Managing the Multinational

This subject has the following teaching availabilities in 2010:

Entry into the Master of International Business, the Master of Applied Commerce (Management) or the Master of Applied Commerce (International)

For the purposes of considering requests for Reasonable Adjustments under the Disability Standards for Education (Cwth 2005), and Students Experiencing Academic Disadvantage Policy, academic requirements for this subject are articulated in the Subject Description, Subject Objectives, Generic Skills and Assessment Requirements for this entry.

The University is dedicated to provide support to those with special requirements. Further details on the disability support scheme can be found at the Disability Liaison Unit website: http://www.services.unimelb.edu.au/disability/

This subject explores two important areas of concern facing managers of multinational corporations. First it examines the relationship and balance between global integration and local responsiveness that lies at the heart of understanding multinational activity. This brings with it the question of organizational structure and design and aspects of the internal management of the MNC such as subsidiary tasks, control and coordination. Second, it delves into the many factors within host economies that impact on MNC operations. This includes issues such as the complexities and ambiguities of business ethics especially questionable payments, the problems of operating in emerging and transition economies, comparative corporate governance, relations with governments and special enterprise zones.

On successful completion of this subject, students should be able to:

• Understand the centrality of the Integration-Responsiveness grid and its application in modern corporations, comprehend how the internal functioning of MNC is managed, how resources such as materials and labour are accessed, how government-MNC relations are managed, how global variations in corporate governance affect the MNC and the sensitive area of ethics and corruption;
• Appropriately apply these theories, models, ideas and concepts to different scenarios as presented in case studies and exercises;
• Analyse and synthesise different theories, models, ideas and concepts;
• Critically evaluate different theories, models, ideas and concepts usefulness in addressing the problems of global management.

Assignments totalling 8,000 words, consisting of one group assignment of 3,000 words (30%) due mid-semester, two individual case study assignments of 1,000-1,250 words (15% each) to be completed between Weeks 3 and 10, one individual assignment of 2,500 words (30%) due at the end of semester, and one group presentation of 15 minutes (10%) to be completed between Weeks 2 and 6.

Bartlett, C., Ghoshal, S. and Beamish, P. (2008). Transnational Management : Text, Cases and Readings in Cross-Border Management. Fifth Edition (International Edition). McGraw-Hill.

This subject is not available as a breadth subject.

On successful completion of this subject, students should have improved the following generic skills:

• The ability to apply concepts and theories to the real world;
• Analytical and interpretative skills in international management;
• Research skills involving the use of written and electronic sources and other forms of data and information;
• A range of analytical approaches to critically evaluate complex arguments in international management;
• The ability to evaluate, interpret and present independent points of view in oral and written communication;
• Ability to work co-operatively in teams within a culturally diverse environment