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Course Code: Course Objective:

This course will explore the opportunities and challenges that managers face in global competition. We will deal with companies that operate across country boundaries and the managerial issues in selling and sourcing on a global basis. Globalization is not the same as just doing business in a foreign country; that is, after all, domestic business from the perspective of managers in that country. The importance of establishing supply relationships with foreign sources requires companies to develop competencies in strategic sourcing, purchasing and importation of goods. This course will emphasize the strategic and operational elements of establishing and maintaining global relationships. Emphasis is also given to make the budding HR professionals thoroughly prepared to recognize negotiation situations so as to Plan, Implement, and Complete Successful Negotiations to maximize results.

MIB 402

Credit Units: 04

Learning Outcomes:
As an outcome of this course, students will be able to: Explain the importance of global sourcing in supply chain management Describe the global sourcing process. Understand negotiation strategies and skills between nations Analyse buyer-supplier relationships Develop an insight on the relationship between negotiation and global sourcing

Course Contents:
Module I: Negotiation fundamentals The nature of Negotiation Strategy and Tactics of Distributive Bargaining Integrative Negotiation Negotiation Strategy and Planning Module II: Negotiation sub-processes Perception Cognition and Emotion Communication Finding and using negotiation Power. Influence: Routes to Influence Role of Receivers in Influence Ethics in Negotiation Module III: Negotiation context Relationships in Negotiation: Key Elements in Managing Negotiations within Relationships Parties in Negotiation: Coalitions, The nature of Multi-party negotiation Module IV: Understanding Basics of Global Sourcing Definition, need and relevance of Global Sourcing Evolution of sourcing Purchasing a dynamic profession- origins of purchasing and transition to supply chain management Five major developments- cross functional teams, supply chain and supply networks, supply alliances, strategic sourcing, e-procurement, global sourcing Module V: Types of Global Sourcing Global sourcing of HR, Accounting or Finance Global sourcing of Procurement/Supply Chain

Global sourcing of Innovation Global sourcing Governance: PMO, contracts, key roles Emerging Trends Module VI: International Sourcing Decisions Manufacturing/National brands Private label brands Premium branding International sourcing Costs associated with global sourcing decisions Foreign currency fluctuations Tariffs Free trade zones and Retailing Managerial issues associated with Global sourcing decisions International vendor management Module V: Foundations of Entrepreneurship Development Concept and Need of Entrepreneurship Development Definition of Entrepreneur, Entrepreneurship, Innovation, Invention, Creativity, Business Idea, Opportunities through change. Concepts of Entrepreneur, Manager, Intrapreneur / Corporate Entrepreneur comparative study Roles, Responsibilities, Career opportunities. Entrepreneurship as a career, Entrepreneurship as a style of management, The changing role of the entrepreneur: mid career dilemmas Closing the window: Sustaining Competitiveness Maintaining competitive advantage. (8) Module VII: Theories of Entrepreneurship Innovation Theory by Schumpeter & Imitating Theory of High Achievement by McClelland X-Efficiency Theory by Leibenstein Theory of Profit by Knight Theory of Social change by Everett Hagen (9) Module VIII: Influences on Entrepreneurship Development Entrepreneurial Traits External Influences on Entrepreneurship Development: Socio-Cultural, Political, Economical, Personal. Entrepreneurial culture with special reference to Intrapreneurship / Corporate Entrepreneurship. Entrepreneurial Success and Failure: Reasons and Remedies.

Learning Methods:
Tutorials, Interactive sessions, Case studies, Extensive research projects, Seminars, - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.

Examination Scheme:
Components Weightage (%) C1 10 V 5 A 5 CT 10 EE 70

Text & References:

Cohens, Negotiating Skill for Managers Lacity, M., and Willcocks, L., Global Information Technology Outsourcing: Search for Business Advantage, John Wiley & Sons, Chichester, 2001 Burt, Dobbler,, Starling, TMGH, World Class Supply Management

Spangle M.L. & Isenhart M.W., Negotiation Chary, Production and Operations Management Nicholas, Competitive Manufacturing Management Lewicki, Saunder & Barry, Negotiation Donaldson, T & Werhane P, Ethical Issues in Business Dono Hue & Kolt, Managing Interpersonal Conflict Zartman I.W., The Negotiation Process: Theories and Applications Fleming Peter, Negotiating in a Week