name: simon
subject: How Decisions Are Made In Japanese Firms
B1: Submit
Date: 09/08/2001
Time: 17:55
In western firms,decisions are usually made by few poeple(top managers).In Japanese firms,on the other hand, decisions tend to be made between employers and employees. -Why do Japanese firms adopt this decision-making method? -In terms of decision-making theories,if the method rational? -How about the advantages and disadvantages in practice process?
Taplin,1995,Decision-making and Japan Simon,1960,administrative behavior Hickson,Butler,Cray,Mallory,Wilson,1986,Top decisions Cooke and Slack,1984,Making management decisions
name: Richard Huang
subject: organization behaviour about leadership
B1: Submit
Date: 10/08/2001
Time: 01:18
1.some taiwan stock and electronic companies build new overseas branches in Vietnam,Cambodia or China. These companies need appoint the leaders to control the new branches.
2.because leaders and staff don't have the same company culture and leadership, so in the beginning the leader will face challenge.
3.if the company want to increase the high profit, the first thing is to creat the harmonious working place and build leadership.
4. case studying:maybe will choose Yuanta STOCK COMPANY or Winbond Electronics Corporation to discuss their leadership experience.
1.case in organization behaviour(derek adam-smith and alam peacock) 2.organization behaviour(stephen p. robbins) 3.international business environment and operations(john d. daniel and lee h. radebaugh)
name: LI YUH-YI( Eve)
subject: How does Taiwanese Indurtsries manage a multicultural workforce
in China?
B1: Submit
Date: 10/08/2001
Time: 09:05
1.situation: Even though Taiwanese and Chinese can communicate with each by the same language, mandarin, cross-cultural conflict still become an important issues for Taiwaness industry in China. 2.problem: training, organisation, leaderships , communication , confliction exist in the entire workforce. 3.Some Taiwan industries try to change the strategy by using more local staff to manage the other work force, but still retain some key position for Taiwanese. Some of them try to build suitable punishment and award system. Sometimes these changes might work, sometimes it might not work. 4. This project proposal will try to find which method is the most effective one; Try to provides advices how to benefit from cross cultural instead of eliminate all the differences.
1. Lisa Heecklin, Managing Cultural Differences: Strategies for Competitive Advantage, 1994, p1. 2. Connecting intercultural Communication and Management, Gary, R.Weaver, 2000. 3.Taiwan Investment in China, Affairs Council, Taiwan, 2000.
name: STRATAKIS ALEXANDROS
subject: IT FOR BUSINESS
B1: Submit
Date: 11/08/2001
Time: 14:39
HOW TO CHOOSE IT FOR BUSINESS
WWW.BUINT.COM BOOK:INFORMATION TECHNOLOGY FOR BUSINESS
name: Yin,Chia-Chi
subject: Enterprise resource planning (ERP)
B1: Submit
Date: 12/08/2001
Time: 23:49
What factors can influence the success of practicing ERP.
IT assesment and adoption:a field study
strategy, systemcand intergration:A Handbook for Information Manager
Essentials of Managerment Information system
name: Sarunya Nipitwatthanapon
subject: Retail business war or invasion
B1: Submit
Date: 13/08/2001
Time: 01:43
:Hybermarket 1. Employment - Personnel of the Hypermarket 2. Suppliers and their workers 3. Know how from a multinational company to manage a retail business 4. Price control 5. Indirect invasion
Peter McGoldrick, Cases in Retail Management(London: Longman Group, 1994)
R Cox and P Brittain, Retail Management(London: Longman Group, 1988, 1993) W. Stewart Howe, Retailing Mangement ( London:Machillan Education LTD, 1992)
name: Sarunya Nipitwatthanapon
subject: Retail business war or invasion
B1: Submit
Date: 13/08/2001
Time: 01:44
:Hybermarket 1. Employment - Personnel of the Hypermarket 2. Suppliers and their workers 3. Know how from a multinational company to manage a retail business 4. Price control 5. Indirect invasion
Peter McGoldrick, Cases in Retail Management(London: Longman Group, 1994)
R Cox and P Brittain, Retail Management(London: Longman Group, 1988, 1993)
W. Stewart Howe, Retailing Mangement ( London:Machillan Education LTD, 1992)
name: Aaron
subject: Management in Chinese family businesses
B1: Submit
Date: 14/08/2001
Time: 17:44
The model of the Chinese family business - usually small, low quality - chaos in management 1. recruitment (always recruit relatives, even they have not got the experencesof the area) 2. amlost no rules in some small busineses 3. no marketing reserch, only produce products even the market is full of the same products - problems of the future market 1. The effect of WTO 2. Due to worse management in business, what may happen in the future. 3. In what way shoud they adjust the manegement and how to survive from the competitive market
Also, I will use some references to support the ideas which I give.
HELLO, TEACHER I have no good idea to write this eassy. Could you give me some opinions on my topic? Should I write this topic? Thank you. (niuchuang@hotmail.com)
Niuchuang
Advising family business a practitioner's guide Leach Peter
Controls in a small manufacturing business Moore R.G.
name: Varaiporn Janprasit "oh"
subject: how to success in "Advertising Strategies" : MTV
B1: Submit
Date: 15/08/2001
Time: 01:17
1.Background of MTV 2.Case Study of MTV about advertising campaigns in international market 3.Planing Advertising Campaigns-MTV -determine the target audience -determine specific campaign objectives -determine the budget -determine media strategy -determine the message -determine the campaign approach -determine campaign effectiveness 4.Conclusion
1.International Business (A Strategic Management Approach) by Alan M.Rugman and Richard M.Hodgetts. 2.International Marketing by Michael R.Czinkota and Ilkka A.Ronkainen. 3.http://www.mtv.com
name: YAU Chung Wah (Ken)
subject: How to manage your team to change?
B1: Submit
Date: 15/08/2001
Time: 14:46
1. showing your team the need for change 2. making the team understand the need for change 3. motivating the team to change 4. training up the team for the change
1. International Management (Text and cases)by David H. Holt Susan M. Leshnower <The Dryden Press> 2. Strategic Management (An Introduction to Business and Corporate Strategic) by Paul finlay <Prentice Hall> 3. Behaviour in Organizations (An Experiential Approach) by James B. Lau, A. B. Shani < Von Hoffmann Press, Inc.> 4. Behaviour in Organizations by Terald Greenberg , Rebent A. Baron <Prentice Hall>
name: PANLAPA SRISOGSAI
subject: How to manage impacts of technology in Thailand Bank
B1: Submit
Date: 15/08/2001
Time: 18:47
- Situation of changing from the manpower to the computers - Three areas impacts 1. Staff 2. Organization 3. Customer - How to manage the impacts - Case Study (Thai Farmers Bank in Thailand)
Management and People in Banking,Bryan L.Livy Management in Banking,Helen V Coult
name: Sasikan Aphaiwongs
subject: how training and development is crucial for the organization :
The Siam Commercial Bank
B1: Submit
Date: 15/08/2001
Time: 20:22
1 Goal of training and development 2 Why training and development is needed? 3 Training process of the Siam Commercial Bank 3.1 assessment stage - need assessment - development of training objective - development of criteria for training procedure 3.2 Training stage 3.3 Evaluation stage 4 conclusion
Alan M.Rugman, Richard M.Hodgetts"International Business : A Strategic Management Approach," McGraw-Hill,Inc.,1995 p.330-332
name: huang dien-ju
subject: How can Foxconn succeed in China?
B1: Submit
Date: 30/08/2001
Time: 19:40
Huang Dien-Ju Richard Aug. 29, 2001 How can Foxconn succeed in China? Outline
l Introduction: A group has a leader. Any organization needs a leader to make the decisions, furthermore how to find the best leadership to lead the team that is very important. The suitable leadership can increase the profit, otherwise using the wrong leadership need more cost to cover it.
The new economic environment has been rebuilding in Asia, China especially. China wants to be a new economic country; therefore China has made many changes in the Chinese economic policies such as opening the special economic zones and opening the southeast coastal cities.
Thesis statements: 1. The leader is very important in the organisation. 2. What have been changed in the Chinese investment environment? 3. Why does the company need local managers? 4. Case introduction: Foxconn. Why can Foxconn succeed in leadership? 5. Is centralization better than decentralization?
l Body: A. What have been changed in the Chinese investment environment? B. When did Taiwanese companies begin to invest China? C. How many Taiwanese are working in China?（the number decreases gradually） D. Why does the number of Taiwanese staff decrease gradually in China? E. Why does the company need local managers? F. How to recruit and train the new local managers? G. Case introduction: Foxconn. 1. Foxconn is the largest manufacturer of connectors for use in PCs in Taiwan, and a leading manufacturer of connectors and cable assemblies in the world. 2. There are twenty-four overseas branches in the world. 3. What is the President Guo’s leadership? 4. Why does Foxconn need local managers? 5. How to recruit and train the new managers? H. Why can Foxconn succeed in leadership? I. Is centralization better than decentralization?
l Conclusion: The different leadership must be used in different organisation. One of the good leader’s jobs is to find the best leadership to lead the group. Although there are many successful enterprises in the different markets, no one company can thoroughly copy other companies’ leadership. So the suitable leadership is the key point in successful company.
1.International Business environments and operations(John D.Daniels,Lee H.Readebaugh) 2.Organization Behavior(Stephen P. Robbins)
name: simon
subject: How Decision Are Made In Japanese Firms
B1: Submit
Date: 30/08/2001
Time: 19:59
Introduction: In a Japanese firm, the decision-making stage is a continuous process. Any changes or modifications are slowly, involving all the people who will be affected. Consequently, it is sometimes said that the decisions in Japanese firms are made slowly and inefficient. However, my own view is that it is because many Western managers do not understand the Japanese culture and history correspond to the way of Japanese decision-making. Section1 As Taplin described, in Western companies, strong leadership is expected from the top and this occurs despite the fact that there might not be agreement at the bottom. In the Japanese case, with the processes of nemawashi and uchiawase, decisions tend to be made between employees and employers not just from the top down but also from the bottom up. Although top managers may sometimes float ideas, they are actually discussed and analysed throughout the company and then put forward for ratification at the top once there has been a great deal of discussion at all company levels. This is because: 1.exercising social consensus 2.the need of harmony 3.groupism My own evaluation On the one hand, I think action will be implemented effectively because of the group consensus. As Simon indicated that group behaviour requires the adoption by all members of the group of the same decisions and advises flow not merely from the top downward. On the other hand, Japanese managers have to take a long time to persuade their staff to accept the decision because it usually bases on the overtime work. But in Japan, more and more people tend to have more leisure time and refuse to do the overtime work. Section2 Taplin also described, in Japanese companies, once the employee are out of their offices - their formal context within the company – and are socialising with other company members, the most important decision-making takes place. Whereas the case in Western companies, the responsibility for decision-making is vested in individual persons, who have the power to make decisions, decide and then formally advise people. In many cases, decisions are actually made in formal meetings rather than over informal discussions. This is because: 1.egalitarianism 2.control functions 3.how the workers are viewed as a human resource My own evaluation In many Western cases, the employees are totally ignorant of the goals. This may lead to a great deal of people who do not feel that they have been property consulted, while in Japanese companies, the employees feel they are an important part of the company and therefore work better as a whole. However, because they tend to emphasis consensus rather than rationalisation, sometimes the decisions are emotional. In conclusion, because of the idea of the group consensus and egalitarianism, people in a Japanese company see it as a family. Consequently, Japanese companies can focus on market share to gain a long-term income, while in Western companies, they tend to concentrate on profit maximisation in the present time. Because of this, in some industries, in particular in manufacture industries, Japanese companies are successful and competitive. Yet, in some rapidly changed industries such as the high-tech industry, Japanese companies could not do very well. The reason is that Japanese people’s creativity is often suppressed due to group conformism. As the result of this, Japanese people tend to imitate and copy rather than initiate.
I have list in proposal form.
name: Milli
subject: Marketing Mix
B1: Submit
Date: 31/08/2001
Time: 00:59
-Introduction Brief theory and define "Marketing Mix", What is 4Ps and relate the theory to the Nike product"
-Body (Nike's 4Ps) price, place, product, promotion strategy
-Conclusion The advantages of 4Ps which influence Nike's product.
Principles of Marketing, Kotler Armstrong www.google.com
name: Do Young Kim
subject: What does America's recent movement towards protection policy in
steel industry imply to Posco?
B1: Submit
Date: 31/08/2001
Time: 15:58
1.Introduction 2.Current situation of Korean steel industry 4.Current situation of international steel industry 3.Analysis of Posco's competitiveness in international market 4.America's protection policy in steel industry 5.Criticism on protection policy in steel industry 6.Suggestion of solutions for Posco to deal with protectionism 7.Conclusion
International Business(John D.Daniels & Lee H.Radebaugh,)
more to find out....
name: Boom Sujunya Supwattanakarn
subject: The importance of the interest rate for international business
B1: Submit
Date: 31/08/2001
Time: 16:20
1.Introduction 2.How the interest rate is 3.Effected factors of teinterest rate - inflation - economic situation - politics 4.how the interest rate works in businesses - example of UK business and Thai business 5.Conclusion 6.Bibliography
It is in process.I'm gonna find out some books and articles tomorrow.
name: Kung (A.Khantikarn)
subject: How to do a joint-venture in Thailand
B1: Submit
Date: 31/08/2001
Time: 16:21
1. Introduction 2. Country overview 3. Economic overview 4. Government Policy 5. Laws and Regulations 6. Conclusion
I'm searching informatiion from the website. Can I give to you later? (please)
name: Yau Chung Wah
subject: How to manage your team to change
B1: Submit
Date: 31/08/2001
Time: 19:03
Intro: The world is changing everyday. There is a great improvement in information technology and globalization "push" the world change faster. As a leader, there are many problems in the team should be found out and solve it.
Thesis: There are many problems faced by leaders when there is a change. Leaders should identified and use different ways to solve these problems.
Body:
Problems: 1. Insecurity: change means that your team memebers need to reallocate the job and use different ways to do. Unknown matters will occur for them. 2. Habits: team memebers get used to the way that they did. They will fear the the change will affect their performance. 3. It is not easy for tem memebers to recognize the need for change. 4. Different background (education, culture) will have different attitude towards change.
Suggestions: 1. Set goal or vision: Give team memebers a clear, credible vision. ==> problem 3 2. Individual interviews: Give team memebers individual interviews. Understand their situation and fix the problems ==> problem 1, 2, 3, 4 3. Motivation: ==> problem 1, 2 a. satisfy their wants in success. (Maslow's Hierarchy) b. use reward system to the contributors 4. Train the team memebers for the change ==> problem 1, 2, 4
Concl. Identify the problems, find out the best solutions for your team memebers for the change.
1. International Management (Text and cases)by David H. Holt Susan M. Leshnower <The Dryden Press> 2. Strategic Management (An Introduction to Business and Corporate Strategic) by Paul finlay <Prentice Hall> 3. Behaviour in Organizations (An Experiential Approach) by James B. Lau, A. B. Shani < Von Hoffmann Press, Inc.> 4. Behaviour in Organizations by Terald Greenberg , Rebent A. Baron <Prentice Hall>
name: Sarunya Nipitwatthanapon(Jeab)
subject: Retail business war or invasion in Thailand
B1: Submit
Date: 31/08/2001
Time: 22:24
: Back ground
In mid 1997, the economic crisis began in the Asian region. The problem has affected almost of all Asia and some of Latin countries. The foreign companies in particular from developed countries have brought and invested in Asia at lower costs than they expected.
Retail store can be divided into two types: the first one is traditional retail stores and another one is modern retail stores (self service stores). Asian consumers are more familiar with using retail stores than consumers in developed countries (excluded Japan).
There are 299,000 retail stores in Thailand. Only 1.1 percent are a modern retail stores, such as Macro (Netherlands), carrefour and Big c (France). Especially big company from the UK called “ Tesco lotus”, has an influence and comprehensive market share in Thailand. Moreover, it has a lot of various strategies to invade the Thai market.
: Problems of invasion
The invasion of foreign hypermarkets or big supermarkets has dramatically affected traditional retail stores in Thailand. Traditional retail stores have dropped by approximately 2 percent while hypermarkets have increased more than 5 percent per year. The foreign hypermarkets have more advantages in terms of huge capital, high technologies and better human resources. They have used price war strategies to sustain their market share during the economic downturn, so consumers are getting some benefit from lower prices. The traditional retailers that are the grass root of economics have been forced from the market place. This effect will extend to the macro economy and it will cause Thai retail bankruptcies.
Main problem
: Price control Hypermarkets buy a large amount of goods to get special discount from suppliers, so hypermarkets can sell at lower prices, but it is not true because they need more margin and profit in markets. However, retail must sell at high price because of high costs.
: Closing in traditional retail and suppliers - Most local retail shops have to be closed because they cannot survive amongst high competition from foreign hypermarkets. - Suppliers must be closed due to lack of retail customers.
: Declining Economy - Economy will go down because money flows out from country. - There is a lot of unemployment due to closing in traditional retail
: Solutions
By Government - Regulating - zoning of new hypermarket - time on duty and off duty in hypermarket - Regulating retail prices law - Giving information and improvement in management and marketing - Dispersing loan money for traditional retailers and SMEs - Supporting Thai goods and reduce foreign goods
By Retailers - Retailers have to adapt new technologies and modern management. They should use the advantage of understanding of Thai consumers’ behaviour and culture to compete with big foreign hypermarkets. - Developing in standard of goods, service and location
: Conclusion - Due to open market in Thai policy, government does not have more complete power or regulation, so there will be some laws as soon as in order to protect traditional retail from invading of foreign hypermarket. Moreover, the enactment of these laws must take for a long time in parliament or legislation assembly, so most foreign hypermarket can take more advantage during this time by changing strategies or plans while keeping their hypermarket legal.
Therefore, the best solutions are cooperation between government and traditional retailers. :Government - should give information and improve in retail management and marketing. - should support and promote Thai goods in foreign hypermarkets. - should disperse loan money : Traditional retailers - should have to adjust and adapt new strategies, new technologies and modern management from Western countries. - should develop in standard of goods, service and location
Manager Newspaper:Friday, Auguest 03, 2001,Monday-Wednesday August 06-08,2001
Thaipost Newspaper:Jan 25,2001,Mar 12, 2001, May 18, 2001
The Nation Newpaper:Dec 23, 1999,nov 10,1999
name: PANLAPA SRISOGSAI
subject: How to manage impact of information technology in Thailand Bank
B1: Submit
Date: 31/08/2001
Time: 23:30
I. Introduction Banking system, in Thailand, face the problem of using information technology to work instead of using human.
Thesis statement: The most significant areas that get the impacts from using information technology are staff, organization and customers.
II. Body I. Impact on staff, how to manage impact on staff, case study: TFB A. Job satisfaction B. Psychological impacts C. Health and safety II. Impact on organization, how to manage impact on organization, case study: TFB A. Structure, Authority, Power and Job content B. Personal issues - Employee career ladders - Changes in supervision C. The Manager’s job III. Impact on customers, how to manage customer satisfaction, case study: TFB A. Electronic Banking (Internet Banking, Telephone Banking, Electronic Machine) - Customer adaptation for new technology - Security
III. Conclusion Using information technology give a lot of benefit to human not only customer convenience but also company cost reduction, therefore the bank’s managers should have the best way to manage the impacts from all areas for the effective of changing.
Management and People in Banking,Bryan L.Livy,P101-122 Information Technology for Management,Efraim Turban,P229-232 and P283-315
name: Varaiporn Janprasit (oh)
subject: How to success in "advertising strategy" :MTV
B1: Submit
Date: 01/09/2001
Time: 19:49
Introduction: Advertising as a key component of global marketing and management,trends to change from the past and continues to be very much in a state of flexibility. According to the worldwide, Global medias have tranditionally seen publications and worldwide edition. Included on broadcast side is MTV. MTV as a global medium is profiled in the international business so this global media is more interesting for studying in the international marketplaces.
Company Background: MTV MTV has emerged as a significant globaal medium,with more than 300 million households in more than 80 countries subscribing to its services. Ithave the balance of fashion film, news, competitions and comedy. MTV's global network consists of the main entitles in 5 continents as MTV-USA , MTV-Europe, MTV-Asia, MTV-Australia, MTV-Russia and MTV-Latin Americia.
Key success of MTV ; Planning promotional campaigns The planning promotional campaign occurs ,it consists of the following 6 stages,which usually overlap or take place concurrently, especially after the basic of the campaigns have been agreed on:
1.Determine the target audience The main target market of MTV are young audiences. The age are between 16-34 years old so the advertising campaigns of MTV stress on high quality programing that reflects the tastes and lifestyle of young people.
2.Campaign Objectives The objective of MTV advertising campaigns devide into 2 main areas:overall global objective and regional objective.
3.The Budget MTV is setting the advertising budget by market share, usually need more advertising spending as a percentage of sales.
4.Media Strategy MTV uses 2 criterias in media strategy: the availability of the media in a given market and media habits of the intended audiences.Moreover,the international advertising regulation is the important factor that MTV should be realize because each of countries have different segmentations, culture and lifestyles.According to the MTV networks, it devides into 2 media strategies : Global Media and Regional/Local Media.
5.Promotional Message The message of MTV's advertising focuses on the brand's positioning :"MTV I Like" and build around a song or some well-known music, so that emotional responses to the music are associated with the concept of "MTV".
6.Measurement of Advertising Effectiveness MTV uses 2 principal methods of evaluate advertising : Pretesting in advertising (direct rating) and Post-testing in adverting (Recall tests).
Conclusion: MTV is the most recognized brand in the worldwide so the reason for its success is simple-it reaches the advertising to the directly target audiences and concern with their tastes and lifestyles.
Suggestion: In my opinion,MTV should adapt some planning of advertising. -Promotional message: should adapt their messages by add concept "meaningful" and "distinctive" in the advertising messages. -measurement of advertising effectiveness: MTV might be add the "Laboratory tests" into pretesting in advertising and add "recognition tests" into the process of post-testing in advertising.
1.International Business (A Strategic Management Approach) by Alan M.Rugman and Richard M.Hodgetts. 2.International Marketing by Michael R.Czinkota and Ilkka A.Ronkainen. 3.Principles of Marketing (Second European Edition) by Philip Kotler, Gary Armstrong, John Saunders and Veronica Wong. 4.International Advertising (Communicating Across Cultures) by Barbara Mueller 5. http://www.mtv.com and www.adworld.mtvn.com
name: Varaiporn Janprasit (oh)
subject: How to success in "advertising strategy" :MTV
B1: Submit
Date: 01/09/2001
Time: 19:50
Introduction: Advertising as a key component of global marketing and management,trends to change from the past and continues to be very much in a state of flexibility. According to the worldwide, Global medias have tranditionally seen publications and worldwide edition. Included on broadcast side is MTV. MTV as a global medium is profiled in the international business so this global media is more interesting for studying in the international marketplaces.
Company Background: MTV MTV has emerged as a significant globaal medium,with more than 300 million households in more than 80 countries subscribing to its services. Ithave the balance of fashion film, news, competitions and comedy. MTV's global network consists of the main entitles in 5 continents as MTV-USA , MTV-Europe, MTV-Asia, MTV-Australia, MTV-Russia and MTV-Latin Americia.
Key success of MTV ; Planning promotional campaigns The planning promotional campaign occurs ,it consists of the following 6 stages,which usually overlap or take place concurrently, especially after the basic of the campaigns have been agreed on:
1.Determine the target audience The main target market of MTV are young audiences. The age are between 16-34 years old so the advertising campaigns of MTV stress on high quality programing that reflects the tastes and lifestyle of young people.
2.Campaign Objectives The objective of MTV advertising campaigns devide into 2 main areas:overall global objective and regional objective.
3.The Budget MTV is setting the advertising budget by market share, usually need more advertising spending as a percentage of sales.
4.Media Strategy MTV uses 2 criterias in media strategy: the availability of the media in a given market and media habits of the intended audiences.Moreover,the international advertising regulation is the important factor that MTV should be realize because each of countries have different segmentations, culture and lifestyles.According to the MTV networks, it devides into 2 media strategies : Global Media and Regional/Local Media.
5.Promotional Message The message of MTV's advertising focuses on the brand's positioning :"MTV I Like" and build around a song or some well-known music, so that emotional responses to the music are associated with the concept of "MTV".
6.Measurement of Advertising Effectiveness MTV uses 2 principal methods of evaluate advertising : Pretesting in advertising (direct rating) and Post-testing in adverting (Recall tests).
Conclusion: MTV is the most recognized brand in the worldwide so the reason for its success is simple-it reaches the advertising to the directly target audiences and concern with their tastes and lifestyles.
Suggestion: In my opinion,MTV should adapt some planning of advertising. -Promotional message: should adapt their messages by add concept "meaningful" and "distinctive" in the advertising messages. -measurement of advertising effectiveness: MTV might be add the "Laboratory tests" into pretesting in advertising and add "recognition tests" into the process of post-testing in advertising.
1.International Business (A Strategic Management Approach) by Alan M.Rugman and Richard M.Hodgetts. 2.International Marketing by Michael R.Czinkota and Ilkka A.Ronkainen. 3.Principles of Marketing (Second European Edition) by Philip Kotler, Gary Armstrong, John Saunders and Veronica Wong. 4.International Advertising (Communicating Across Cultures) by Barbara Mueller 5. http://www.mtv.com and http://www.adworld.mtvn.com
name: Varaiporn Janprasit (oh)
subject: How to success in "advertising strategy" :MTV
B1: Submit
Date: 01/09/2001
Time: 19:52
Introduction: Advertising as a key component of global marketing and management,trends to change from the past and continues to be very much in a state of flexibility. According to the worldwide, Global medias have tranditionally seen publications and worldwide edition. Included on broadcast side is MTV. MTV as a global medium is profiled in the international business so this global media is more interesting for studying in the international marketplaces.
Company Background: MTV MTV has emerged as a significant globaal medium,with more than 300 million households in more than 80 countries subscribing to its services. Ithave the balance of fashion film, news, competitions and comedy. MTV's global network consists of the main entitles in 5 continents as MTV-USA , MTV-Europe, MTV-Asia, MTV-Australia, MTV-Russia and MTV-Latin Americia.
Key success of MTV ; Planning promotional campaigns The planning promotional campaign occurs ,it consists of the following 6 stages,which usually overlap or take place concurrently, especially after the basic of the campaigns have been agreed on:
1.Determine the target audience The main target market of MTV are young audiences. The age are between 16-34 years old so the advertising campaigns of MTV stress on high quality programing that reflects the tastes and lifestyle of young people.
2.Campaign Objectives The objective of MTV advertising campaigns devide into 2 main areas:overall global objective and regional objective.
3.The Budget MTV is setting the advertising budget by market share, usually need more advertising spending as a percentage of sales.
4.Media Strategy MTV uses 2 criterias in media strategy: the availability of the media in a given market and media habits of the intended audiences.Moreover,the international advertising regulation is the important factor that MTV should be realize because each of countries have different segmentations, culture and lifestyles.According to the MTV networks, it devides into 2 media strategies : Global Media and Regional/Local Media.
5.Promotional Message The message of MTV's advertising focuses on the brand's positioning :"MTV I Like" and build around a song or some well-known music, so that emotional responses to the music are associated with the concept of "MTV".
6.Measurement of Advertising Effectiveness MTV uses 2 principal methods of evaluate advertising : Pretesting in advertising (direct rating) and Post-testing in adverting (Recall tests).
Conclusion: MTV is the most recognized brand in the worldwide so the reason for its success is simple-it reaches the advertising to the directly target audiences and concern with their tastes and lifestyles.
Suggestion: In my opinion,MTV should adapt some planning of advertising. -Promotional message: should adapt their messages by add concept "meaningful" and "distinctive" in the advertising messages. -Measurement of advertising effectiveness: MTV might be add the "Laboratory tests" into pretesting in advertising and add "recognition tests" into the process of post-testing in advertising.
1.International Business (A Strategic Management Approach) by Alan M.Rugman and Richard M.Hodgetts. 2.International Marketing by Michael R.Czinkota and Ilkka A.Ronkainen. 3.Principles of Marketing (Second European Edition) by Philip Kotler, Gary Armstrong, John Saunders and Veronica Wong. 4.International Advertising (Communicating Across Cultures) by Barbara Mueller 5. http://www.mtv.com and http://www.adworld.mtvn.com
name: sujunya (Boom)
subject: The recruitment of new employees in private organisations
B1: Submit
Date: 03/09/2001
Time: 14:59
1.Introduction 2. Human resource planning - A system of human resource planning - Basic requirements - The assessment of future requirements - Influent factors - steps of planning 4.Recruitment - Why the positions are vacant - Preparing and assessing information - Processing and assessing applications 5. Selecting employees 6.Conclusion 7.Bibliography
the Human resource Management
name: simon
subject: the first draft of section 1
B1: Submit
Date: 07/09/2001
Time: 19:25
How Decision Are Made In Japanese Firms Simon In a Japanese firm, the decision-making stage is a continuous process. Any changes or modifications are slow, involving all the people who will be affected. Consequently, it is sometimes said that the decisions in Japanese firms are made slowly and inefficient. However, my own view is that it is because many Western managers do not understand the Japanese culture and history of the way of Japanese decision-making. Section1 As Taplin (1995:26) described, in a Western company, the top expects the strong leadership although sometimes the bottom might have the different ideas. In the Japanese case, however, " with the processes of nemawashi and uchiawase, decisions tend to be made between employees and employers not just from the top down but also from the bottom up. " In spite of the fact that ideas sometimes might be floated, top managers are actually discuss and analyse them within the whole company and then propose to the top when all company levels have their decisions. This is because: 1.Exercising social consensus According to Taplin (1995:8), in a Japanese group, individuals trust each other and the main way of organising in society has to deal with exercising social consensus. Social control can be brought by social consensus and through compromise and negotiation, so social consensus is an essential part of Japanese society. In Western terms, people are not trusted because Western people believe that all individuals are concerned for themselves, that is the "laws of nature". In Japan, "group consensus takes precedence over any other form of group organisation" because Japanese people emphasis on consensus. Whereas in the West, independence and individuality tend to be far more the norm because Western people emphasis on individual decision-making. 2.The need of harmony In Japan, they always emphasis on harmony and avoid conflict. As the result of this, there is a social law that is based on social relationships rather than impersonal state law there. As described by Doi(1971:20), a Japanese psychologist, there is a sort of psychological dependence called amae in Japan. This is that the safety of the individual can only be guaranteed by belonging to a group. "There exists an understood assumption that the employees in a corporation will be cared for and therefore will be safe as long as they work hard in harmony with the rest of the group and try not to disrupt the stability of the organisation. " That is the reason why all members of the Japanese group are consulted before the decision is made. 3.Groupism As Taplin mentioned, “the main large corporations, loyalty, and the need to work extremely hard and industriousness” make up the Japanese economy. They make themselves to be insiders, with everyone else being outsiders. And they tend to view everything in terms of ‘we’ and harmony, with an evident emphasis on consensus. In the West, however, the individual might be making the decision rather than the group as a whole. ”That perception is translated in the common use of ‘I’ instead of ‘we’. ” We can see from that why the Japanese group wait until everyone has come to an agreement, whether it be dealing with long-term contracts or ordinary business contracts. Now I am going to add some my own evaluation. On the one hand, I think action will be implemented effectively because of the group consensus. As Simon (1960:8) indicated that "group behaviour requires the adoption by all members of the group of the same decisions. " You can imagine ten people intending to co-operate in building a house. If everyone has their own plans, and they do not negotiate on their plans, they might well have no chance to succeed. He also pointed out: Advice flows in all directions through the organisation-not merely from the top downward. Many of the facts that are relevant to decision making are of a rapidly changing nature, ascertainable only at the moment of decision, and often ascertainable only by operative employees. Simon (1960:8) On the other hand, Japanese managers have to take a long time to persuade their staff to accept the decision and it usually bases on the overtime work. That is because that process usually takes place in informal conversation. However, now more and more Japanese people in companies tend to have more leisure time and refuse to do the overtime work.
...
name: Richard Huang
subject: S8-How can Foxcoon succeed in China? Leadership
B1: Submit
Date: 11/09/2001
Time: 03:20
How can Foxcoon succeed in China? Leadership
I. Introduction
“ President, vice-chancellor and boss ”, who are they? He is the leader of countries, universities and companies. Any organization needs leader to make decisions and lead employees to achieve goals. According to Stephen P. Robbins, “ the effective leaders don’t use only single style, they adjust their style to the situation. ”（1998: 382） Therefore, finding the best leadership is the first step for a leader. However, what is leadership? Stephen P. Robbins identifies: “ leadership as the ability to influence a group toward the achievement of goals. ”（1998: 347） So, every leader has to find his own personality traits such as ambition, energy, desire to lead, intelligence and self-confidence; then using these traits to motivate his team members toward the objective.
II. The new Chinese economic environment
At this time the economic structure is changing very fast; some of the evidence shows that the new economic environment has been rebuilding in Asia, China especially. According to John D. Daniels, “ in 1978 the Chinese government launched reforms designed to transfer the Chinese economy on the basis of a new vision－a turning away from central planning, government ownership, and import substitution and a movement toward greater decentralization and opening up of the Chinese economy. ”（1995: 148） It seems that China has prepared to be the new economic country.
Before the economic restructuring, the Chinese government controlled all of the economic policies and local authorities had no right to develop local economy. After the economic restructuring local authorities had opportunities to establish their own economic development plans. Now lots of provinces such as Guangdong, Guangxi, Shanxi and Hubei have fully used their particular advantages to attract many foreign investments. Furthermore, the state-owned enterprises now control approximately half of GNP, it is said that capitalistic economy and opening up the new markets have become the major trend in China.
John D. Daniels explains “since then, the Chinese economy has grown to four times its size in 1978; by 2002, it‘s estimated to be eight times as large as in 1978.”（1995: 149） China has opened some special economic zones such as Shenzhen and Zhuhai and the southeast coastal cities to accelerate the economic development. In 2000 the values of output of the Chinese technological industries were $255 billion; in the meanwhile, China was the third large exported country of technological products. A lot of famous technological companies such as Motorola, Cisco and Intel opened their factories in different cities in China. It would seem, after China entering WTO, there are more and more multinational enterprises include Taiwanese enterprises want to enter the Chinese market.
III. The change of the Taiwanese managers
From 1991 Taiwan and China began the formal cross-strait trades. According to the statistics of the Bureau of Immigration Ministry of Taiwan, the number of Taiwanese who applied to China for business increased sharply by 16,668 from 26,275 to 42,943 between 1993 and 1994. Then the number decreased dramatically by 33,261 from 42,943 to 9,682 between 1994 and 1999. Why did the number go down dramatically? It is generally agreed that companies don’t need to appoint more staffs to the Chinese branches. The most important reasons are cultural difference and labourer’s moral.
Stephen P. Robbins says, “ national culture is an important situational factor determining which leadership style will be most effective. ” (1998: 382) Taiwan and China have different social, economic and political systems; sometimes, the Taiwanese managers are expected conflict between leaders and local labourers and many managers don’t want to work in a foreign country, so these factors may affect the manager’s performance and they may not be longer-range corporate goals. In addition, most excellent expatriate manages give up the chance of working in China because they are worried about families or personal promotions. Therefore, companies are forced to appoint other managers who may have no enough abilities to lead local labourers. Consequentially, the Taiwanese companies need to reduce the number of expatriate managers to improve this situation.
John D. Daniels says “ if top jobs are given only to expatriates, the company may find it difficult to attract and keep good locals. ” (1995: 753) It is widely accepted that if headquarter only promotes expatriates but local employees, local employees may lack of motivation to do their best and lose expectancy of their promotion. Therefore, this is the other reason that company has to reduce the number of expatriate managers. It is said that lower moral with lower performance will directly attack the manager’s leadership; then the whole situations will become worse and worse, finally, the result is that both company and individual are losers.
IV. How to recruit local managers
Companies can’t have any managers to practice the plans; on the other hand, expatriate managers are not very suitable for the Chinese market. So, companies must recruit the new local managers to replace expatriates. Actually, local managers presumably understand local conditions better than expatriates and local managers may take more heeds on long-team objectives. In addition, one of the reasons is that in China companies are easy to find the excellent professional managers.
Companies can promote the excellent local staff to be a leader; this is an effective method to find managers and promote labourer’s moral. Local employees understand the local conditions better than expatriates, they can use the local language to communicate with labourers and negotiate with both community and government. The most important reason is that local manager is an exemplary person for others employees.
Companies also can recruit leaders through the local universities to find the capable personnel. This method can increase the leader’s loyalty and establish the personnel system. Usually, companies donate equipments, provide internships for students or provide student scholarships to build the good relationship with the famous universities for seeking the excellent personnel. For example, from 1992 Motorola began using these methods to recruit and train their engineers in China.
V. Case-introduction: Foxcoon
In 1974 Foxcoon established to produce the plastic products. In 1999 Foxcoon was the largest manufacturer of connectors for using in PCs in Taiwan and a leading manufacturer of connectors and cable assemblies in the world. In 2001 according to Business Week survey, Foxcoon’s ranking is No. 27 in Information Technology Industry in the world. Foxcoon has twenty-four overseas branches such as Shenzhen, Houston, Scotland and Ireland in the world. There are approximately 15,000 employees at Kunshen and Shenzhen factories; by 2003 Foxcoon plans to increase its employees to 30,000. Therefore, how to manage employees and establish the complete personnel systems, it is main project of Foxcoon. Foxcoon has been faced the common manage and leadership problems, but why can Foxcoon succeed in China? Generally, there are three factors in Foxcoon’s success.
Firstly, CEO Mr. Guo has strong ambition to become a leading industry in the world, so this kind leadership can clearly communicate the information that we will be the best to his employees and directly motivate the different level managers toward success. Secondly, Foxcoon has a strict personnel systems; every year Foxcoon has new recruitment plan to eliminate the unsuitable employees not only nationals but also local employees. For example, this second half year, Foxcoon plans to recruit 300 new employees through five parts of tests; in the meanwhile, Foxcoon may fire 300 unsuitable employees. The fair personnel system can effectively promote employee’s moral.
Finally, Foxcoon has a training centre in Shenzhen; in which every year branch managers from several countries are gathered for specific topics. In addition, from 1996, Foxcoon opened New Century Manager Training Course irregularly in the different branches; the purpose is to find the new generation managers. Foxcoon also fully utilizes the Chinese vocational school such as Suizhou Vocational School to recruit the new employees; furthermore, Foxcoon has established its own Mold & Die Institute in Jiangsu and Shanxi to train the technical personnel.
I believe Foxcoon can succeed that leadership is the most important factor. Although some people argue that CEO Mr. Guo use centralization to lead the industry and the company lack of human interest; especially human interest is very important in the Chinese culture, the fact tells us that Foxcoon is successful in business performances.
VI. Conclusion
Stephen P. Robbins explains,” leadership plays a central part in understanding group behaviour, for it’s the leader who usually provides the direction toward goal attainment.”（1995:385） Leader can choose one or several leadership theories to lead group, but “ effective leaders are generally considered consistent or unwavering in their decisions.”（1995:370） Companies have to use the most suitable method to recruit, train and transfer their managers. If company don’t solve the leadership problem, company is difficult to find suitable person can solve company’s problems. Although company’s success need complete teamwork, leader plays the crucial role for success. It is widely accepted that good leader like good captain can safely pilot the ship to the destination.
international business environment and operations organizational behaviour
name: Yau Chung Wah
subject: HOW TO MANAGE A TEAM TO CHANGE
B1: Submit
Date: 14/09/2001
Time: 12:25
HOW TO MANAGE A TEAM TO CHANGE
BY YAU CHUNG WAH (Ken)
September 2001
TABLE OF CONTENTS
____________________________________________________________
I. INTRODUCTION……………………………… p.3
II. PROBLEMS FACED BY LEADERS…………. p.4 - 5
III. THE PROPOSED SOLUTIONS FOR THE PROBLEMS………………………… p.6 - 8
IV. CONCLUSION…………………………………. p.9
V. APPENDIX…………………………………….. p.10
VI. BIBLIOGRAPHY……………………………… p.11
___________________________________________________
I. INTRODUCTION
The world is changing every day. It is obvious that the need for change in every company is becoming bigger. Due to the great improvement in information technology, the rate of changing is pushed much faster. Also, it pushes “globalisation” and creates a different world compared with before. In the past, papers were the main materials to record. However, the amount of data stored by a small, light laptop is the same as the amount of a tome of papers. The change brings advantages and disadvantages to companies. The change makes companies realise that they need to change, especially in their structures and their nature. Therefore, many companies adjust their company policies. It creates a big problem – resistance from the employees. As a team leader, they need to follow the new policy and “force” their team members to follow. It is the most challenging and tough job.
II. PROBLEMS When teams leaders face changes in their companies, they must identify the problems in the first stage.
a. Change will create insecurity among the team members For team members, a change in company policy implies there is a change in job allocation, responsibilities, needs and skills. It makes team members feel insecurity. Sometimes, the change in company policy implies there will be many redundant, especially the company will have to restructure. As every one knows, it is common practice in U.S. companies. Company restructuring can make its value increase. As mentioned by Ron (2001), Morgan Stanley laid off 400 employees world-wide and its stock gained 30 cents in stock markets. Therefore, any change will make the employees feel they are in danger of being laid off. Also, employees will fear the new job allocation, as Jerald Greenberg (1996:560) states: “Employees derive a sense of security from doing things in the same way, knowing who their co-workers will be and to whom they’re supposed to answer from day to day. Disrupting these well-established, comfortable patterns creates unfamiliar conditions, a state of affairs that is often rejected.” b. Change will lead to uncertainties over working condition Everyone believes that practice makes perfect. They believe that work will be easy to do when they have done it for a long time. However, a change in a company will bring a need for team members to change. It will create anxiety about their jobs because they cannot perform as well as before. In some cases, they will worry about their performance, and they might think that the company wants to fire them with an excuse. Also, it takes time to learn new skills for team members to adapt to the new working situations. c. It is difficult for team members to recognise the need There is a hierarchy among team leaders and team members. Team members cannot get whole messages from their leaders due to communication problems. James B. Lau and A. B. (Rami) Shani (1992:280) claim “There are many barriers to communication”. Team members cannot understand the meaning of the change because of different points of view, educational backgrounds and cultures, etc. They may not fully understand the whole story of the change. They think that the change is the instructions from the company and need not understand but must obey. d. People from different backgrounds have different attitudes towards change Jerald Greenberg (1996:560) says, “Some people are more predisposed than others to making changes in their organisations. Research has found that organisations that are most likely to change are those in which the executives are younger, better educated, and have less experience in their organisation.” Most of the companies still have a lot of people working there for a long time. Especially, in Japan, Lucien Elington (1995) says “After World War II, large numbers of Japanese companies began to adopt so-called ‘lifetime employment’”. Therefore, there are many staff working for many years. Most of them are used to the way they did before; they do not want to change any more. III. SOLUTIONS After identifying the main problems, let us discuss the possible solutions.
a. A leader should make a reasonable vision Team leaders should set attainable goals for their teams. Leaders should have insights of the future. They should have ideas of the future, and set difficult but possible goals for their teams. If there is a change, they should have an implicit schedule for their members to attain the goal. They should have clear ideas about the future. As Paul Finay referred to Pascale’s idea (2001:95) “a vision is such that it allows you to act as if you are standing in the future, managing the present from the future”. Also, the goal should be clearly shown to team members. For example, leaders should use the banners, Internet, e-mail and memorandum, etc to show their visions. They can show and remind their team members of the vision. And, they should use briefings, meetings and workshops to share the ideas with team members. A staff from the Giordano Limited Company reported that Peter Lau, who is the CEO in the company, use morning briefings to tell all the sales staff about a vision. Games, question and answer sections, a fashion show and a short briefing are used to show the goals. Such activities ensure all of their team members can understand the vision and make them understand the need for change and details. After setting the goal to change, leaders should invite their team members designing operations of the change. As David H. Holt and Susan M. Leshnower (1998:211) say that it is better to invite employees in “designing strategic changes in the core characteristics”. In other words, leaders should let team members discuss the procedures and the operations of changing. It will make them more loyal to their companies. b. A leader should interview every team member privately Periodical private interviews between leaders and their team members are necessary. During the interviews, leaders can identify their team members’ anxieties and problems. And then, they can explain to them in detail. If the team members are clearer about the plan, they will have less frustration and anxiety. Sometimes, leaders can find some more practical ideas for the change. It is needed to get some feedback after goal setting and modifying the vision. c. A leader should create a respectful working environment James B. Lau and A. B. (Rami) Shani (1992:198,199) say “Maslow (Appendix) assumed that the lower level had to be adequately satisfied the next higher level became an important motivating force”. In other words, a comfortable and safe working condition should be provided for team members and it is the basic needs for human. However, a change will make them worry about their careers. Leaders should respect their team members, give team members more information and accept their opinions. It is a signal for them and makes them more confident of their work. It is one of the ways to motivate them. d. Leader should use reward systems to motivate their team members Also, reward systems should be used for the contributors, who have done something good for the change. Depend on the needs of team members; they can use different ways to reward them. If the team members prefer using money as reward, leaders can try to use profit-sharing systems to motivate them; if the team members prefer satisfaction of the job, leaders can show more appreciation of them and give them more challenging work. James B. Lau and A. B. (Remi) Shani (1992:288) say, “In Frederick Herzberg’s theory, helping individuals use their own internal dynamos – the motivator – can increase both productivity and satisfaction. A manager … … makes efforts to understand what motivates each individual. This can be explored in goal setting, in daily conversions when this appears appropriate, and from watching the behavior of the individual.” e. Leaders should provide suitable training for the change Leaders are the people who know their team members’ abilities most. They can know their team members’ needs from the interviews and they can know what types of training should be offered to their team members. With the help of individual interviews, leaders can identify the problems of skills for team members to change, they can offer and arrange the suitable training for their team members. There are two advantages of that. Firstly, they can make sure that the training is the most suitable for the team members and make the change smoother. Secondly, the team members will have confidence because their leaders trust them and give them the chance to contribute of their abilities. The staff of Giordano Limited Company reported that there are many different types of internal training courses held for shop managers to appoint their sales staff to join when there is a change in design, materials and sales technique. IV. Conclusion It needs the experience of leaders to use different combinations of the proposed solutions depending on the situation. Goal setting has a clear direction of everyone and every team. It is a necessity. However, is it necessary to share with their team members? It depends on the culture of their team members. Also, individual interviews may annoy them and make them worried. Therefore, the use of the methods of solving the problems will depend on the leaders themselves. If team leaders face a change in the company, they should try to identify the problems first. And, they should analyse the problems and find out a series of solutions by their professional experience. A leader should bear in mind that the main role of a leader should be matching the goal of the company and team members. V. APPENDIX Maslow’s Hierarchy of Needs Requiring Fulfillment in a Work Environment 1. Self-actualization (Self-fulfillment)* - the need for self-development 2. Esteem (Ego)* - the need for the getting recognition and confidence 3. Love (Social)* - the need for accepted by others 4. Safety needs - the need for protesting against from danger 5. Physiological - the need for comfortable working environment *Term in parentheses are Douglas McGregor’s, which are more common to use.
VI. BIBLIOGRAPHY 1. Greenberg, Jerald, Robert A. Baron: “Behaviour in organizations: understanding and managing the human side of work” (1996) Prentice-Hall, Inc 2. David H. Holt and Susan M. Leshnower: “International Management: Text and cases” (1998) The Dryden Press 3. James B. Lau and A. B. (Rami) Shani: “Behavior in Organizations An Experiental Approach” 5th Edition (1992) Von Hoffmann Press, Inc. 4. Paul Finlay: “Strategic Management (An Introduction to Business and Corporate Strategic)” Prentice-Hall, Inc. 5. Ron: “Morgan Stanley may cut” (2001)” http://www.financial-planning.com/wwwboard1/messages/ 1964.html 6. Lucien Elington: “Japan's Economy: 21st Century Challenges” (1995) http://www.indiana.edu/~japan/digest8.html
name: WU, HSIN-YI (KITTY)
subject: How to choose and become the next CEO in a company
B1: Submit
Date: 01/09/2002
Time: 19:22
Introduction Why is the group of leadership is becoming important? 1. two reasons 2. the competition come into globalization Points of choosing a CEO 1. keep companies running and get good profit 2. the first step to past first turn is to get a good business performance second is innovation
Case introduction Abstract the event of choosing a new CEO in GE
Body (problems &my opinions) how to find candidates for a company 1. organize a group, plan, how long, when start it (in order to look at ability of candidates) 2. internal or external (give examples of GE, Jih Sun(family company), TSM and FOXCONN) 3. characteristics of CEO Style of leadership 1. what style does GE have Effect of choosing CEO 1. during the transactional leader, the competition have happened between candidates 2. After the company revealed the new CEO
Conclusion (suggestion) The method of transactional leader in GE is good or bed Opinions of TSM’s CEO and what will he do to choosing a CE Different between big and small companies My views about GE
1. WWW.BUSINESS WEEKLY.COM.TW
2. Learning from World Class Companies/Rosalie L.Tung (case GE,hp)
3. Organization Behaviour / John Martin (leadership and organization)