Current courses:

Mgmt 465
International Management

Mgmt 780
International Management

Business Policy





MGMT 465 Section 101
University of Baltimore 
Merrick School of Business 
Professor: Dr. Christine Nielsen, Director of International Programs
Office: Thumel Business Center, Room 552
Office Hours: Tuesdays  4:00-5:30 pm
Phone (410) 837-4992
E-mail: cnielsen@ubmail.ubalt.edu

The purpose of this course is to enhance future managers' abilities to operate successfully in today's multicultural, global environment. Students will gain a theoretical basis for understanding key aspects of international management, as applied to both small companies and multinational corporations. Course modules focus on cross-cultural management, country risk analysis in the context of political economy, global strategic operations, and market entry strategies. Ethical and legal concerns are addressed in the context of case analyses. Knowledge gained in this course can be applied both to management of firms with operations abroad, and to domestic companies that face foreign competitors here at home. 


Hill, Charles W.L., Excerpts from International Business: Competing in the Global Marketplace, 3rd edition, 2000, McGraw-Hill/Irwin. 

The Economist


Lectures will elaborate on basic issues in the field to ensure a breadth of understanding. Class Discussions and Reading Assignments will offer more specific insights into particular areas of international management. Exercises and Role Plays will be used to simulate real-world situations within which the students must function. Case Analyses will place students in the position of managers whose responsibility is formulating global strategies.
Class Participation and Case Discussions Weekly 20%
Written Case Analyses- Sign up for 3 cases during the first or second class session 
(Best 3 grades will be recorded)
Refer to course schedule for alternative dates  TelSys Intl or Bata:10%
OEC or Black & Decker: 10%
Hikma  or Nielsen: 10%
Cultural Matrix - Sign up for one country or region during the first or second class session  Refer to course schedule for alternative dates 10%
Great Leader- Sign up for one report during the first or second class session- Submit article read and 1-2 page report with appropriate references  Refer to course schedule for alternative dates  10%
Mid-Term Exam Oct 23 15%
Final Exam Dec 18 15%

Assignments are due at the beginning of a class period. Assignments will be accepted up to one week late, but will be penalized one letter grade. If you are unable to attend class on any date when an assignment is due, please turn it in before class, or fax your work to Dr. Nielsen at (410) 837-5675 before class time. 


Participation in class sessions is essential for the student to understand key concepts and to demonstrate mastery of the course material. Your contributions to case discussions and participation in class exercises will be a major component of your participation grade. 

Students will be drawn into in-depth analyses of real case examples from a variety of industries. Each student will be challenged to make significant decisions that will affect the strategic interests of the firms under review. Students will exercise their abilities to apply what they have learned in a proactive process. 

Participation in case discussions should follow the guidelines summarized below: 

- Students contribute to the discussion by raising points that improve the level of understanding of the situation being analyzed 
- Students listen carefully in order to understand the comments of others 
- Students are open to various points of view, recognizing there are no "right" or "wrong" answers (...although there may be "better" and "worse" solutions...) 
- Each student will analyze his or her own approach based on a comparison of the approaches presented by his or her classmates 


Following most case discussion sessions, you will be asked to reflect on the major issues raised through the discussion, and on the course concepts that added to our understanding of the problem(s) and potential solutions. A sample case discussion summary sheet will be available on the first day of class.


Congratulations! You have just been hired as a highly paid international management consultant to provide advice to a particular firm regarding the international challenges it faces. Written case analyses should be typed, double-spaced, and 3-5 pages in length. Specific guidelines for preparing your written case analysis are included below.


Use the following subject headings in your case analysis report. 


1. Name of Case 

2. Name of the recipient of your report, i.e. the executive within the company for whom  you are conducting the analysis. 

3. Add your name as the report originator and the due date. 

Identification of Symptoms 
Symptoms are indicators of problems.  These may be listed in "bullet" form in this section.  Use no more than 1/2 page for this section. (The first case reading is designed to get you acquainted with the organization and the setting.  The second or third reading should lead to the identification and listing of symptoms.  Jot these down and look for possible relationships among groups of symptoms.) 

Problem Statement 
Careful consideration of the symptoms should lead you to a statement of one to three problems/issues being faced by the organization.  A good problem definition keeps the case analysis tightly structured  because everything you discuss after this point must be related to the problem(s) stated in this section.  Use no more than 1/2 page for this section. (List problems using a complete sentence for each problem you have found.  Do not use questions to formulate problem statements. Prioritize the problems in terms of long-term significance and in terms of need for immediate intervention.) 

Problem Analysis 
Take the problem(s) apart, describing key facts that will inform your solution.  Be sure to consider information provided in tables and exhibits.  Quantitative details of the case are usually presented in these appendices.  Use no more than 1 page for this section, and write this section in paragraph form. 

Identification of Alternatives 
Now its time to "brainstorm".  List at least 2-3 alternative solutions for each problem that you have identified. 

Evaluation of Alternatives 
Evaluate the alternatives listed above.  Discuss pros and cons for each alternative.  This process leads to the identification of the most appropriate course of action.  If the alternatives have arguments in common, group these issues for efficiency.  Argue in favor of your recommendations, giving as much supporting information as possible. 

Recommended Course of Action and Implementation Plan 
This is the final step and involves the development of the most effective, efficient, and feasible combination of alternatives to solve the problems within the boundaries of the firm's objectives.  It is not sufficient to state what should be done, but how, and who is going to be responsible for the various actions recommended.  This section can be up to 2 pages.  Provide your general recommendations in paragraph form and add an implementation schedule if you wish. 

Choose one from among the following list of cases for your written case analysis assignment. You may decide to write-up more than one analysis. If you do, the instructor will use your best grade for this assignment. We will discuss the assignment on the first day of class, and hopefully spread the written contributions more or less evenly among the cases below.
Date Due
Sept 13  The TelSys International Case: A Marriage of Two Cultures? (Answer ?s)
Oct 2  Office Equipment Company in Argentina Case (Use Case Analysis Method)
Oct 30  Assessing Opportunities and Risks: Thomas Bata Considers Re-Entry into the Czech Republic (Answer ?s)
Nov 8  Black & Decker Confronts Japanese Competition At Home and Abroad          (Use Case Analysis Method)
Nov 29  Hikma Pharmaceuticals (Use Case Analysis Method)
Dec 6  The Nielsen Case (Use Case Analysis Method)


The Cultural Matrix and Great Leader Report assignments will be explained in detail on the first day of class, and a sign-up sheet will be available. Students will be asked to choose one from among the following for contributions.
Date Due  Cultural Matrix Assignment Great Leader Report
Sept 11  Malaysia/Asia and the U.S.  Malaysian and Asian (except Japan & China)
Sept 27  Argentine and Latin American
Oct 4  Argentina/Latin America and the U.S.
Oct 11  Western European and Russian
Oct 26  Czech Republic/Central European/Eastern European and U.S.  Czech, Central, and Eastern European
Nov 6  Japan and the U.S.  Japanese
Nov 27  Jordan/Middle East and the U.S.  Jordanian and Middle Eastern
Dec 4  China and the U.S.  Chinese


"The Marriage of Two Cultures" negotiation simulation will involve you in an actual negotiation session that took place in Kuala Lumpur. The experiential technique provides a means of understanding underlying value systems and major concepts that can not be learned through the more passive lecture technique.


Each student will present a summary of one written case analysis during the semester. Students are encouraged to use audio-visual, and other graphic aids to enliven their presentations. Tables, graphs, and figures should be used for concise presentation of comparative data. 

1. The MGMT 780 course schedule is subject to change based on the availability of guest speakers and other factors. Dr. Nielsen will communicate any changes during class time, or through e-mail to you. Please check for such messages regularly. 

2. Students should bring their textbooks to all classes. 

3. Do not leave assignments in Dr. Nielsen's mailbox. Assignments should be handed in during class directly to Dr. Nielsen. 

4. Students are encouraged to keep a copy of all work turned in. You may wish to have a copy to guide your remarks during class discussions. Misplaced work or lost work is the responsibility of the student to replace. 


"…Academic honesty is based on the principle that one's work is one's own. The University of Baltimore Academic Integrity Policy encourages all members of the University to accept responsibility for taking academic honesty seriously be being well-informed, by contributing to a climate in which honesty is valued, and by considering responsible ways to discourage dishonesty in the work of others.

Students. faculty, administrators, and staff shall not condone or tolerate cheating, plagiarism, or falsification, since such activity negatively affects all members of the academic community…

I. Responsibilities of Students

Students have the responsibility to encourage and support an atmosphere of academic honesty. To encourage honest and reasonable use of sources, students are expected to utilize appropriate methods of documentation for written word. Students are to recognize that faculty considering written materials will assume such utilization. Students are to do their won work and to make all reasonable efforts to prevent the occurrence of academic dishonesty. They are to set an example for other students be refraining from acts of cheating, plagiarism, or other violations of the Academic Integrity Policy. They are to refrain from aiding or abetting other students in any attempts to violate the Academic Integrity Policy. When acts of academic dishonesty occur, students are to consider means to limit such behavior."


Module I: Cross-Cultural Interactions for International Management Success
Session Topics Geographic Focus Assignments Due
August 30  Course Overview
Introduction to Country- and Regional-Level assignments
Sept 4  Introduction to the Case Method Format
American Trading Corporation Case 
Asia American Trading Corp. Case Discussion 


Hand in case discussion summary sheet

Sept 6  Cultural Dimensions and Value Systems  Global and Asia  • Read Hill Chapt. 3
Sept 11 Doing Business in Malaysia    • Cultural Matrices for  Asia and Malaysia due
• Malaysian and Asian Great Leader reports due (except Japan and China)
Sept 13  Communicating Across Cultures   Global and Asia  • Read The TelSys International Case: A Marriage of Two Cultures?
• Prepare answers to discussion questions for the Telsys   Case
Sept 18 International Negotiating Strategies Global  and Asia  • Teams meet during class time to prepare for the Telsys negotiation session
Sept 20 Telsys-VCG Negotiating Session

Negotiation Debriefing Session 

Asia- Malaysia  • Prepare for The TelSys International Case negotiation
Sept 25 International Staffing  Global • Complete "Are You Fit to Work Abroad?" and bring to class
Sept 27 Doing Business in Latin America  L.A. and Argentina  • Cultural Matrices for Latin America and Argentina due
• Latin American Great Leader reports due
Oct 2  Doing Business in Argentina  Latin America-Argentina • Prepare the Office Equipment Company in Argentina Case Analysis
• Office Equipment Company Case Discussion


Module II: Understanding the Political Economy for International Management Success
Session Topics Geographic Focus Assignments Due
Oct 4  Globalization: Opportunities and Threats  Global  • Read Hill Chapt. 1
Oct 9  Regional Economic Integration -EU, NAFTA, Mercosur, CARICOM, ASEAN, APEC  Regional  Read Hill Chapt. 8
• Bring in relevant article about one regional economic group and be prepared to report
• Western European and Russian Great Leader reports due
Oct 11  An Overview of Country Risk Assessment Global  • Read Hill Chapt. 2
• Read How One Economist Tries to Keep Abreast of Third World Trends
Oct 16  In-class exercise: Cisco Systems Weighs Market Entry into Argentina, China, and Mexico  Global  • Read Cisco Systems Weighs Market Entry into Argentina, China, and Mexico
Oct 18  Mid-term review and Lessons Learned  Global  • Bring questions and list of key lessons learned to class
Oct 23  Midterm Exam  Local  • Prepare for Mid-Term Exam
Oct 25  Introduction to Assessing Opportunities and Risks: Thomas Bata Considers Re-Entry into the Czech Republic  Central and  • Cultural Matrices for Central and Eastern Europe due
• Central and Eastern European Great Leader reports due
Oct 30  Assessing Opportunities and Risks: Thomas Bata Considers Re-Entry into the Czech Republic  Central and Eastern Europe  • Prepare the Bata Case Analysis
• Bata Case Discussion


Module III: International Strategies That Work
Session Topics Geographic Focus Assignments Due
Nov 1 Changing Paradigms of International Competition: Alternative Strategies Global-Japan • Read Hill Chapt. 12
Nov 6  Doing Business in Japan Japan • Cultural Matrices for Japan due
• Japanese Great Leader reports due
Nov 8  Changing Paradigms of International Competition: Alternative Strategies Global-Japan • Prepare case analysis for Black & Decker Confronts Japanese Competition At Home and Abroad
Nov 13  Changing Paradigms of International Competition: Structures and Processes Global-Japan • Read Hill Chapt. 13
Nov 15  The Global Chess Game…Or is it Go? "Western" versus Asian Competition Play Global Games
Nov 20  The Global Chess Game…Or is it Go?  "Western" versus Asian Competition • Read and be prepared to discuss in class, Active Matrix Liquid Crystal Displays: Trade Dispute, in Hill, pp.267-269.
Nov 27  Market Entry Strategies to Fit Firm-Specific Requirements  Global • Read Hill Chapt. 14
• Cultural Matrices for Middle East and Jordan due
• Middle East Great Leader reports due
Nov 29  Market Entry Strategies to Fit Firm-Specific Requirements  Middle East  • Prepare case analysis for Hikma Pharmaceuticals
Dec 4  Market Entry Strategies: Partnerships Strategic Alliances on a Global Scale  Global-China  • Read Hill Chapt. 15
• Cultural Matrices for China due
• Chinese Great Leader reports due
Dec 6  Doing Business in China  China • Prepare case analysis for The Nielsen Case
Dec 11  Course Review and Lessons Learned   Global  • Bring questions and list of key lessons learned to class
Dec 20   Final Exam at 5:30 pm   Local  • Prepare for Final Exam


University of Baltimore
Merrick School of Business
1420 N. Charles Street
Baltimore, Maryland 21201-5779

1 (410) 837-4200