more successful than others, in their foreign market activity. The course includes, but
is not restricted to, the following topics:
The Economic Competitive Space
Foreign market entry and corporate strategies; Choosing product-markets for
foreign entry; Key requirements from entering foreign markets; Dynamics of
foreign market entry decisions; Choice of a specific entry mode; Equity and
non-equity cooperation between firms domiciled in different nations-states
(Global strategic alliances).
The Organizational Competitive Space
Localization-globalization tradeoffs and foreign market penetration; Product-
market acculturation into foreign markets; Factors influencing the selection of
host-country partners(s); Managing exports/licensing agreements; Managing
foreign market sourcing contracts; Alliance management; Alliance stability.
The Institutional Competitive Space
Country selection for international pursuits; Political and cultural threats;
Analysis of host-country local industries.
çt
S ?
Course format:
Each älass revolves around a theme related to the profitable management of foreign
market operations. The weekly presentations follow a lecture/discussion format that
relies on real-life case analyses of medium and small-sized firms; some of these
cases will be presented in-class by student teams. Resources permitting, the class
sessions will include relevant videos/films and guest speakers.
Course grades:
Tentatively, the overall course grade will be awarded on the following basis: i) in-
class participation (20%), ii) quizzes (15%), iii) midterm exam (15%), iv) mini-
projects (20%), v) case-study presentation (15%), and vi) term paper (15%).
.
L
/5-
SIMON FRASER UNIVERSITY
?
FACULTY OF BUSINESS ADMINISTRATION
BUS-434: FOREIGN MARKET ENTRY
?
GENERAL INFORMATION ON CLASS PROJECTS AND ASSIGNMENTS
Instructor:
Hemant Merchant
Term project:
Each team must submit a term project that investigates some aspect of the foreign
market entry activity of firms; an attempt must be made to demonstrate linkages to firm-
profitability. It is recommended that the project be pre-approved by the instructor. A
practical project is preferred over a theoretical project. Although both types are
acceptable, projects of the former variety will be considered to be more enterprising.
Indeed, such projects are likely to provide you with hands on experience and test your
understanding of what foreign market entry is and how it is conducted, in practice.
Notwithstanding these benefits, your investigation may be restricted by the particular
nature of challenges facing the firm you study. Theoretical projects will involve library
research. They may not be restricted to an analysis of firms, but could include any
foreign market entry topic that may be of interest to Canadian firms. Clearly, you are
encouraged to use your imagination in choosing a topic of current interest.
When reporting on your research topic, make sure you address all relevant
perspectives. A mere restatement of facts presented elsewhere must be avoided at all is
costs; such exercises reflect your ability in gathering not analyzing data. A significant
portion of your project's evaluation will go toward your ability to: i) combine and
confront differing viewpoints and ii) generate predictions based on the available
information. Projects should be no longer than 15 double-spaced typed pages (plus
exhibits). Two copies must be submitted no later that 6:30 p.m. on the day of class in
Week 10. Projects handed in after this deadline will be penalized 10 points per day.
Case presentation:
Each team must present an in-depth case-study of a firm's foreign market entry
decision. All case presentations involve a 15 minute oral presentation. A copy of
overheads must be submitted to the instructor one day before the actual class
presentation; if appropriate, material may also be distributed to the class.
Each team may sign-up on a first-come, first-served basis; the sign-up sheet will be
posted early in the semester. Upon sign-up, each team should confer with the
instructor, as early as possible, for the specific assignment. Since no two cases are
identical, the exact nature of each assignment will vary. Nonetheless, all assignments
will be related to the particular case and to the discussion topic that the case is
intended to reinforce.
.
/&
TO: SENATE COMMITTEE ON UNDERGRADUATE STUDIES ?
FROM: FACULTY OF BUSINESS ADMINISTRATION
• ?
NEW COURSE PROPOSAL FORM
1. Calendar Information
Department: ?
Business Administration
Abbreviation Code: Bus
?
Course Number: 435 ?
Credit Hours: 3
?
Vector: 0-3-0
Title of Course: ?
Management of ?
International Firms
Calendar Description of Course:
Strategic requirements for the management of multinational cor
p
orations. Firm-si,ecific and institutional challenges
facing global managers in formulating and implementing profitable strategies.
Nature of Course:
Seminar
Prerequisites (or special instructions): 60 credit hours: Corequisite BUS 346 and either BUS 430 or BUS 432
What course(s), if any, is being dropped from the calendar if this course is approved?:
?
None
S ?
2. Scheduling
How frequently will the course be offered? ?
Once a year
Semester in which the course will first be offered: ?
95-3
Which of your present faculty would be available to make the proposed offering possible?
Hemant Merchant, Neil Abramson
3. Objectives of the Course
To develop student understanding of the internal and external challenges facing firms operating in more than one country.
and understanding of why some are more successful than others.
4. Budgetar y
and Space Requirements
(for information only)
What additional resources will be required in the following areas:
Faculty:
?
None
Staff: ?
None
Library: ?
See Library Memo
Audio-Visual: None
Space:
?
None
Equipment: ?
None
5.
Approval
• ?
Date:
4
Diro r
,__
Undergraduate Program
4thairman,
Signatures:
?
____
__________________
/L
SIMON FRASER UNIVERSITY
?
FACULTY OF BUSINESS ADMINISTRATION
TENTATIVE COURSE OUTLINE
?
BUS435: MANAGEMENT OF INTERNATIONAL FIRMS
Prerequisites:
60 credit hours; corequisites BUS 346 and either BUS 430 or 432
Textbooks:
C. Bartlett & S. Ghoshal, Transnational Management, 1992 Irwin
A packet of cases and articles will be sold through the Business Administration
general office.
Course overview:
This course investigates various aspects related to the strategic management of firms
that compete across two or more nation-states. Specifically, the course focuses on the
real-life challenges facing international managers, and the ways in which these
challenges can be addressed. Such challenges refer to interfaces between a foreign
firm and a host-country government, parent-subsidiary relationships, tradeoffs that
must be made to maintain/increase worldwide firm profitability and so on. By
extension, the impacts of these challenges on front-line employees are also examined.
These pursuits are expected to increase our understanding of why -- and how -- some
firms derive superior economic performance vis-a-vis competitors. The course
includes, but is not restricted to, the following topics:
The Internal Context of firms:
Motivations and mentalities of international managers; The functional
challenges of international operations; Managing the tension between
headquarters and international subsidiaries; Roles/dilemmas of international
strategic managers; Formulating global competitive strategies;
Building/managing strategic capabilities.
The External Context of firms:
Evolution/dynamics of global competition; Analysis of global industries;
Government-based advantages; Managing institutional relations.
Course format:
Each class revolves around a theme related to the strategic management of
international firms. The weekly presentations follow a seminar format that relies on
real-life case analyses of global competitors; some of these cases will be presented
in-class by student teams. Resources permitting, the class sessions will include
relevant videos/films and guest speakers.
Course grades:
Tentatively, the overall course grade will be awarded on the following basis:
i) in-class participation (20%), ii) quizzes (15%), iii) midterm exam (15%), iv) mini-
projects (20%), v) Case-study presentation (15%), and vi) term paper (15%).
I
SIMON FRASER UNIVERSITY
FACULTY OF BUSINESS ADMINISTRATION
BUS 435: MANAGEMENT OF INTERNATIONAL FIRMS
?
GENERAL INFORMATION ON CLASS PROJECTS AND ASSIGNMENTS
Instructor:
Hemant Merchant.
Term paper:
Each team must submit a term paper that investigates some aspect of the strategic
management of global competitors; an attempt must be made to demonstrate linkages
to the economic performance of these firms. It is recommended that the paper be pre-
approved by the instructor. A practical paper is preferred over a theoretical paper.
Although both types are acceptable, papers of the former variety will be considered to
be more enterprising. Indeed, such papers are likely to provide you with hands on
experience and test your understanding of what international strategic management is
and how it is conducted, in practice. Notwithstanding these benefits, your
investigations may be restricted by the particular nature of challenges facing thefirm
you study. Theoretical papers will involve library research. They must be restricted to
an analysis of global competitors for which adequate secondary information is
available.
When reporting on your research topic, make sure you address all relevant
perspectives. A mere restatement of facts presented elsewhere must be avoided at all
costs; such exercises reflect your ability in gathering not analyzing data. A significant
portion of your paper's evaluation will go toward your ability to: i) combine and
confront differing viewpoints and ii) generate predictions based on the available
information. Papers should be no longer than 15 double-spaced typed pages (plus
exhibits). Two copies must be submitted no later that 6:30 p.m. on the day of class in
Week 10. Papers handed in after this deadline will be penalized 10 points per day.
Case presentation:
Each team must present a case-study of a global competitor; case analysis must be
integrative in that all inter-relationships affecting the key issue(s) of the case-study
must be examined before making recommendations. All case presentations involve a
15 minute oral presentation. A copy of overheads must be submitted to the instructor
one day before the actual presentation; if appropriate, material may also be
distributed to the class.
Each team should sign-up on a first-come, first-served basis; the sign-up sheet will
be posted early in the semester. Upon sign-up, each team should confer with the
instructor, as early as possible, for the specific assignment. Since no two cases are
identical, the exact nature of each assignment will vary. Nonetheless, all assignments
will be related to the particular case and to the discussion topic that the case is
intended to reinforce.
/9
TO: ?
SENATE COMMITTEE ON UNDERGRADUATE STUDIES
FROM: ?
FACULTY OF BUSINESS ADMINISTRATION
NEW COURSE PROPOSAL FORM
1.
Calendar Information
Department:
?
Business Administration
Abbreviation Code: BUS
?
Course Number: 438
?
Credit Hours: 3 ?
Vector: 0-3-0
Title of Course: ?
MULTINATIONAL CORPORATE FINANCE
Calendar Description of Course:
An introduction to the management of the multinational firm from a financial perspective. Topics to be covered include
currency risk management and international capital budgeting.
Nature of Course:
Seminar
Prerequisites: 60 credit hours: Corequisite BUS 346 and either BUS 430 or BUS 432
What course(s), if any, is being dropped from the calendar if this course is approved?: None
2. Scheduling
How frequently will the course be offered?
?
Once a year
Semester in which the course will first be offered:
?
96-1
Which of your present faculty would be available to make the proposed offering possible?
Geoffrey Poitras
3.
Objectives of the Course
The course is designed to fill a gap in our current International Business program. Currentl
y. lB concentrators must take
both BUS 315 and ECON 345 as orereouisites to BUS 418. BUS 418 is conducted at a level incompatible with the
preparation
of many lB concentrators. The proposed course will approach the relevant material at a more general, less
technical level, with a more institutional, case analysis orientation.
4. Budgetar y and Space Requirements
(for information only)
What additional resources will be required in the following areas:
Faculty: ?
None
Staff: ?
None
Library: ?
See Librar y Memo
Audio-Visual: None
Space: ?
None
Equipment: ?
None
5.
Approval
?
Date:
Signatures: ?
Director, Under du
M^
te Program
FBA June93 ?
MaJ
4
I
SIMON FRASER UNIVERSITY
Faculty of Businesss
Administration
Course
Outline
Bus
438:
Multinational Corporate Finance
COURSE DESCRIPTION:
This course examines the management of assets and liabilities in a
multinational setting. The primary topic5to be covered are:
evaluation and management of fo±eign exchange risk, including the
pricing and application of foreign exchange derivatives, i.e.,
swaps, futures and options; multinational working capital
management; and, foreign investment analysis.
Course Text:
Alan Shapiro, Multinational Financial Management, 4th. ed., Allyn
and Bacon, 1992.
Supplementary Text:
Kester
.
and Luehrman, Case Problems in International Finance, McGraw
Hill,
Evaluation:
1993.
Evaluation will be based on compulsory midterm (25%)
and final (25%) exams, a term paper on an assigned topic (35%) and
participation in the futures and options game (15%). The exams
will' be" based on assignments which will
be
handed out during the
term. No formal credit will be given for doing the assignments.
Topical Outline:
1. Institutional Background
2.
Foreign Exchange Risk Management
3.
Multinational Working Capital Management
4.
Foreign Investment Analysis
5.
Financing Foreign Operations
.
c21
TO: SENATE COMMITTEE ON UNDERGRADUATE STUDIES?
FROM: FACULTY OF BUSINESS ADMINISTRATION
NEW COURSE PROPOSAL FORM
?
•
1.
Calendar Information
Department: ?
Business Administration
Abbreviation Code: BUS ?
Course Number: 360 ?
Credit Hours: 3
?
Vector: 3
Title of Course: ?
Business Communication
Calendar Description of Course:
This course is desiened to assist students to imnrove their written and oral communication skills in business settiurs
The theor
y
and practice of business communication will be presented. Topics include anal
ysis
of communication
nroblems, message character, message monitoring, message media. Exercises in individual and ffoul2 messages and
presentations will be conducted. ?
usite: 60 credit hours.
Nature of Course: Lecture
Prerequisites (or special instructions): 60 credit hours
What course(s), if any, is being dropped from the calendar if this course is approved: None
2. Scheduling
How frequently will the course be offered? ?
Eight or nine times a year
Semester in which the course will first be offered: ?
95-3 ?
-
Which of your present faculty would be available to make the proposed offering possible?
None. Specialist instructor to be hired.
3.
Objectives of the Course
To develop student skills in written and oral business communication.
4. Budgetary
and Space Requirements
(for information only)
What additional resources will be required in the following areas:
Faculty:
None
Staff:
None
Library:
None
Audio-Visual:
None
Space:
None
Equipment:
None
5. Approval ?
Date:
Signatures:
Director, Undergraduate Program
FBA Sept 94 rc
.
BUS 360-3 BUSINESS COMMUNICATION
?
COURSE OUTLINE
COURSE PURPOSE
Successful managers need sound oral and written communications skills. This course
is designed to help develop your skill and confidence as a communicator both in the
program and in your career. You will learn communications theory, learn to write more
effective letters and reports, and learn to deliver oral presentations.
COURSE OBJECTIVES
The course is based on a five stage analytical framework. Applying this framework will
improve general communications skills both written and oral.
1.
Diagnosing/Observing
+ ?
Recognizing and defining communications problems within a firm and between
a firm and its environment.
+
?
Identifying and describing communication problems in terms of symptoms,
causes and effects.
• ?
Recommending specific solution objectives for the identified problems.
2.
Analyzing the Receiver
+
?
Identifying the primary receiver(s) and likely secondary receiver(s) of
communications.
+ ?
Describing possible/probable effects of communications on primary and
secondary receiver(s), recognizing and explaining receiver(s) needs and
constraints in terms of position, authority, knowledge possessed and/or time
available or action desired.
3.
Determining the Message
+ ?
Recognizing and demonstrating, in written and oral modes, appropriate style,
logical structure and persuasiveness.
4.
Determining the Medium, Sender and Timing
+
?
Recommending and supporting with justification the desired sender of a
communication in terms of position or department.
• ?
Selecting and justifying channels(s) of communication.
5.
Creating Feedback Mechanisms
+
?
Determining monitoring techniques related to problem solution.
+ ?
Describing benefits and risks of monitoring techniques.
0
COURSE ORGANIZATION
This course is divided into three functional sections:
I
Introduction and writing skills
Oral presentation skills
Oral presentation practicum
CLASS OUTLINE
1. ?
Introduction to written and oral communications theory
7 classes
2 classes
4 classes
Example:
Northern Systems Services (4 pp.):
The VP of a computer consulting
firm is concerned about communicating with an irate customer.
2.
Business Writing (clarity & simplicity)
Lecturettes and writing exercises with in-class debriefing of samples of
students' writing using overheads.
3.
Business Writing (precision & impact)
Lecturettes and writing exercises with in-class debriefing of samples of
students' writing using overheads and small group discussion.
4.
Internal Writing Formats (notes, memos & letters)
Example:
Cherie Cosmetics:
A divisional general manager must rectify a
communications breakdown between marketing and operations.
5.
External Writing Formats (letters, letter reports & reports)
Example:
Hamilton Chamber of Commerce:
The Executive Director must write
to members about an assessment to fund the controversial relocation of the
Chamber's administrative facilities.
6.
External Writing Formats (management reports)
Example:
Noranda:
Senior executives reflect on the causes of an aborted joint
venture to build a pulp mill in New Zealand.
7.
Job Applications (resumes, letters & applications)
Example:
Keith W. Teale:
An MBA graduate is having difficulties finding a job
and has decided he needs a fresh communications approach.
I
2ç1
•
?
8. ?
Techniques of Effective Presentations
Guests from Toastmasters International will conduct workshops on impromptu
speaking.
9.
Persuading an Audience
Example:
Wellington Insurance:
The Vice President Corporate and Public
Affairs must decide how she should respond to government legislation on
automobile insurance, legislation not beneficial to the insurance industry.
10.
Business Presentation Practicum
Groups of students will prepare and deliver presentations on pre-determined
topics. Each presentation will be discussed in class and also videotaped. The
video will be reviewed by the presenting group and either the instructor or a
teaching assistant.
11.
Business Presentation Practicum
Groups of students will prepare and deliver presentations on pre-determined
topics. Each presentation will be discussed in class and also videotaped; The
video will be reviewed by the presenting group and either the instructor or a
teaching assistant.
S12. Business Presentation Practicum
Groups of students will prepare and deliver presentations on pre-determined
topics. Each presentation will be discussed in class and also videotaped. The
video will be reviewed by the presenting group and either the instructor or a
teaching assistant.
13.
?
Business Presentation Practicum
Groups of students will prepare and deliver presentations on pre-determined
topics. Each presentation will be discussed in class and also videotaped. The
video will be reviewed by the presenting group and either the instructor or a
teaching assistant.
TEXTS AND MATERIALS
Northey, Margot. 1990. Impact: A Guide to Business Communications. Scarborough,
Ont: Prentice-Hall. This is a practical handbook.
Slaughter, Katherine (& Long & Bell). 1990. Business Communication: Process and
Practice. Toronto, Ont: First Canadian. This includes theory and practice.
The case examples described above are available from Case and Publications;
School of Business Administration; University of Western Ontario; London, Ontario.
