Teaching plan for the course unit

 

 

Close imatge de maquetació

 

Print

 

General information

 

Course unit name: Management of International Companies

Course unit code: 364559

Academic year: 2021-2022

Coordinator: Elio Shijaku

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face

 

50

 

-  Group tutorial

Face-to-face

 

10

Supervised project

40

Independent learning

50

 

 

Competences to be gained during study

 

   -

CG1 - Commitment to ethical practice (critical and self-critical skills and attitudes that comply with ethical and deontological principles).

   -

CG3 - Capacity for learning and responsibility (capacity for analysis, synthesis, to adopt global perspectove and to apply knowledge in practice).

   -

CG10 - Capacity to apply ICTs to professional activities.

   -

CB2 - Capacity to apply knowledge and understanding in a manner that indicates a professional approach to the work or vocation, and have competences typically demonstrated through devising and sustaining arguments and solving problems within the field of study.

   -

CG9 - Capacity to interpret the evolution of the business environment and adaptations to change.

   -

CG6 - Creative and entrepreneurial skills (capacity to conceive, design and manage projects).

   -

CG5 - Ability to work in a team (capacity to collaborate with others and contribute to a common project, capacity to work in cross-disciplinary and multicultural teams).

   -

CG8 - Capacity to communicate in English and/or other foreign languages orally and in writing, comprehension skills, and mastery of specialized language.

   -

CG7 - Concern for sustainability (capacity to assess the social and environmental impact of actions taken in a particular setting and capacity to adopt integrated and systemic approaches).

   -

CE1 - Capacity to analyse the international operations of business organizations and interpret their responses to economic, social, cultural and legislative factors in an international setting.

   -

CE11 - Understanding of the culture and business practices of different countries, as the basis for adapting to an interacting effectively with other geopolitical contexts.

   -

CE10 - Ability to take planning and organizational decisions in an international busniess context.

   -

CE6 - Ability to appraise processes and decision-making in the development of international operations.

   -

CE8 - Capacity to adopt an international approach to human resources management.

Learning objectives

 

Referring to knowledge

Objective 1

  • Understand the implications and challenges posed by globalisation to individuals and businesses.
  • Delimit the international strategy in a business strategy.


Objective 2
  • Identify the rationale behind the adoption of an international strategy.
  • Understand the key variables to be considered when selecting the countries in which to set up a business in an internationalisation process.
  • Understand the most widely used entry modes in multinational corporations, their advantages and disadvantages.
  • Understand the reasons behind the existence of MNCs.


Objective 3
  • Further the understanding of how to adapt the structure of an organisation to the process of internationalisation.
  • Define the environmental forces that influence the international strategy of multinational corporations.
  • Study the different strategic approaches of multinational corporations.
  • Become experts in the concepts of foreign subsidiary and the strategic role of the foreign subsidiary.
  • Develop cross-cultural sensitivity and adaptability to other geopolitical contexts.
  • Acquire a basic understanding of international human resources policies.


Objective 4
  • Acquire a general understanding of the latest trends and phenomena in international business.

 

 

Teaching blocks

 

1. Teaching blocks

*  The context

  • The global environment
  • Strategic management


The internationalisation process
  • Motivations for internationalisation
  • Internationalisation strategies
  • Economic forces
  • Trade theories
  • Entry modes


MNCs
  • Strategies in MNCs
  • Subsidiary strategies
  • The impact of culture
  • International human resource management


SMEs and born globals
  • Internationalisation of SMEs
  • Born globals

 

 

Teaching methods and general organization

 

The course combines face-to-face lectures and various complementary activities (case studies, problem-solving exercises, etc.), which are completed either individually or in small groups, both in and out of class. The estimated total learning hours are distributed in two 2-hour classes per week:

During the first part of the sessions, the essential information is provided so that students can work through the course syllabus and accomplish the learning objectives.

The second part of the sessions is devoted to consolidating and applying the theory content through tutored activities in groups. Nevertheless, the structure of the sessions may be altered depending on teaching requirements.

All of the academic and administrative information for the subject (assessment procedures, delivery dates for exercises, etc.) will be posted on the Virtual Campus, which is the main platform for communication between students and teachers.

Class attendance is important for the learning process, which is based equally on individual and group work and class participation. Students are expected to prepare for classes by completing the relevant case studies and recommended reading, as outlined in the course plan.

 

 

Official assessment of learning outcomes

 

Continuous assessment requires students to work consistently through the course material and submit assessed work throughout the semester. Marks will be awarded for specific assessed tasks and activities.

The overall mark for continuous assessment is worth 50% of the final grade, and the mark for the final examination is worth the remaining 50%.

The achievement of competencies in continuous assessment is monitored through the following activities:

• Individual observation: student participation and contribution to class discussion is worth 10% of the final grade. This activity allows the lecturer to assess the competences relative to how students interact, communicate and defend their own ideas and arguments, as well as to how they integrate new knowledge and attitudes (competences CB3, CG8, CB2).

• Written assignments in group: these tasks consist of two business case studies (each worth 15% of the grade) and other activities completed during the semester (10% of the final grade). These activities allow students to demonstrate their ability to work in a team, to solve problems related to the field of study and to evaluate processes and decision-making in the international context (competences CG3, CG9, CB2, CG5). Additionally, they provide evidence of the capacity to interpret the evolution of the international business environment and to understand the culture and business practices of different countries (competences CE11, CE6). At the beginning of the course, information will be posted on the Virtual Campus regarding the exact form and assessment criteria for each task.

• A final individual written examination: to complete the continuous assessment process, students must sit a final examination on the entire course content (50% of the final grade) on the date established by the Academic Council. Students must apply the knowledge and understanding acquired during the course. These activities are intended to show the capacity to adopt a professional approach to the work or profession and the level of acquisition of all the competences in the course plan, typically reflected in the defence of arguments and problem solving within the field of study.

The following should also be taken into account:

• Students must obtain a mark of at least 6 out of 10 for the continuous assessment activities in order to be eligible for a weighted final grade that takes into account the examination mark. Students who do not achieve this minimum mark are automatically entered for single assessment.

• The continuous assessment mark is only taken into account if a mark of at least 4 out of 10 is obtained in the final examination.

• The final examination is divided into a theory section and an applied section, each of which is worth 50% of the examination mark. In order to be eligible for weighting, a minimum mark of 4 out of 10 is required in each section.

• Students who do not reach a mark of 4 in one of the sections of the final examination will receive a final mark of 3.5 and cannot weight this mark with the continuous assessment mark.

• Students who submit the first continuous assessment activity are entered for this assessment procedure. Students who do not submit the first activity are entered for the single assessment procedure. Students who do not want to follow the continuous assessment procedure can opt for single assessment at any time without prior notification.

 

Examination-based assessment

The single assessment procedure consists of a final examination worth 100% of the final grade. The examination is divided into a theory section and an applied section, each of which is worth 50% of the mark. The theory section consists of multiple-choice questions. A minimum grade of 4 out of 10 is required in each section; otherwise, the final grade for the examination is 3.5. The final examinations for both the single and continuous assessment procedures are held on the same day at the same time.

Repeat assessment

Students who do not achieve a pass grade through single or continuous assessment are entitled to repeat assessment, which consists of a final examination. Under no circumstances will the continuous assessment marks be considered for the repeat assessment. The dates for repeat assessment are set in the Faculty’s academic calendar and coincide with the second undergraduate examination period. The methodology and criteria for the repeat assessment examination are the same as those for the single assessment examination.

 

 

Reading and study resources

Consulteu la disponibilitat a CERCABIB

Book

Daniels, J. D., Radebaugh, L. H., Sullivan, D. P., & Salwan, P. (2013 or newer). International business: Environments and operations. Pearson.

Catāleg UB  Enllaç