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   Course Title    Comparative Management
Lecturer    Elena Vaculovschi
Institution    International Institute of Management
Country    Moldova


AIM OF THE COURSE

The economic transition which is taking place in the Republic of Moldova nowadays has called to the attention of the society to a series of problems requiring radical restructuring of the system of thinking and economic behavior of persons aimed at establishing efficient and rational economies. The level of competitiveness of Moldavan firms will depend on the ability of managers to apply the best practices of international management, understanding and managing cultural differences. In this context, the course of Comparative Management will be very useful for students that study at the management faculty, as well as for those at other faculties with economic and business profiles.

OBJECTIVES OF THE COURSE

  1. To reveal the main tendencies of competitive management firms of other countries;
  2. To analyze the essential threats of management in the firms of the European Community, Asian countries and North America;
  3. To point out the main differences and similarities, resulting from comparison of management in these countries;
  4. To present the functions, the contents and the methodology of comparative management; the theoretical and methodological basis of know-how transfer;
  5. To develop the capacity of future managers and other specialists of Moldovan economy to understand, assimilate and use the professional managerial elements used by competitive firms of other countries.

ROLE OF THE COURSE IN THE OVERALL DEGREE CURRICULUM

The course of Comparative Management is one of the new courses of the "Business Administration" program at the International Institute of Management. It gives students the opportunity to familiarize themselves with core concepts of culture and their influence upon the performance of firms, with the main theoretical conceptions of know-how transfer, with the methods and techniques for comparative management studies and culture specifics and business/service abroad.

The course of Comparative Management is taught in the last terms of the curricula of the International Institute of Management. This is a short course of 40 hours, which is taught to students after they have studied the obligatory basic economic and management subjects and the basic profiled subjects for the relevant specialty.

COURSE REQUIREMENTS

  • Participation in the classes and presentation of readings for class discussion.
  • Two short tests during the semester.
  • A final essay at the end of the semester

COURSE CONTENT

Lecture/Seminar content

Nr. of hours

Unit I. Theoretical content of comparative management

1.1. Comparative management concepts

  • Definition of comparative management
  • Necessity of comparative management creation and development
  • Brief history
  • Purposes, content and dimensions of comparative management

1.2. Main approaches and models of comparative management

  • Typology of comparative management approaches
  • Main comparative management orientation
  • Major models of comparative management

1.3. Role and functions of comparative management

2

Seminar I. Main approaches and models of comparative management in the international literature

2

Unit II. Comparative management methodology

2.1. Comparative management orientations and particularities

2.2. Methods and techniques for comparative management studies

  • General methods and techniques
  • Nonmetric methods and techniques

2.3. Typology of comparative management studies

2

Seminar II. Applying general and nonmetric methods and techniques

2

Unit III. Management in the European Union

3.1. The European Unionís unique multicultural system of international integration

  • Short evolutive presentation
  • Major characteristics
  • European culture-complex of the national cultural similarities and differences

3.2. Main characteristics of the German, French and British management in a comparative vision

  • General organization of the enterprise management system
  • Participative management decision making processes
  • Personnel motivation
  • Control content and types
  • Production department organization
  • Leadership and organizational approach
  • Managers and leadership style

3.3. Main features of European management

  • Strategy and strategic alliances
  • Remodeling the company organizational system
  • Organizational structure of multinational companies

6

Seminar III. Main characteristics of German management in a comparative perspective

Seminar IV. Main characteristics of French management in a comparative perspective

Seminar V. Main characteristics of British management in a comparative perspective

2

2

2

Unit IV. Asian countriesí management

4.1. General characteristics of Japanese management

4.2. Major characteristics of Japanese enterprise management

  • Specific vision on organization
  • Specific ways to communicate
  • Particularities of organizational structure
  • Life hiring and integration of the hired personnel
  • Wage system and job rotation
  • Continuous Kaizen
  • Main Japanese environmental features

4.3. Doing business with the People's Republic of China, India, Indonesia, Malaysia, the Philippines, South Korea and Singapore.

4

Seminar VI. Main characteristics of Japanese enterprise management

Seminar VII. Main characteristics of the People's Republic of China, India, Indonesia, Malaysia, the Philippines, South Korea and Singapore

 

Unit V. North-American Management

5.1. Management features of the North-American environment

5.2. Particularities of the North-American enterprise management

  • Dynamics of the organizational values and objectives
  • Predominance of the pyramidal organizational structure
  • Integration of the decisional-informational elements
  • Integrated production management
  • Human capital and human resource development
  • Roles of general manager
  • Management trade-union relations

5.3. Tips for doing business and negotiating with Canadians

4

Seminar VIII. Main characteristics of North-American enterprise management

Seminar IX. Tips for doing business and negotiating with Canadians

 

Unit VI. International tendencies in firm management

6.1. Variables which have impact on the enterprises management

6.2. Mutation within firm management

  • Previsional orientation and innovative predominance
  • Flexibility of management systems
  • High motivational managerial methods
  • Management informatization
  • Formative and participative management
  • Management internationalization

6.3. Implications of different management systems of Moldovan firms

2

Seminar X. Implications of different management systems of Moldovan firms

2

Total Houres for Lectures/Seminars

20/20

 

READING LIST

MANDATORY

R. Nath, Comparative management: a regional view, Ballingher, Cambridge, 1988;

F. Trompenaars, Ch. Hampden-Turner, Riding the waves of culture, Pretince Hall, London NY, 1998;

O. Nicolescu, Management Comparat, Editura Economica, Bucuresti,1997;

E. Burdus, Management comparat, editura Economica, Bucuresti,1997;

Ph. R. Harris, R.T. Moran, Managing Cultural Differences, Gulf Publising Company, London, NY, 1996;

G. Hofstede, Managementul structurilor multiculturale, ed. Economica, Bucuresti, 1996;

RECOMMENDED

R. Dore, Intreprindereea Britanica-Intreprinderea Japoneza, Ed. Tehnica, Chisinau, 1998;

Toffler A., Powershift, Ed. Antet, Bucuresti,1995;

Nicolescu O., Noutati in management international, Ed. Tehnica, 1993;

Imai I., Kaizen, Mc Graw Hill Book Company, NY, 1986;

Porter M., Competitive strategy, McGraw Hill, NY, 1980;

Achim M., Antropologie culturala, Napoca Star, Cluj, 1998;

Daft R. L., Management, The Dryden Press, NY, 1997.



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