asian institute of technology school of management sm90.04

ASIAN INSTITUTE OF TECHNOLOGY SCHOOL OF MANAGEMENT

SM90.04 Business Communication 2(2-0) Rationale: Communication skills are of critical importance for executive MBA students in order to manage effectively in the corporate world. Effective communication is the bridge between managers and all others with whom they must interact to be successful in their professional lives. This course examines key business communication concepts and fundamentals, considers techniques and strategies to develop communication skills and provides practical opportunities for students to improve these techniques and skills. Catalog Description: Communication and professionalism; workplace and project-team communication; non-verbal communication; listening skills; effective reports and memos; public speaking and oral reporting; cross-cultural communication; crisis communication. Pre-requisite: None Course Outline:

I. Conceptual Background 1. Concepts of Business Communication 2. Communication and Professionalism 3. Communication in the Workplace, Project Teams

II. Communication Technologies 1. Tools for Written, Oral and Visual Communication 2. Communication Technologies – Applications 3. Future Directions of Technology for Communication

III. International and Cross-cultural Communication 1. Challenges & Goals for Successful Cross-cultural Communication 2. Guidelines and Techniques for International and Cross-cultural

Communication 3. Case Studies in International Communication

IV. Theory & Practice: Teamwork Communication 1. Elements of Interpersonal Communication 2. Criticism, Conflict, Teamwork 3. Communication During Crisis and Change

V. Nonverbal Communication 1. Listening Skills 2. Nonverbal Messages and Feedback 3. Cultural Differences in Nonverbal Communication

VI. Principles of Business Writing 1. Communicating Through Reports 2. Effective Style in Memos and Emails 3. Proposals, Business Plans and Special Reports

VII. Oral Presentation Skills 1. Public Speaking and Oral Reporting 2. Presentation Techniques 3. Oral Presentation Practice

Textbook: A.C. Krizan, P. Merrier, & C. L. Jones:

Business Communication (6th International ed.), Cincinnati, Ohio: South-Western, 2005.

Reference Books: C. Bovee, J. Thill:

Business Communication Today (6th ed.), London: Prentice-Hall, 2000. P.G. Clampitt:

Communicating for Managerial Effectiveness (3rd ed.), Thousand Oaks, CA: Sage, 2005.

M. Guffey: Business Communication: Process and Product, Cincinnati, Ohio: South-Western, 2000.

B. Locker: Business and Administrative Communication (5th ed.), Boston, MA: Irwin/McGraw-Hill, 2000.

Journals: Business Communication Quarterly Journal of Applied Communication Journal of Business Communication Journal of Business and Technical Communication Management Communication Quarterly Grading System: Class Participation/Presentation: 20% Mid-term Exam: 20% Project: 30% Final Exam (open book): 30% Instructor: Dr. N. Dimmitt


SM90.11 International Business - Managerial Perspective, 2(2-0)

Rationale: This course is designed to provide an overview of international business practices and processes. It seeks to help participants in developing attitudes and skills of an effective international manager. Catalog Description: Globalization of Business; Strategy; International Firm; Organizing and Control; International Competitiveness; Political Risk; International Operations; Expatriate Managers; International Marketing; International Financial Management; Internationalization processes.. Pre-requisite: None Course Outline:

I. International Business Environment 1. Political ideologies and risk 2. Economic trends 3. Demographic and social issues 4. Technological changes 5. Legal aspects

II. International Strategy of A Firm

1. Identifying market opportunity 2. Entry modes 3. Localization strategies

III. Organization And Control In International Operations

1. Global, regional and country operations 2. Product, market and function based structures 3. Centralization versus decentralization 4. Control and performance measurement

IV. International Functional Strategies

1. Human resource management 2. Marketing strategy 3. Financial and investment strategies 4. Manufacturing and logistics strategies

V. Implementing Internationalization Processes

1. Industry cluster level 2. Corporate level 3. Business division level 4. Different stages of the value chain

Textbook:

Ball, McCulloch, Ceringer, Minor, McNett: International Business: The Challenge of Global Competition, 11th Edition Reference Books / websites Company websites. Journals and Magazines: The Economist Harvard Business Review Fortune Business Week The Asian Wall Street Journal Grading System: Class participation % Applied project % Case presentation % Final exam % Instructor: SOM Faculty


SM90.14 Strategic Marketing for Products and Services, 2(2-0) Rationale:

In this course the long-term decision making process and the analysis and selection of the competitive position of firms in marketing is discussed. Strategic marketing is the process of creating satisfied customers through the integration of all business functions and through the continuous search for a sustainable competitive advantage. The objective of this course is to develop analytical skills in the formulation and implementation of market driven strategies for an organization. A major theme of this course is the Asian context. The strategies that are successfully pursued in Asia are often different to those in the United States. For example, the notion of relationships are more pronounced or in product policy more companies are successful the imitative strategies. This course offers a forum for the discussion of strategic decision making in this special situation in Asia. Catalog Description:

Strategy, Marketing, Competitive Analysis, Service Marketing, Branding, Product Policy, Consumer Behavior, Pricing, Asian market context, Pre-requisite(s): none Course Outline:

I. Concept of Strategic Marketing

1. Concept of Strategy 2. The Process of Strategic Marketing 3. Developing Marketing Objectives and Goal

II. Strategic Analysis 1. Opportunity Analysis 2. Market Segmentation and Targeting 3. Analyzing Competition

III. Marketing Strategies 1. Product, Service and Branding Strategies 2. Pricing Strategies 3. Marketing Channel Strategies 4. Global Market Strategies

IV. Strategy Formulation, Implementation and Control

1. Strategy Selection 2. Strategic Tools and Game theory 3. Marketing Strategy Reformulation

Textbook:

H.T. Keh, J. Chiang: Strategic Asian Marketing, Pearson; 2004.

Reference Books:

R.A. Kerin, R.A. Peterson: Strategic Marketing Problems: Cases and Comments, 11th Ed., Pearson, 2006.

G. Jain: Marketing: Planning and Strategy, 7th Ed.

Journals and Magazines Harvard Business Review, Journal of Strategic Marketing Grading System:

Class participation: 30% Final exam 35% Project 35% Instructor: Dr. R. Beise-Zee


SM90.07 Governance and Corporate Social Responsibility 2(2-0)

Rationale: This course will investigate current challenges and opportunities facing companies in areas of corporate responsibility and good governance. Through case studies we will examine and critically evaluate contemporary developments in corporate responsibility with respect to environmental protection, community development and employee welfare. Also, the integration of social values into corporate objectives and the balancing of those objectives with responsibility to shareholders and communicating a vision of corporate social responsibility. The purpose of the course is to enable participants to analyze, evaluate, and formulate business decisions in the light of ethical and societal considerations. Catalog Description: Good governance; environmental responsibility; community development; employee welfare; stakeholders; community social responsibility. Pre-requisite: None Course Outline:

I. Conceptual Background 1. The Business Case for CSR 2. The Strategic Context 3. Implementation: The Integration of CSR into Strategy and Culture II. Contemporary Developments in CSR 1. Current Issues and Case Studies 2. Organizational Stakeholders 3. Economic Stakeholders 4. Societal Stakeholders III. Corporate Accountability and Good Governance 1. Corporate Governance Principles 2. Communicating Good Governance and CSR IV. Toward a Responsible Society 1. Corporate Governance and Social Entrepreneurship 2. Stakeholder Relations and Community Development Textbook:: Werther, W.B. and Chandler, D.:

Strategic Corporate Social Responsibility: Stakeholders in a Global Environment. Thousand Oaks, CA: Sage, 2005.

Reference Books: Chryssides, G., & Kaler, J.:

Essentials of Business Ethics. London: McGraw-Hill, 1996. Collins, D. & O' Rourke, T.:

Ethical Dilemmas in Business. Wisconsin: University of Wisconsin, 1994. Donaldson, T. & Gini, A.:

Case Studies in Business Ethics (4th ed.). New Jersey: Prentice Hall, 1995.

Donaldson, T., & Werhane, P.: Ethical Issues in Business - A Philosophical Approach. New Jersey: Prentice Hall, 1996.

Hartman, L.: Perspectives in Business Ethics (2nd ed.). London: McGraw-Hill Higher Education, 2001.

Kotler, P.: Corporate Social Responsibility: Doing the Most Good for Your Company

and Your Cause. London: Wiley & Sons, 2004. Velasquez, M.:

Business Ethics: Concepts and Cases (5th ed.). New Jersey: Prentice Hall, 2001.

Journals: Business Ethics Corporate Social Responsibility Report Business Ethics Quarterly Corporate Conduct Quarterly Ethical Management Ethics in Action Journal of Business Ethics Grading System:

Class assignments: 10% Presentation: 20% Case study project: 30% Final exam (open book): 40% Instructor: Dr. N. Dimmitt


SM90.12 Strategic Analysis 2(2-0) Rationale: Organizations need to understand their external environment to determine the opportunities and threats that they face in global, regional and national contexts. To achieve expected levels of profitability and growth the companies need to analyze and build their strengths and weaknesses to exploit the opportunities and shield from threats. The process of external and internal analysis requires strategic managers to be able to apply latest tools, techniques and frameworks. Catalog Description: External analysis; Macro environment; Industry analysis; competitor analysis; Internal analysis. Pre-requisite: None Course Outline:

I. External and Internal Analysis

1. SWOT framework 2. Impact of opportunities on firm’s performance 3. impact of threats on firm’s performance 4. Defining resources and capabilities 5. Concept of core competence

II. Macro and industry environment

1. Political and regulatory environment 2. Economic environment 3. Social and cultural environment 4. Technological environment 5. Forces shaping industry competition 6. Industry attractiveness

III. Analyzing Resources, Capabilities and Core Competencies 1. Tangible and intangible resources 2. Business and functional level capabilities 3. Analyzing core competencies

IV. Techniques and Frameworks for Analysis 1. Forecasting 2. Trend analysis 3. Scenario writing 4. Five force analysis 5. Competitor’s analysis 6. Value chain analysis

V. Strategies Based on SWOT Analysis 1. Strengths – Opportunities Strategies 2. Strengths – Threats strategies 3. Weaknesses – Opportunities Strategies 4. Weaknesses – Threats Strategies

Textbook: Hill & Jones:

Strategic Management- An Integrated Approach, (7th ed.), Houghton and Mifflin Company, 2007.

Reference Book / website: Company websites. Journals and Magazines: Harvard Business Review; Sloan Management Review; Journal of Business Strategy; Strategic Management Journal

Grading System: Class participation: 20% Case analysis and presentation 20% Company project 40% Final exam 20% Instructors: SOM Faculty


SM90.35 Managerial Accounting, 2(2-0) Rationale: This course aim at developing reasonable skills to understand, evaluate and use financial information aimed at both managers and external stakeholders. Use of accounting information for planning and control is emphasized. This course will be founded on relevant international accounting standards rather than individual country practices. Catalog Description: Conceptual basis of accounting; understanding financial statements- balance sheet, income statement and funds flow statement; financial statement analysis; financial and management accounting; costs and their classification; cost behavior; cost volume profit analysis; cost objects and cost determination; planning and control; control through variance analysis; accounting information for decision making. Pre-requisite(s): None Course Outline: I. Conceptual Basis of Accounting

1. Accounting Evolution 2. Accounting as Measurement and Valuation System

II Financial Statements

1. Balance Sheet 2. Income Statement 3. Flow of Funds

III Financial Statement Analysis

1. Common Size Financial Statements 2. Financial Ratios 3. Uses Financial Statement Information

IV Cost Measurement 1. Costs and Cost Classifications 2. Cost Objects 3. Direct Costs and Overheads

V Cost Behavior 1. Cost-Volume-Profit Relationship 2. Break-even Analysis

VI Cost Information for Management

1. Activity Based Costing 2. Target Costing

VII Planning and Control

1. Use of Standards 2. Budgets 3. Variance Analysis

VII Using Accounting Information for Decision Making

1. Decision Making using Marginal Costs 2. Relevant Costs in Decision Making 3. Income Statement view vs. Income Statement and Balance Sheet view

of Financial Decisions 4. Strategic Cost and financial information analysis.

Textbook: Anthony, Hawkins, Marchant:

Accounting for Management: Text and Cases, McGraw Hill, 2005. References Books: Shank and Govindarajan:

Strategic Cost Management, Free Press, 1993. Journal and Magazines: Accounting Review Management Accounting Journal of Cost Management Web Site: Course website: elearning.som.ait.ac.th Grading System: Mid-Semester exam: 35% Final exam: 35% Project: 30% Instructor(s): Dr. S. Venkatesh


SM90.99 Case Research on Strategic Issues, 3(3-0)

Rationale: An in depth understanding of the past, present and future of a company improves the effectiveness of a manager. The awareness of the strategic issues faced by the company brings a new perspective to the manager and allows him to relate with the rest of the organization. The course will follow the case research methodology involving field work both inside and outside the company. The fieldwork will be conducted within the frameworks for strategic audit, SWOT and industry analysis and will involve interviews, analyzing company and industry reports.

Catalog Description:

Case research; Strategic audit; SWOT analysis; Strategic alternatives Pre-requisite: None Course Outline: I. Direction, Activities and Performance of the Company

1. Governance 2. Mission, vision, goals and ethics policies 3. Activities of the company 4. Key products and/or services 5. Profitability 6. Growth 7. Competitive benchmarks

II. External Environment of the Company

1. Economic 2. Political 3. Legal 4. Technological 5. Social 6. Cultural 7. Industry Environment of the Company

III. Internal Analysis of the Company

1. Structure & culture 2. Human resources 3. Information technology capabilities 4. Research & Development 5. Financial resources 6. Manufacturing Technology 7. Operations & Logistics

8. Marketing & Customer Relations IV. Strategic Issues & Alternatives

1. Key challenges 2. Strategic Alternatives 3. Priority recommendations 4. Implementation

Text Book

Hitt M. A., Ireland R. D., Hoskisson R. E.: Strategic Management: Competitiveness and Globalization, 5th edition, Thomson, South-Western, USA, 2003.

Journals Harvard Business Review Sloan Management Review Journal of Business Strategy Strategic Management Journal

Grading system

A 3 member committee will evaluate the case research report on following

criteria:

Depth of information collected 25% Analysis, interpretation and judgment 25% Creative thinking in developing alternatives 25% Feasibility of recommendations 25%

Instructors: Dr. Winai Wongsurawat