Leadership and Global Strategy Implementation

Group	Teacher	Department	Language
Year 1	Natalia Lorinkova	Dirección de Personas y Organización	ENG

Workload distribution

The student workload is estimated in 3.5-4 hours of individual and/or group work for each class hour.

The course is scheduled in three Modules (21-23 February, 13-14 March and 28-29 March) with an intensive format of 5-hour class per day. Students are expected to prepare the assigned material for each module in advance. Further, between modules students will have to prepare a team assignment.

Course Learning Objectives

The course's overall objective is to develop students' ability to identify the main challenges and courses of action for implementing global strategy as well as their skills for leading in the diverse and multicultural context of contemporary multinational companies (MNCs).

Regarding specific intended learning outcomes, students at the end of the course will:
- Be knowledgeable and able to apply the most relevant frameworks and tools that support top managers in implementing global strategy and leading global companies
- Understand the main characteristics of the different types of global managers (their roles and the skills needed)
- Understand how cultural diversity may affect leadership approaches as well as being more aware of the impact of own culture and the importance of understanding other people's cultures (national and corporate ones).
- Understand the challenges of fostering collaboration among units and leading culturally diverse teams in MNC environment characterized by distance-based interactions
- Have developed a deeper sense of the different avenues to pursue a global career

CONTENT

1. Course content 1. PART ONE: Leadership Challenges of Implementing Global Strategy * A framework for global strategy implementation * The different types of global managers * Embracing the country manager role: cross-cultural challenges * Headquarter-Subsidiary roles in implementing global strategy * Embracing the business and corporate manager roles: the challenges of leading multicultural teams and fostering collaboration among subsidiaries 2. PART TWO: International careers and leading global teams * A framework for leading global teams * Challenges of global teams * A guideline for expatriate careers 3. PART THREE: Managing change in global organizations * The role of organizational design in implementing global strategy: Informal coordination mechanisms and leadership development in global companies * Managing transformational change in a large foreign subsidiary

1. Course content

1. PART ONE: Leadership Challenges of Implementing Global Strategy
* A framework for global strategy implementation
* The different types of global managers
* Embracing the country manager role: cross-cultural challenges
* Headquarter-Subsidiary roles in implementing global strategy
* Embracing the business and corporate manager roles: the challenges of leading multicultural teams and fostering collaboration among subsidiaries

2. PART TWO: International careers and leading global teams
* A framework for leading global teams
* Challenges of global teams
* A guideline for expatriate careers

3. PART THREE: Managing change in global organizations
* The role of organizational design in implementing global strategy: Informal coordination mechanisms and leadership development in global companies
* Managing transformational change in a large foreign subsidiary

Methodology

The course follows an interactive learning approach blending theoretical and applied knowledge. The sessions involve different formats including in-class case discussions and debates, role plays, interactive lectures, team presentations and guest speakers.

The course emphasizes the study of real life situations and case studies. Hence, it is crucial to read and prepare the cases in advance as well as read carefully the assigned readings before each class. Overall, students have the opportunity to look at and discuss global strategy implementation issues in a broad range of companies from different industries and countries.

Description	%
Contribution to class activities	25
Case write-ups	20
TEAM ASSIGNMENTS	30
FINAL EXAM	25

Assessment criteria

CLASS CONTRIBUTIONS AND PARTICIPATION (25%)
Your active participation in class discussions is integral to the design of this course. It is crucial that you prepare the assigned material for every class. Please come prepared with the assigned case and readings.

INDIVIDUAL CASE WRITE-UPS (20%)
Each student will submit a one-page case write-up answering one specific question about the case to be discussed in class. The case write-ups are to be done individually.

TEAM ASSIGNMENTS (30%)
You will be assigned to a team in the first session of the course. Each team is expected to make two assignments on specific topics related to implementing global strategy (guidelines will be provided). Team assignments play an important role in both yours and, importantly, your colleagues' in-class learning experience.

FINAL EXAM (25%)
The final exam will be an individual, open book case write-up. The questions will be offered on the day of the exam. In the final exam, we expect you to apply the tools and concepts covered in the course in your case analysis and recommendations. More details on the final exam will be offered in the last course session.

Bibliography

See the syllabus for detailed bibliography. Recommended books and articles include the following:

BOOKS
- Gehrke, Bettina & Marie-Thérèse Claes (2014). Global Leadership Practices. A Cross- Cultural Management Perspective. New York: Palgrave MacMillan
- Steers, Richard M. & Osland, Joyce S. (2020). Management across Cultures: Challenges, Strategies, and Skills (4th edition). Cambridge, UK: Cambridge University Press

ARTICLES
* Bartlett, C. A., & Ghoshal, S. (2003). What is a global manager? Harvard Business Review, 81(8), 101-108.
* Brett, J., Behfar, K., & Kern, M. C. (2006). "Managing Multicultural Teams?. Harvard Business Review, 84(11), 84-91
* Edmondson, A. C. (2012). Teamwork on the Fly. Harvard Business Review, 90(4), 72-80
* Meyer, E. (2017). Being the Boss in Brussels, Boston, and Beijing: If You Want to Succeed, You'll Need to Adapt. Harvard Business Review, 95(4), 70-77.
* Neeley, T. (2015). Global teams that work. Harvard Business Review, October, 75-81
* Sull, D., Homkes, R. & Sull, Ch. (2015). "Why Strategy Execution Unravels - and What to Do About It?, Harvard Business Review, March, 57-66

Timetable and sections

Group	Teacher	Department
Year 1	Natalia Lorinkova	Dirección de Personas y Organización

Timetable Year 1

From 2024/2/28 to 2024/3/1:
From Wednesday to Friday from 9:00 to 11:00.
From Wednesday to Friday from 11:30 to 13:00.
From Wednesday to Friday from 14:00 to 15:30.

From 2024/3/21 to 2024/3/22:
From Thursday to Friday from 9:00 to 11:00.
From Thursday to Friday from 11:30 to 13:00.
From Thursday to Friday from 14:00 to 15:30.

From 2024/4/11 to 2024/4/12:
From Thursday to Friday from 9:00 to 11:00.
From Thursday to Friday from 11:30 to 13:00.
From Thursday to Friday from 14:00 to 15:30.

Type:	OBL	Curs:	1	Period:	S semester
ECTS Credits:	7 ECTS

Leadership and Global Strategy Implementation (2235.YR.014180.2)

General information

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Prerequisites