1

Module I: what is the study of management?

1. Who are managers?

2. What do managers actually do?

3. There are 3 basic levels of management. Do you know what they are?

4. What kind of skills do managers need to have?

Mintzberg’s research (2004) suggests that managers divide their time managing
information, running their divisions, and negotiating outside of their “areas”.
Communication skills are paramount.

5. Let’s create a definition of management:

 2

According to Wikipedia (2007), [t]he organizational configurations framework of

Mintzberg is a model that describes six valid organizational configurations

1. Mutual adjustment, which achieves coordination by the simple process of

informal communication (as between two operating employees)
2. Direct supervision, in which coordination is achieved by having one person issue
orders or instructions to several others whose work interrelates (as when a boss
tells others what is to be done, one step at a time)
3. Standardization of work processes, which achieves coordination by specifying
the work processes of people carrying out interrelated tasks (those standards
usually being developed in the technostructure to be carried out in the operating
core, as in the case of the work instructions that come out of time-and-motion
studies)
4. Standardization of outputs, which achieves coordination by specifying the
results of different work (again usually developed in the technostructure, as in a
financial plan that specifies subunit performance targets or specifications that
outline the dimensions of a product to be produced)
5. Standardization of skills (as well as knowledge), in which different work is
coordinated by virtue of the related training the workers have received (as in
medical specialists - say a surgeon and an anesthetist in an operating room –
responding almost automatically to each other’s standardized procedures)
6. Standardization of norms, in which it is the norms infusing the work that are
controlled, usually for the entire organization, so that everyone functions
according to the same set of beliefs (as in a religious order)

According to the organizational configurations model of Mintzberg each

organization can consist of a maximum of six basic parts:

1. Strategic Apex (top management)

2. Middle Line (middle management)
3. Operating Core (operations, operational processes)
4. Technostructure (analysts that design systems, processes, etc)
5. Support Staff (support outside of operating workflow)
6. Ideology (halo of beliefs and traditions; norms, values, culture)

According to the organizational configurations framework there are six valid

coordinating mechanisms in organizations:

1. Direct supervision (typical for entrepreneurial organizations)

2. Standardization of work (typical for machine organizations)
3. Standardization of skills (typical for professional organizations)
4. Standardization of outputs (typical for diversified organizations)
5. Mutual Adjustment (typical for innovative organizations)
6. Standardization of norms (typical for missionary organizations)
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6. INTERNATIONAL MANAGEMENT PROCESS: “running” organizations that

operate in more than one country.

Culture and religion are critical aspects impacting on international managers.

What is culture?

What is the role of religion and how does it impact on management?

What other factors or variables affect the performance of international managers?

Do you know what these terms mean?

Master of destiny

Fatalism

Innovation

Power distance

Uncertainty avoidance

Masculine and feminine cultures

Cultural imperialism

Paternalism

Expatriate

Profit centre

Cost Centre
 4

Module 2: Making Decisions

Decision-making takes place to resolve problems. Problems result if performance does

not meet the standard set or when behaviour has deviated from the plan. Problems can
also arise when opportunities present themselves. An opportunity can result in a gain or
profit but if not acted on expediently can result in a loss of opportunity.

It becomes important to identify not just the obvious problem but also the root of the
problem: why the problem has occurred and if it is likely to occur again.

Problems should be prioritized. Some require immediate action; some do not.

Decision-making is related to problem solving. Problem solving requires an analysis of

possible courses of actions that could be taken to solve the problem or take advantage of
the opportunity. When faced with making a rational decision, a manager evaluates the
merits of each option by comparing the disadvantages and advantages of each possible
solution.

Step 1: analyze the situation and identify the need for making a decision
⇓
Step 2: prioritize the problem(s)
⇓
Step 3: figure out why the problem has occurred
⇓
Step 4: come up with possible solutions/alternative courses of action
⇓
Step 5: evaluate the options
⇓
Step 6: come up with a solution and make a recommendation

⇓
Step 7: implement
⇓
Step 8: follow up/control/evaluate the validity of the recommendation

It is wise to have a contingency plan within the recommendation!

 5

Factors that can impact on the quality of decisions include:

1. emotion
2. knowledge
3. uncertainty
4. risk
5. group factors
6. creativity
7. individual factors
8. others:

Types of managerial decisions:

Programmed

Non-programmed

Intuitive

Systematic

Proactive

Reactive
 6

Group decision-making: the Japanese model of management is based on group decision-

making. The oriental manager uses concepts such as quality circles, ringi, concensus,
and nemawashi to arrive at decisions that everyone is satisfied with. In our culture
“satisficing” is much more common. And, we are taught to compete even with our own
colleagues. But teamwork and group decision-making is a trendy topic so let us examine
the pros and cons of group decision-making.

Major Advantages Major Disadvantages

When do you think it would be a good idea to use groups to make a decision?

Common Team Processes

Brainstorming

Nominal Group Technique

Delphi Technique
 7

What is cognitive dissonance?

Every decision made involves RISK. How can risk be minimized?

To make sound decisions it can be argued that internal and external environments need to
be analyzed. In a management context this is often referred to as a S.W.O.T. analysis.
This acronym stands for strengths, weaknesses (internal factors) and opportunities,
threats (external environmental factors).

Assessment of internal strengths and weaknesses generally includes an examination of

assets; human resources; the organization’s position in the market, its image, culture,
ethics, sense of social responsibility and mission; ability to respond to change; level of
flexibility; communications systems; and leadership styles. The manager asks what are
“we” good at and what are “our” vulnerabilities? Think of any sports team. A good team
assesses its strengths and weaknesses before each game and even throughout the game.
The object of the exercise is of course to win. The analogy holds true in business as well.

External factors are complex enough when operating in one country but when the
organization expands beyond its borders the challenges multiply tremendously. An
environmental scan must be conducted frequently to find out where the threats and
opportunities to success lie and what they are. A scan includes a close scrutiny of the
following environments: economic, political, social/cultural, competitive, technological,
ecological, labour, and legal. Some scholars refer to this as a PEST or STEP analysis
(political/legal, economic, social and technological).

In the global economy, managers face very different opportunities and threats in different
locations. It is important then not to be ethnocentric, assuming what worked at home
will work elsewhere. Economically speaking alone, there are different economic stages
in different locations and each country has its own unique economic system. And, today
economic trade zones seem to be pulling nations together providing added opportunity
for member states but may threaten freer trade opportunities. The legal systems as well
will differ from location to location. Some less economically developed countries may
be less stable due to extreme political regimes and extreme poverty. Taking advantage of
less expensive foreign resources is often a primary reason for undertaking risky ventures.
As you reflect upon this subject and continue reading current events the magnitude of this
topic becomes self-evident.
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Module 3: Planning

Planning is the starting point. It is what gives the organization purpose. Goals direct all
actions and the actions are taken to achieve the goals. Planning may be formal or
informal. It addresses the following types of questions:
What do we want the future to be?
What goals should be set?
What must be done to assure success?
When, where, and how should everything be done?

Advantages of planning Disadvantages of planning

Types of plans:

Type Level Time Span Purpose

Strategy

Tactical Planning

Operational Plan

Business-level Plan

Corporate level

Functional
 9

There are many names for plans. Here are some common ones:

Corporate level

1. Concentration

2. Growth

a. Market penetration

b. Geographic expansion/market development

c. Product development

3. Integration

a. Horizontal

b. Vertical

4. Diversification

5. Investment Reduction

6. Entrenchment

Business level (competitive)

1. Cost Leadership

2. Differentiation

3. Niche/Focus

Carefully conducted planning involves the following steps:

1. Assess the current conditions and forecast the future

2. Determine goals and objectives
3. Establish an action plan
4. Identify required resources
5. Implement the plan
6. Control (follow up)
 10

There are different levels of planning targets.

Mission statements

Goals

Objectives

Objectives are quite varied and include:

Profitability

Productivity

Quality

Innovation

Employee Attitudes

Managerial Behaviour

Social Responsibility

Market Share

Customer Service

Distribution

Others:
 11

Effective planners interpret current and relevant information and get input from many
sources. They see the “big picture”; they conceptualize and forecast. They are great
rational decision makers following the rational decision making model. They identify
the necessary resources required to successfully execute the plan. They establish
completion dates and establish standards by which to measure performance.
Today one of the hot topics in planning is the degree of decentralization and the level of
empowerment necessary to run effective organizations.

Centralized planning Advantages Disadvantages

Decentralized planning Advantages Disadvantages

Empowerment Advantages Disadvantages

 12

International Strategic Planning

Going international is only going to add to the complexity of planning. One of the first
things is to decide who should have authority and be accountable for planning. This is a
question of how much should be centralized and decentralized. This question is never
easily resolved. It would depend on how unique the foreign environment is and the
strengths and weaknesses of the organization itself. These factors are always changing
and thus it is safe to assume that the answer is always changing as well.

Another key factor is to examine the corporate culture and the perspectives of the senior
management. Some organizations feel that it is possible to expand into foreign territories
without changing the plans that have worked in the past. This would be referred to as an
ethnocentric perspective if the underlying argument were “our way is the best way”. If
the foreign locations are very different (environmental scanning results) from the
domestic conditions, organizations might choose a multi-domestic approach to planning
so that planning reflects those unique conditions. With a global approach, centralized
decision-making is used for significant similarities and local adaptations or adjustments
are made to accommodate the significant differences. Technology has made it possible
for rapid expansion into global markets and for a transnational perspective.
Transnational organizations assume the market is seamless and emphasis is placed on
similarities. Their planning is based on input from everywhere and local autonomy is
encouraged since it is the cornerstone of transnational success.

Approach Advantages Disadvantages

Ethnocentric

Multi-domestic

Global

Transnational

According to Porter (1980), strategic objectives should be made in the following areas:
1. profitability,
2. resources,
3. market position,
4. employees,
5. social responsibility and ethics,
6. management performance,
7. overall productivity, and
8. innovation.
 13

Globalization forces encourage organizations to pursue more grandiose growth goals.

When entering the global market, it is important to research foreign environments. With
global competition, innovations and new technologies are quickly incorporated into
products or used to make products more efficiently. Product life cycles have sped up as a
result. Since customers have more choice, their power has increased and their
satisfaction is very important. Gradually, however, foreign markets lose their uniqueness
and become more homogenous.

Before entering a foreign market it is important to ask key questions like these:

a. What competition already exists?

b. What products are currently used?
c. What power do the suppliers and buyers have?
d. To compete what resources would be needed?
e. What is the most effective way to compete?
i. Price?
ii. Product differentiation?
iii. Relationship with suppliers?
iv. Relationship with distributors
v. Alliances or equity ventures?
f. What positioning or differentiation strategy should be used?
g. How can a competitive advantage be created?
i. Cost leadership
ii. Lower prices
iii. Continuous innovation
iv. Multiple product/service offerings
h. How will the “home country” be affected?

Going international is risky. The risk must be weighed against the possible gain:

a. higher revenue possible, more profit possible

b. new markets to exploit
c. opportunity to build brand and corporate equity
d. lower prices for resources which allow for better pricing and profit
strategies
e. greater availability of resources resulting in better quality choices
f. others:

The risks lie in the attitude of governments and business leaders/organizations,

incompatibility of legal and bureaucratic structures, and the unique social and economic
forces in the foreign locations. How can the risk be reduced?
 14

Strategies to Enter Foreign Markets:

Method Advantages Disadvantages

Indirect export

Direct export

International Sales force

Foreign branches

Subsidiary

Foreign distribution system

Internet

Management contract

Equity venture

Non-equity alliance

Licencing
 15

Planning for growth is one thing but there are also times when it is necessary to
restructure and divest. Some gurus have developed tools to assist managers in their
planning. These tools are based on an analysis of market conditions. Some examples
include:

Boston Consulting Group Matrix:

Chen’s Analysis (Williams, Kondra & Vibert, 2004):

Competitor analysis Interfirm rivalry

Strong market commonality Less likelihood of an attack
Weak market commonality Greater likelihood of an attack

High resource similarity Greater likelihood of a response

Low resource similarity Less likelihood of a response
 16

Ansoff’s Matrix (MarketingTeacher, 2000-2006):

Porter’s 5 forces (Recklies, 2001):

 17

Module 4: Organization

Once the planning has been done, it is time to get organized. Managers must design the
means to effectively and efficiently accomplish the set goals. They must know how to
1. Break the work down into “jobs”-- this results in the development of a
structure with departments and positions
2. Obtain the necessary resources
3. Assign tasks
4. Coordinate all efforts.

Terminology related to this topic:

Division of labour

Delegation

Authority

Responsibility

Accountability

Centralization

Decentralization

Department

Committee

Matrix

Organic structure

Subsidiary

SBU

Conglomerate

Bureaucracy

Span of control/management
 18

Staff

Restructuring

Hierarchy

Formal organization

Informal organization

Flat structures

Tall organizations

Line

Structure is necessary because:

Structure changes because:

Typical domestic structures include the following divisions:

Functional
Product
Geographic/Territorial
Committee
Matrix
Team/Project
Line and Staff
 19

As the organization expands into foreign territories, structural changes are necessary.
Therefore, typical domestic structures evolve by adding:

Export or import divisions

Foreign subsidiaries
International divisions
Global functional divisions
Regional divisions

It becomes increasingly more necessary to structure accountability around SBU’s as

either
Profit Centres, or
Cost Centres.

According to Deresky (2006, p. 286), “[n]o matter what stage of internationalization, a

firm’s structural choices always involve 2 opposing forces: the need for differentiation
(focusing on and specializing in specific markets) and the need for integration
coordinating those same markets)”. Further,“[o]rganizing to facilitate a globalization
strategy typically involves rationalization and the development of strategic alliances” (p.
287).

Rationalization

Strategic alliance
 20

What are the advantages of entering an alliance?

Common problems encountered by allied organizations include:

Conflicting corporate cultures and methods,
Control issues,
Unequal commitment, and
Secrecy and distrust.

How can these problems be avoided?

A common tenet today is “think globally, act locally”. Do you agree?

 21

Module 5: Control

Control is not only good but also vital! Monitoring progress and setting targets are
necessary for not only profit attainment but also competitiveness and survival.

Control is necessary for production and operations, financial resources, human resources,
and organizational change and development. More specifically, the following table
pinpoints areas of control:

Output Bureaucracy Decision-making Structure

Profit Policies Centralization Types
Costs Rules Decentralization Roles of divisions
Quality/service Procedures Flexibility
Quantity/volume Responsiveness

The steps in control are:

1. Set standards
2. Measure actual performance
3. Compare actual performance with standards
4. Make changes if necessary.

If there are significant variations between the standard and actual performance, it is
imperative to find out why.

The big question is “who” should be accountable for the control function? Should the
individual performing the task be empowered and held accountable? Should division
managers or headquarters set the standards? Should special “staff” be assigned the
control function?
The discussion is often reduced to a question of centralization and decentralization.

Centralization

Decentralization

Current thinking today suggests that headquarters must decide what needs to be
controlled, the best way to control and where the responsibility for control will lie.
 22

According to Rodriguez (2001), decentralization is required once organizations begin to

grow. And in the international arena today when organizations include subsidiaries in
foreign locations, factors to consider include:

1. differing customer needs,

2. differing employee needs,
3. cultural differences,
4. legal requirements,
5. competitive behaviour,
6. size of the organization,
7. necessity to respond quickly to change,
8. management preference,
9. communications capability, and
10. need for promoting a strong local presence.

An interesting development has occurred globally with respect to quality, service,

engineering, internal operations and environmental control systems. Standards are
becoming universal as organizations such as ISO and systems such as TQM and Sigma 6
are playing a key role in setting and monitoring standards. Corporations wishing to
compete internationally find themselves compelled to comply with global standards.

Other interesting control topics:

Financial controls: See appendix for ratios used in analyzing financial data

Production timing: See appendix for PERT and Gantt charts

Time management

Governance

Just-in-Time systems
 23

Module 6: Leadership

Leadership is all about getting work done through others. It is about power and
securing the commitment of those who “follow”.

Power Sources:

Leaders are often classified as

1. autocratic

2. democratic

3. laissez-faire

and are either

1. task oriented

2. people oriented

and

1. proactive

2. reactive

Theories on leadership in the Western world have been developed by such prominent
people as

1. McGregor
2. Blake and Mouton
3. Likert
4. Hersey and Blanchard
5. Fiedler
6. Vroom, Yetton and Jago

Recently the term transformational leader has emerged. What does it mean?
 24

Being a good leader means being able to understand and make use of psychology,
sociology, and cultural differences. The expression “you can lead a horse to water but
you cannot make it drink” applies in this case.

In the western world today there seems to be a movement towards more participative
styles of management/leadership. However in many other parts of the world
authoritarian styles are necessary due to cultural expectations.

A leading authority in the field of cross-cultural motivation is Hofstede (cited in

Rodriguez, 2001):

Cultural dimension:
Power distance

Uncertainty avoidance

Individualism

Masculine/feminine

The most frequently cited motivation theorists found in American management books
include Taylor, Mayo, Maslow, Herzberg, and McGregor.
 25

Communication:

Let us illustrate the process in this space:

Aspects of Culture that affect the Effectiveness of Communication:

1. Trust
2. Attitude
3. Social organization
4. Thought patterns
5. Roles
6. Language
7. Nonverbal communication
a. kinesis: body language
b. proxemics: distance/space needed
c. paralanguage: what is not said
d. object language: material objects “say a lot”
8. Appreciation of time
9. Context
a. high: assumptions and emotions must be taken into consideration
b. low: explicit expressions
 26

Module 7: Human Resource Management (HR)

Major functions performed by HR include:

1. Planning for HR needs

2. Recruiting
3. Selection
4. Hiring
5. Dismissal/termination
6. Training/development
7. Compensation
8. Appraisal
9. Rewarding/disciplining
10. Conditions of employment
11. Preparing job descriptions and specifications
12. other:

Hot Issues today include:

1. Discrimination
2. Substance abuse
3. Stress
4. Ergonomics
5. Aging workforce
6. Expatriate preparedness
7. Diversity
8. Migrant workers
9. Organized labour
10. Outsourcing
11. Alternative work schedules

Approaches to Staffing International Posts:

1. Ethnocentric: send expatriates to fill senior positions

2. Polycentric: hire host country nationals for senior positions
3. Global staffing: hire the best candidate regardless of nationality
4. Regiocentric: fill senior posts with the best candidates from the region
 27

Selection will be determined by a number of factors including

1. Preferred approach of the organization
2. Government and legal limitations/rules
3. Suitability
4. Availability
5. Length of assignment
6. Cultural awareness

A danger to avoid: assuming previous “track record” is an accurate indicator of future

performance!
Expatriate success hinges on

1. Job factors
2. Cultural sensitivity
3. Family factors
4. Personal motivation

According to Deresky (2006), “…40% of expatriate managers end their foreign

assignments early because of poor performance or an inability to adjust…” (p. 362).

“Culture Shock usually progresses through 4 stages, as described by Oberg:

1. Honeymoon…
2. Irritation and hostility…
3. Gradual adjustment…
4. Biculturalism…” (cited in Deresky, 2006, p.363-364).

Therefore, expatriates must be properly prepared for foreign assignments. Such

training should focus on

1. Language
2. Culture and life style
3. Geography
4. Political, legal, and economic realities
5. Exposure to people from that foreign culture,

whereas training/developing host nationals should focus on

1. Corporate culture, policies, procedures

2. Special skills required.

Compensation must be acceptable and have some intrinsic motivational aspect that
satisfies both the needs of the organization and the individual. A big issue today may be
to provide adequate compensation for loneliness and high risk associated with some
assignments. Another question that needs to be addressed is: should host country
employees receive the same level of compensation as an expatriate would receive?
 28

Module 8: Business Practices and Negotiations

Both logic and intuition will play a role in negotiations. Obviously, cultural differences,
language, organizational strengths and weaknesses are also critical factors.

Today business can be conducted electronically or face-to-face. It is often conducted in

teams and often through the use of interpreters. The legal system will determine
constraints on contracts.

The following are some critical factors affecting cross-culture negotiations:

1. Perception of time: in some cultures “time is money”

2. Thought patterns: some cultures think in a linear manner – it is possible to

forecast and so goals are set and the focus is on the future. Some societies are
“circular” in that they believe that what has happened in the past is likely to
happen again in the future.

3. Personal space

4. Material possessions: the value placed on ownership of things

5. Importance of family and friends over money

6. Competitiveness and individuality

7. Social behaviours

8. High or low context

 29

Module 9: Ethics and Social Responsibility

Do all the good you can

By all the means you can
In all the ways you can
In all the places you can
At all the times you can
To all the people you can
As long as ever you can

(John Wesley, His Rule)

Winston Churchill: Responsibility is the price of greatness.

It is difficult being ethical and socially responsible in your own country so it may be even
more difficult on a global scale.

Laws reflect the basic values of each society. These must be obeyed. However, there are
also corporate values and individual values and these may and do often conflict. In an
effort to standardize values, corporations tend to develop codes of ethics and determine
their social responsibilities. These need to be “controlled”. How an organization
conducts itself is often referred to as “governance”.

There are many philosophical arguments about ethics. Two common ones include

1. Relativism: a belief that ethical values are relative to the groups holding
them. Therefore, “when in Rome do as the Romans do” (a quote attributed to
Saint Ambrose) is the maxim to follow; to not respect the other value systems
would be unethical.
2. Normativism: a belief that there are universal standards of behaviour that all
individuals and organizations should uphold; one must assure that these
standards are upheld and that is the moral obligation of everyone.

What do you think about whistle blowers?

Socrates asked: how do you want to live? Life style choices fall into 2 major
categories: 1. decisions concerning the common good such as air, water, limited
resources and overall benefits for society including the role of business organizations;
and 2. decisions concerning people, conflicting demands, and business operations.

The idea of common or shared morality rests on the following principles:

Promise keeping
Non-malevolence
Mutual aid
Respect for persons
Respect for property
 30

A procedure to making moral decisions:

1. Identify the decision maker who has the ethical problem

⇓
2. Identify the ethical issue
⇓
3. Write down the possible alternatives
⇓
4. Identify the people, organizations or groups who may benefit from or be
harmed by each alternative
⇓
5. List benefits and harms to the affected parties
⇓
6. Give the ethical rules used, the reasoning leading to the decision and the
recommended action

Ralph Nader: in the 1960’s Nader accused General Motors of producing an unsafe
model, the Corvair. General Motors first response was to try to attack the integrity of
Nader in hopes of discrediting him. But, ultimately the Corvair was recalled. This was
the very first recall. Ralph Nader has been credited with the birth of the idea of corporate
social responsibility.

Of course people have known about the greed of businessmen and callous disregard of
employees, society, laws, and ecology in the pursuit of profit. Authors like Charles
Dickens in England and Sinclair Lewis in the USA wrote novels based on this them. The
term robber baron was coined in the early 1900’s and John D. Rockefeller is often cited
as a prime example.

Canada has not been immune to corruption and unethical practices. The building of the
famous Trans-Canada Railway in 1870-80 was rife with kickbacks, political corruption
and scandal.

The very heart of capitalism seems to be primed for unethical self-serving behaviour. In
1776 Adam Smith wrote The Wealth of Nations wherein the concept of laissez-faire was
expounded as necessary for economic efficiency. No government intervention was
needed since the “invisible hand” would regulate economies. The result, according to
Smith, would be many jobs, many consumer goods, much wealth, and improved
standards of living. By the 20th century, it was clear that government intervention was
necessary. Laws had to be introduced to curtail ruthless business practices.
 31

Today businesses are beginning to realize the profitability of being ethical. At a

conference in Toronto in 1993, Isador Sharp, founder of the 4 Seasons, cited 2 polls:
1. 96% of managers of Fortune 500 companies believed their organization did
behave ethically while 41% of their employees disagreed;
2. 70% of consumers said they would not buy products from unethical
companies (cited in Rodrigues, 2001).

Paul Hawken (1993) proposed more radical ideas:

1. we must reduce the use of resources dramatically (recycling is a viable
solution)
2. organizations must be proactive in ecological issues saving the environment
before the law forces them to do it
3. corporations must restore ecological systems
4. everyone must change their way of thinking; life styles based on endless
consumption are not sustainable
5. prices should reflect the true cost of a product so it must include the cost of
waste dispolsal, environmental damage and effect on human health and
quality of life
6. taxes should focus on environmental degradation, depletion of resources,
pollution and less on payroll and income

Canada has established the Institute for Sustainable Development. Its objective is to
figure out how to balance the need for economic growth with the needs of the
environment. There are also 1S0 14000 designations/standards that internationally based
organizations strive to achieve. In Davos, Switzerland annual conferences attended by
government, business reps and other world influential leaders focus on globalization and
ethical issues.

The problem really boils down to how companies or economies can continue to grow
without environmental degradation. David Suzuki has shown us mathematically how the
natural world can no longer support our growth rates. The rule of 72 suggests that if you
divide the rate of increase of any activity into 72 you get the number of years it takes to
double the result. For example, if the inflation rate is 6%, in 12 years it will double. The
rule seems to apply for pollution rates, population growth, energy consumption rates and
so on. Ask your grandparents if they can recall when gas was 3 cents a gallon; a movie
cost under a buck, a can of pop was less than a quarter and a new car might have cost
1000$. Our globe cannot sustain the kind of growth rates modern and developing
economies are demanding.

Is it time for a universal approach to social responsibility and ethics?

 32

References
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http://Marketingteacher.com
Deresky, H. (2006). International management: managing across borders and cultures
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Fuhrman, P. H. (1986). Business in the canadian environment. Canada: Prenctice-Hall.
Hawken, P. (1993). The ecology of commerce: a declaration of sustainability. New
York: Harper Business.
Hawken, P. (1987). Growing a business. Don Mills, Ontario: Collins.
Mintzberg, Henry. (2007). Wikipedia. Retrieved October 10, 2007 from
http://en.wikipedia.org/wiki/Henry_Mintzberg
MarketingTeacher. (2000-2006). Ansoff’s matrix. Retrieved June 5, 2006 from
http://Marketingteacher.com
Porter, M. (1980). Competitive Strategy: techniques for analyzing industries and
competitors. New York: Free Press.
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from http://themanager.org/Models/p5f.htm.
Rodrigues, C. (2001). International Management: a cultural approach. Cincinnati:
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Williams, C, Kondra, A.Z., and Vibert, C. (2004). Management. Toronto: Thompson-
Nelson.

Several of the illustrations were “googled” and searched for under “images”….
 33

Appendix: Grades

A. Assignments for H2008 (50%) –Research based assignments must be supported

with the documentation consulted – attach/submit those documents. The APA
method of referencing work must be used. All work must be completed on a word
processor. Grammar and spelling errors will reduce grades. Sources must also be
cited during oral presentations and annotated bibliographies as well as the
documentation be submitted. Late work will not be accepted – due dates
correspond with the beginning of the class scheduled on that date. Work that does
not conform to instructions will not be graded.

1. Planning:
a. Based on research, do a SWOT analysis for a business: may be done as an oral or
written presentation in groups of 3 (maximum) or solo.
b. Based on research, analyze the planning being done by a business: may be done
as an oral or written presentation in groups of 3 (maximum) or solo.

2. Organizing:
a. Based on research, analyze the organizational structure of a corporation: may be
done as an oral or written presentation in groups of 3 (maximum) or solo.
b. Based on research, follow up on one of the topics discussed in the module: may
be done as an oral or written presentation in groups of 3 (maximum) or solo.

3. Control:
Based on research, follow up on one of the topics discussed in the module: may be
done as an oral or written presentation in groups of 3 (maximum) or solo.

4. Leadership:
Choose a business “leader”. Focus on what the person has contributed to the
subject of leadership. Prepare a brief, properly referenced discussion. This would
not be a team effort. As to choice of assignments it will be based on “first come, first
served!” One person in the class will not need to do research but will act as editor to
properly compile this information into one electronic handbook for each student.

5. Choose one of the other modules and follow up on a topic it contains. It must be
research based and may be done as an oral or written presentation in groups of 3
(maximum) or solo.
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B. Case Study – Report (50%)

The case study method involves a rational decision making process.

I. In the 1st section of the report, the business situation is analyzed in order to
discover the real problem or opportunity. A SWOT analysis is an integral
part. Some background information “sets the scene”.
II. In the 2nd section, the various options are examined. These are possible
solutions or courses of actions that could be taken. Each alternative is clearly
described and then analyzed in terms of the advantages and disadvantages.
Obviously, the same factors should be considered for each of the options so
that they can be compared logically. Words like ‘could’ or ‘would’ or ‘might’
or ‘may’ are used.
III. The 3rd section of the reports is developed after all of the options have been
examined. No new information is contained in this section. Now the
recommendation is made and words like ‘should’ or ‘must’ are used. A plan
of action that most logically addresses the original problem/opportunity is
presented. A plan of action is quite specific and addresses the ‘who’, ‘what’,
‘when’, ‘where’, and ‘why’ questions inherent in planning. Time limits are
established. Limitations of the recommended course of action are discussed.
Possible contingencies are suggested.

The format of the report is very important:

The cover page is addressed to the executives of the organization.

There should be a table of contents and an executive summary (similar to an

abstract).

Use titles and subtitles for the main body of the report:

I. The 1st section could be Introduction and you may want to have further
subtitles, like A. SWOT Analysis and B. Problem Discussion.
II. The 2nd section could be entitled Alternative Courses of Action. Each of
these is analyzed separately (usually first the advantages are listed and
discussed and then the disadvantages are “tackled”).
III. The 3rd section is usually Recommendation.

Consult page 41 of your APA manual for the standard format lettering and numbering
system. This format style is critically important and I am requesting a style like this:
I.
A.
1.
a.
i.
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Climbing the Munchinhorn in Ruritania

Current situation, April 1: the bitter northeast wind howls around the 2 small tents,
precariously perched on a 24 000 foot ledge some 1 500 feet below the summit of the
Munchinhorn. This is Camp 6.
Inside one tent is
a. Paul Trincouni, muttering strange Ruritanian oaths as he nurses his severely
frost bitten hands
b. Sub-lieutenant Sidewinder who wakes every half hour or so to shout before
dropping off again, rather delirious
Inside the other tent is
a. Lieutenant Greenwich, British expedition leader, wide awake and
worried
b. Hukka, a Ruritanian mountain porter, sinister looking and an odd
fellow, sleeping peacefully

Hukka is physically fit but does not speak English. Greenwich does not speak
Ruritanian. Originally the group had intended to climb to the top of the mountain the
next day. Trincouni has said that Hukka would never make the final climb since most
native Ruritanians believed in the existence of an evil spirit residing there. When
Greenwich asked Hukka if he would climb up, the Hukka shook his head, which in
Ruritanian means yes. Possibly Trincouni does not want Hukka to make the ascent?

Mission: Make it to the top of the Munchinhorn Mountain. It was difficult to get local
approval for the expedition. England’s reputation is at stake. If the group fails, Russia
will make the attempt next year. It is important that the mission be a Ruritanian-British
joint effort all of the way. One Ruritanian must make it to the summit: 2 Ruritanian
climbers, Trincouni and Crampon, have big reputations but if either of them cannot get to
the summit, Hukka must. Loss of face should be avoided. A problem facing the mission
is the fact that the monsoon may be early this year and that would mean putting off the
climb.

Other factors:
1. There were many frustrating delays and misunderstandings right at the beginning.
As a result the group is not past camp 6 and the monsoon clouds are beginning to
fill the valleys below.
2. Crampon is at camp 5
3. There is no time to lose but who should be going up? No one can climb alone.
4. The amount of food left is limited: only a 4-man day ration left at Camp 6 thanks
to Sidewinder accidentally pushing a 6-man day pack over the edge of a ledge.
Adequate food stocks exist at Camp 5 but members at that camp are not aware of
this problem.
5. Camp 5 is separated from Camp 6 by a one hour descent and a 3 1/2 hour climb
up which is a full day’s work at this altitude
6. A hiking day is no longer than 6 hours at this altitude
7. The only way to communicate between camps is by messenger
 36

Paths to follow:
1. Going straight up is an extremely difficult and exposed climb containing a nasty
traverse called Hukka’s Drop. Hukka has seen many people “drop” and is
especially superstitious about this path. It should take 3 hours to climb and 2
hours to descend.
2. Following the widening ledge along to the right until it joins the West Col (from
which a long steady snow slope leads to the top) is the easiest route because there
is no actual climbing. But it is a long, hard slog through soft snow -- probably 8
hours up and 3 hours down. Once the monsoon thunder starts to roar the snow on
the West Col might break and avalanche. However, the West Col is the only
place above Camp 6 that offers any possibility for pitching a tent.
3. Going left along a narrowing ledge, one might well find enough holds to reach the
long, steep fissure known as Corny Crack. Corny Crack leads to the top but it is
not possible to know if it would be a good choice to follow or not since the path
can only be seen from the valleys far below. If rocks block the path the group
would be frustrated. If the ascent were not blocked, however, it would probably
take slightly longer than the Hukka Drop path: 5 – 6 hours ascent and descent.

Greenwich looks at his watch: 8:00, an hour of daylight gone already! It would take
another hour to get ready. That would mean there would only be 8 hours of daylight left.
Moving at night is not an option. The sky is blue and the wind has moderated slightly.
Below in the valleys he can see the monsoon clouds “boiling” and expects he has a 24-
hour window before the monsoon hits them. Anyone left above camp 5 would be in
grave danger if the monsoon hit.

1. Can you identify the problems? Is there a main problem?

2. Can you do a SWOT analysis?
3. Can you identify what options Greenwich really has and analyze those?
4. Can you make a recommendation?