Academic Programmes
Undergraduate
Bachelor of Accounting (BAcc)
Bachelor of Business Administration (BBA)
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Postgraduate
Doctor of Philosophy (Ph. D)
Master of Business Administration (MBA)
Master of Management (MM)
Faculty of Business and Accountancy University of Malaya
Faculty : Business and Accountancy
Department : Business Policy and Strategy
Programme of Study : Bachelor of Business Administration
Bachelor of Accounting
Course Code : CBEB3305
Course Title : International Business Management
Credit Hours : 3
Course Prerequisite(s) / None
Minimum Requirement(s) :
Learning Outcomes : At the end of this course, students should be able to:
1. Explain the developments of international business in the last 100
years.
2. Explain the impact of globalization and ICT on international business.
3. Analyse the international business environment using the SWOT
analysis.
4. Apply knowledge of the functional approach in business to the
international business framework.
5. Synthesize the internal and external environments of international
business in order to comprehend the business strategies of
multinationals.
Synopsis of Course Contents : This course emphasizes the macro aspects of international business,
particularly the external environmental factors. In addition, it explains
the workings of the multinationals, using the functional approach in
elaborating about how multinationals manage the marketing, human
resource, production and other relevant functions. All these are within
the framework of globalization and the information communications
technology which have impacted international business in the last 50 years.
Assessment : Continuous Assessment : 50%
Final Examination : 50%
College of Graduate Study in Management at Khon Kaen University
900 731 International Business Management
Elements of international business management; international business management process; international business strategy
Tuition & Expenses (MBA)
MBA Tuition
Total Tuition
(regardless of whether program
is completed in 1, 1.5 or 2 years)
3,600,000 yen
A one-time admission fee of 130,000 yen is required upon entering the program.
Typical Living Costs (Twelve Months)
International Student Domestic Student Graduate Student Room
Rent and Utilities
(with lodging at AP House)
468,000 yen
Food
360,000 yen
Books and Supplies
240,000 yen
Personal Expenses
144,000 yen
Total
1,212,000 yen
International Career Development
The primary objective of this course is to help students manage and develop their own career in an international business context. In this course, while students are introduced to conceptual framework of career development by learning skills and knowledge necessary for success of their career choice in international environments, the uniqueness of this course lies in the sense that its main focus is on students who participate in this course. They are required to make their career visions, missions, and goals that they want to achieve in the future. In this process, this course will help students deepen to know about themselves regarding their own values, philosophy, career anchors, a preferred way of learning, and strengthens and weaknesses of competencies for an individual success in organizations.
Minimum Qualifications For Admission
The Graduate School of International Management considers individuals with one of the following qualifications to be eligible applicants:(1) Those who hold, or are about to receive, their bachelor’s degree from an accredited four-year college or university and who have completed a minimum of sixteen years of formal schooling.
(2) Those who hold a bachelor’s degree in a country where less than 16 years of formal schooling is required for completion of that degree program and who have one or more years of research experience subsequent to their bachelor’s degree at an academic institution; minimum age of 22. (An official letter attesting to the academic research experience is required as part of the application documents.)
(3) In some cases, those who hold a bachelor’s degree from an educational institution in a country where 15 years of formal schooling is required for completion of that degree program but have no research experience may be regarded as eligible applicants based on their undergraduate performance.
(4) Those who have completed two years of education beyond secondary school (such as junior college or vocational school), have more than two years of work experience, a minimum age of 22, and submit an additional essay on the topic of “unique features of my work experience and how they contribute to the MBA program/E-Business Management Program at IUJ.”
2210: International Trade and Finance
Summer Moto.ITOH
This course covers an advanced level of international trade theories for undergraduate students.
ICS , Graduate School of International Corporate Strategy
[Term 3 & 4] Entrepreneurial Management (M. Korver) (2009/Term 3&4 (Spring&Summer))
This course covers the process of identifying and assessing entrepreneurial opportunities, then conceptualizing and planning an enterprise tasked to capitalize on such an opportunity. Students will work in teams to pick an attractive entrepreneurial opportunity (viz., a new technology, new business area, or innovation in an existing market) and develop a business plan, working through issues of opportunity identification and analysis, management team-building and organization, competitive strategy, marketing and sales, and identifying and obtaining necessary resources. We will introduce frameworks necessary to identify and analyze entrepreneurial opportunities and the elements of companies that can quickly define and dominate an existing or new category of business through innovative strategies or disruptive technology.
Course Structure
The course is designed to provide students with the opportunity to gain practical knowledge in how to identify entrepreneurial opportunities and, with limited resources, transform them into successful enterprises. This knowledge will be gained by:
(1) Studying cases of both successful and unsuccessful entrepreneurial ventures
(2) Learning about and applying analytical frameworks to issues commonly faced by entrepreneurs
(3) Examining in detail what a business plan is designed to do, what it contains, how it is developed and written, what are its uses, how to analyze and evaluate the business plan, and what investors look for in a business plan
(4) Providing an environment where students can collaborate to create their own winning business plans as members of entrepreneurial management teams
(5) Interacting with business plan contest judges and hands-on faculty who have deep and recent experience starting and building companies
Teaching Method
The course consists of two sections. Term 3 (Spring) will primarily cover the items (1) through (3) in the previous paragraph and will culminate in a mid-term examination. Term 4 (Summer) will primarily cover items (4) and (5) and will culminate in a business plan competition. Accordingly, the first section consists of regularly scheduled sessions with a mixture of case studies, lectures, and class discussion. Term 4 (Summer) consists of out-of-class collaboration by the team members on development of a business plan with periodic feedback from the faculty. In addition, guest lectures may be scheduled from time-to-time. The details of the business plan competition will be announced during the first class.
ICS , Graduate School of International Corporate Strategy
[Term 4] The Information Economy (R. Davies) (2009/Term 3&4 (Spring&Summer))
Advances in digital technologies and network services continue to fuel expansion of the information economy. Epitomized by companies such as Amazon, Google, Yahoo!, eBay, Apple, Microsoft, Nokia, NTT DoCoMo, Sony, and Nintendo, the information economy is at the leading edge of new business models for selling products and services, with and without analogues in the traditional economy.
At the center of this evolution are software platform ecosystems, consisting of constellations of mutually dependent communities of businesses and consumers with a symbiotic relationship to one another that create value through the coordinated efforts of their members. Analysis of the underlying economics of these ecosystems provides important insights into business models, product design, pricing structures, and competitive dynamics, as well as the variable nature of the upstream and downstream integration of software platforms with hardware manufacturers, content providers, application and middleware developers, and end users.
These developments have also given rise to profound changes in the retail market, both traditional and virtual, as exemplified in Long Tail economics. The most successful Internet businesses today are capitalizing on new digital technologies that drive demand down the Long Tail distribution curve and create markets of infinite choice for consumers. By applying principles from economics, history, and business analysis to case studies and other media sources, this course aims to identify the fundamental trends that are shaping the information economy, forming new industries, transforming others, and often sweeping away old ones in a wake of “creative destruction.”
Course Structure
The course begins with introductory lectures on (1) the Long Tail, which currently manifests itself largely as an Internet phenomenon, and (2) the underlying features of software platform ecosystems. By mapping these ecosystems, we will discover important principles that influence pricing, design, organization, and the governance of businesses operating in the information economy. Subsequent lessons apply these principles to detailed analyses of some of the most prominent platform-based industries today, including personal computers, smart phones, video games, and digital media (music, movies, and books), identifying sustainable business models and the key technological drivers and revenue streams that lead to profitability. Following an investigation into issues involving copyrights in cyberspace, the focus shifts to an examination of business models that underlie Web-centric services, such as search and advertising, online auctions and payment systems, e-tailing, and social networking. The choice of cases, articles, and topics is updated each year. In the past, the course included cases on Apple iPod/iTunes, Electronic Arts, NetFlix, BitTorrent, Google, Amazon, eBay, NTT DoCoMo, Mobile Felica, and LinkedIn.
Teaching Method
The course will be taught using interactive lectures and class discussions based on assigned cases and other readings. There will be a midterm paper and an in-class final examination (open book), requiring focused analysis of specific industry trends and business models that will allow students to apply insights discovered in class and formulate their own views.
ICS , Graduate School of International Corporate Strategy
[Term 4] Design & Creativity (T. Kamegai) (2009/Term 3&4 (Spring&Summer))
Learning how to be creative is one of the great managerial challenges in the Knowledge Economy. What was once central to companies – price, quality, and much of the left-brain, digitized, analytical work associated with explicit knowledge – is being shipped off to developing countries. The new core competence is increasingly becoming the right brain that smart companies are harnessing to generate top-line growth. The challenge is no longer just making assembly lines run more efficiently, but creating consumer experiences, not just products, and reconceiving entire brand categories, not just adding a few more colors.
Companies are beginning to realize that design is often the path to innovation as well as the source of competitive advantage. Apple and Samsung are recent cases in point. In these creative companies, design is starting to play a key role in connecting with their customers’ emotions, linking R&D labs to consumer needs, recalibrating employee incentives to emphasize creativity, and constructing maps that show the path to innovation. These creative companies mastered a new design thinking and created products that address consumers’ unmet, and often unarticulated, desires. They built an innovation DNA and culture that bring about high success rates, routinely beating competitors.
Course Structure
The course is structured to empower your creative mind by learning the following:
(1) Strategic approaches to create great design
(2) Synergy of visual images and touch/feel
(3) Building creative relationships with others
Teaching Method
The course will be based on “learning by doing.” We will engage in projects and activities that will make use of both your mind and body.