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IBLY2 International Management Summary
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A summary of the course International Management.
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IBLY 2 INTERNATIONALMANAGEMENT (BLOCK 3&4)
Course Summary
Denisa Galaskova
0899566, IBL211E
,IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
Table of Contents
RECAP FROM YEAR 1.............................................................................................................................. 3
LESSON 1 - AN INTRODUCTION TO MODERN MANAGEMENT THINKERS ....................................................... 7
LESSON 2 – POSITIVE PSYCHOLOGY & FLOW ............................................................................................ 9
LESSON 3 – THE INTERNATIONAL MANAGER: A GLOBAL MINDSET ........................................................... 11
LESSON 4 – MANAGING CREATIVITY IN AN INTERNATIONAL CONTEXT ..................................................... 14
LESSON 5 – PLANET, PROFIT AND PEOPLE: THE PILLARS OF SUSTAINABLE MANAGEMENT IN A GLOBALIZED
WORLD ................................................................................................................................................ 17
LESSON 6 – PLANET, PROFIT AND PEOPLE: MODELS OF CIRCULAR ECONOMY .......................................... 19
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,IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
International Management (Block 4)
Exam content:
• 1 hour, open questions
• Lewis model and 7 keys of Solomon & Schell (block 3), everything from block 4
Recap from Year 1
Intensity of Various Forms of Collaboration:
Moderate Intense
Flexible arrangement Contractual relationships Pooling of assets Integration
Networks Outsourcing Joint ventures Mergers
Strategic alliance Licensing Acquisition
Franchise
The Phases of Internalization
1. Export and/or import orientation:
Selling own products overseas or selling products made overseas in own country
2. Representation phase:
Building on exports without posting staff overseas permanently
3. Engaging in a form of collaboration:
From licensing to the setting up of a daughter company
Motivation and Motivational Theories
Intrinsic Extrinsic
Derives from doing the work itself From factors outside the task, such as work
(=> provides long-term motivation). environment, rewards, money and status (=>
short-term motivation).
1. Maslow’s hierarchy of needs and Alderfer’s ERG theory
Page 3 of 29
,IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
2. McLelland’s need theory
3. Vroom’s expectancy theory
Page 4 of 29
,IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
Leadership Styles based on Classification Criteria
The Stages of Group Development (by D. Caple)
1. Forming The team act as individuals and the is
a lack of clarity about the team’s
purpose and individual roles.
2. Storming Conflict arises as people begin to
establish their place in the team.
3. Norming There is a level of consensus and
agreement within the team. There is
clarity about individual roles and the
leader is important in managing this.
4. Performing The group has a clear strategy and
shared vision. It can operate
autonomously and resolve issues
positively.
Page 5 of 29
,IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
Forms of Organizations (by Mintzberg)
1) Entrepreneurial (start-up) form
• Flat organization
• No staff departments
• Charismatic/autocratic leader
• Visionary strategy
• Highly market-oriented
2) Machine bureaucracy
• Typically, larger organizations (e.g. manufactory, public institutions, etc.)
• Formalized communication & decision-making
• Technic & support staff are important
• Procedures, work instructions & plans
• Control systems
3) Professional organization
• Highly skilled/professional staff
• Professional autonomy (e.g. universities, colleges, hospitals, etc.)
• Staff-intensive organizations
4) Diversified form
• Semi-independent units (divisions) connected by central management
• Fortune 500 companies
• Risk-spreading
5) Adhocracy (innovative) organization
• Multidisciplinary teams or project groups to bring about innovative processes
• Complex & dynamic environment
• Sectors like advertising, film industry, aviation, space travel and research
6) Missionary (ideological) form
• Strong ideology: strong & clear aim
• Staff works in small units
• Little status difference
• Job rotation is common
7) Political form
• Ideology
• Authority
• Expertise & politics influence the organization
Transformational Leadership
Leaders must have the following characteristics:
ü Foresight (= ability to anticipate)
ü Vision (= ability to direct team towards new goals)
ü Able to take broad range of factors into consideration when creating collective goals
ü Able to share power within team
ü Self-knowledge
Page 6 of 29
,IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
Change Management
When there is a change within an organization, they can result in two ways:
Opportunity Failure
+ Involve team - Poor planning
+ Communicate constantly - End users not consulted
+ Plan properly - Poor follow-up
Lesson 1 - An Introduction to Modern Management Thinkers
Why should we know about them?
“Great minds, discuss ideas. Average minds, discuss events. Small minds, discuss people.”
(Eleanor Roosevelt)
To learn to form your own ideas: by following, listening, seeing, and being able to read people
– who have done what you can.
RICARDO SEMLER
Semco Style Principles
• Democracy (meetings open to all employees)
• Flat management (few managers, no privileges)
• Freedom for employees (flex. working hours)
• Honesty & transparency (access to financial data)
• Less bureaucracy
• Few rules stimulate creativity
STEVE JOBS
Entrepreneurship
“Don’t let the noise of other’s opinions drown out your inner
voice. And most important, have the courage to follow your
heart and intuition. They somehow already know what you truly
want to become. Everything else is secondary.”
STEVEN COVEY
The 7 Habits of Highly Effective People
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win-win
5. Seek first to understand, then to be understood
6. Synergize
7. Sharpen the saw
PETER DRUCKER
General Management
“Company cultures are like country cultures. Never try to change
one. Try instead to work with what you’ve got.”
Page 7 of 29
, IBLY2 International Management (Block 3 & 4) Denisa Galaskova, 0899566
COIMBATORE KRISHNARAO PRAHALAD
The Fortune at the Bottom of the Pyramid
“The real source of market promise is not the wealthy few in the
developing world, or even the emerging middle-income
consumers. It is the billions of aspiring poor who are joining the
market economy for the first time.”
JAN ROTMANS
Transition Thinker
• “We do not live in a time of change, but move into a new era of history.”
PETER SENGE
Five Principles of Embracing Learning
• 1) Shared vision
• 2) Team learning
• 3) Systems thinking
• 4) Personal mastery
• 5) Mental models
EDWARD DE BONO
The Six Thinking Hats
THERESA AIMABLE
Progress Principles
• Meaningful work
• Importance of daily work progress, making progress salient
• Transparency & visibility of team progress
(= visualizing your work)
• Invest time, money and resources to remove external
impediments that are common recurring theme
• Focus on managing progress, not people
• Safe & transparent work environment
• Emotionally support the team & team members
Page 8 of 29
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