Summer Session II Classes (July 6 - August 14, 2009)

Daytime Classes

MGT 650 – Japanese Management
Instructor: Rene Haak
CRN: 94076, 3 credits
M, W, F 07/13 – 07/24, and M, W, 07/27 – 08/12; 1:30- 5:00PM, Room G102

The course combines comprehensive description and case studies with thorough theoretical analyzes of the latest trends in Japanese Management. The course covers the key aspects of a management model – corporate strategy, organizational culture, globalization and internationalization, innovation and production management, corporate culture and human resource management. During this course we will discuss the issues at the very heart of the most important and controversial debate on Japanese Management: How much must Japanese management change in order to become more competitive again, how much can it continue to rely on this traditional strengths, and what are the lesson we learned from the Japanese experiences.

Dr. René Haak joined the International Department of the German Federal Ministry of Education and Research in 2005. He was previously the Head of the Business and Economics Section and Deputy Director at the German Institute for Japanese Studies, Tokyo (http://www.dijtokyo.org ) which he joined in 1999. He is also Senior Lecturer at the Technical University of Brandenburg (Germany), at the European University Viadrina (Germany); Visiting Professor at the University in Mainz, and at the Hosei University and the Nishogagusha University Chiba (Japan). He has a PhD degree in Engineering from the Technical University of Berlin and a degree in business administration from the Free University of Berlin. Research experiences include the Fraunhofer Institute for Production and Design Technology and the Institute for Machine Tools and Manufacturing of the Technical University of Berlin. His research interest focuses on strategic and Japanese management, automotive industry, and Human Resource Management. He has written numerous articles on production technology, innovation management and strategic and international management about Japan, China and Europe.

BUS 315 – Global Management & Organizational Behavior
Instructor: John Griffin
CRN: 95695; 3 credits
M, W, F, 9:00AM-11:15AM, Room: E202

The course addresses the analysis of theories and concepts underlying domestic and global organizational management, including behavioral and personnel issues. Emphasis on leadership, team-work, cultural differences in the Asia Pacific region. Prerequisite to all other advanced management courses.

Professor John R. Griffin obtained his B.S. from Eastern Illinois University and his MBA from the University of Illinois. He completed 16 hours of Post-Masters work at Central Michigan University, mostly in human resources department as Head Negotiator for Union contracts. Professor Griffin also engaged in Executive Development courses at the University of Michigan. He has worked for Caterpillar, Inc. for 30 years. In 2004, he retired as President of Caterpillar’s Michigan Operation, now known as Michigan Cat. In recent years, he has taught Accounting at Illinois Central College and has been a lecturer at the University of Hawaii at Manoa for the past 4 years.

MKT 381 – International Business Marketing Strategy for Growth in Emerging Markets
Instructor: Joachim Timlon
CRN: 97037, 3 credits
M, T, W, R, F, 12:00–13:15PM, Room D201

The course is based on the institutional approach to international business strategy and marketing and business marketing, which is motivated by the large differences in institutional set-ups between industrialized and less industrialized countries. There are a number of major institutional differences between most Asian and East European markets on one side and the EU and North American markets on the other: market institutions are different; cultural and social values are different; and the level of technology utilized by customers and suppliers, for example, is lower. Usually the infrastructure is also deficient, and government is much more involved in controlling business operations. For these and other reasons international business problems are special in these markets.

Professor Joachim Timlon is assistant Professor in International Business and Industrial Marketing at the Baltic Business School (BBS), Kalmar, Sweden. His field of teaching and researching is Strategic Marketing Management with focus on International Marketing Strategies for Expansion and Growth on New Emerging Markets. In parallel he is working as a management consultant, engaged by leading companies as well as public organizations. He is also a co-founder of the Swedish fractal of the Society for Organizational Learning (SoL) as well as a member of Global SoL and the Academy of International Business. His lectures equip managers and students of management with core concepts, tools and techniques of international business marketing, which will enable them to make better decisions both for their companies and themselves. Timlon’s native language is Swedish, but he is fluent in English, German, Danish, and Italian.

MGT 670D - Management of Multinational Corporations
Instructor: Dharm Bhawuk
CRN: 96666, 3 credits
Prerequisites: None
M, W, F, 9:00AM-11:15AM, Room: E202

We not only work in organizations but also live in a world of organizations, and so it is important to understand how organizations function and shape the world we live in. Of all the organizations the Multinational Corporations are the most fascinating by virtue of being the cause of international business and what is popularly known as globalization. It is no exaggeration to say that we live more in the world economically demarked by multinationals than in the boundaries of nation states. Thus, it is imperative for all of us to understand what are multinational corporations and how they function and operate, more so for students interested in international business. This course examines multinational corporations from multiple perspectives to provide a thorough understanding of what they are, how they work, and shape our lives.

We will examine the reciprocal relationship between multinational corporations and the international environment of business, and examine how and when these organizations expand abroad. We will examine how these corporations organize themselves (differentiate and integrate) to be responsive to the fast changing international environment. We will also examine how these organizations develop and implement their strategies to constantly learn from each other and the environment, and how they develop strategic partnership to enhance their organizational learning.

Dr. Dharm P. S. Bhawuk, a Citizen of Nepal, is Professor of Management and Culture and Community Psychology, University of Hawaii at Manoa. He received his Ph. D. in Organizational Behavior and Human Resource Management from the University of Illinois at Urbana-Champaign under Professor Harry C. Triandis. His research interests include cross-cultural training, individualism and collectivism, intercultural sensitivity, diversity in the workplace, indigenous psychology and management, culture and quality, culture and entrepreneurship, and political behavior in the workplace. He has published more than 50 book chapters and papers. He is a co-editor of the book Asian Contributions to Cross-Cultural Psychology (1996), Sage Publishers.

Bhawuk has been appointed H Smith Richardson, Jr. Visiting Fellow, Center for Creative Leadership, for 2009. He has received many other awards and honors including Professor of the Semester (Fall 2007) MHRM Program, Distinguished Scholar Award, Management Department, College of Business Administration (2000), the Best Paper Award from the International Division of the Academy of Management (1996), the Distinguished Service Award from the East West Center (1989), and the Lum Yip Kee Outstanding MBA Student Award from the College of Business Administration, University of Hawaii (1990). He is a Founding Fellow of International Academy of Intercultural Research.

MGT 670G – Cross-Cultural Communication in International Business
Instructor: Dharm Bawuk
CRN: 96663, 3 credits
Prerequisites: Instructor’s Approval Required
T, R, 12:30-4:00PM, Room: G102

Globalization of world business and diversity in the workplace in the United States of America makes cross-cultural communication a necessity for all managers. Cross-cultural communication skills constitute what has been referred to as soft skills and both academic and seasoned managers are unanimous that these are the skills that make one an effective manager. Much self-reflection is needed to become aware of one’s strengths and weaknesses, and much behavioral modification is needed to finesse the skills one has and to acquire those that one does not have. To facilitate such self-reflections, cases, critical incidents, and other exercises will be discussed in small groups. Reflection papers will be used to constantly put the student at the center of the learning experience. Also, various inventories will be used to provide insights about one’s strengths and weaknesses. This course offers opportunities to take stock of one’s cross cultural skills and develop an action plan to acquire these skills.

Communication takes place at multiple levels. We have to learn to manage self-talk to motivate ourselves to adapt to changes and to acquire skills needed to be effective in a fast changing world. All communication takes place between at least two people when we are not talking to ourselves. When two people are from different cultures this interpersonal communication necessarily becomes cross-cultural. As managers we are communicating in the context of organizations, which again due to globalization is necessarily in a cross-cultural context. Thus, this course will attempt to sensitize the students for communicating effectively in the organizational-cultural-global context. The following are the objectives of the course:

Understand and apply learning models to acquire cross-cultural communication skills.
Demonstrate the ability to recognize cultural differences and adapt behaviors accordingly.
Understand and explain major cross-cultural theories, and be able to apply them to communicate effectively in cross-cultural contexts.
Recognize one’s personal strengths and limitations, and work strategically to build cross-cultural communication skills.
Develop an action plan for continuously building one’s cross-cultural skills.