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Jiao Tong University MBA-C
MBA-C Course
Earn
your valuable Jiao Tong University MBA-C Certificate before the winter of 2009
at Shanghai Jiao Tong University, one of China’s oldest universities, with a
history of more than 110 years. “Jiao Da" as the University is affectionately
known is one of the most influential Academic institutions in China and many of
China’s leading politicians, intellectuals, scientists and engineers have been
educated at Jiao Tong University.
Now you can gain the valuable MBA-C certificate right on your doorstep, at Jiao Tong University in central Shanghai, close to public transportation and the subway system.
Your Jiao Tong University Certificate will be a real asset on your CV and the attainment of a lot of practical MBA-C knowledge that can be applied almost immediately in your current work environment will be invaluable to your current employer.
Special emphasis is given not only to doing business in China but also on understanding the Chinese business culture, but also to the psychology and methods of the kinds of Chinese business people that you will deal with every day.
The course has been especially designed for senior and middle management staff who have completed their tertiary education or for those who have gained experience by having been employed in Business, Manufacturing, Service Industries, Administration, Finance, Government Agencies and NGO’s. Admission to the course is subject to approval from the Jiao Tong University MBA-C admission committee.
ENTRY REQUIREMENT COLUMN:
College degree and / or min. 3 years qualifying business experience
SPRING #5 COURSE STARTS ON 20 March 2010
(Once a week, on Saturday, from 9:30am to 4:30pm.)
AUTUMN #4 COURSE STARTS ON 28 Nov 2009
(Once a week, on Saturday, from 9:00am to 4:00pm.)
LECTURES ARE CONDUCTED IN THE ENGLISH LANGUAGE
Foreign Professors and Lecturers teach in the English language; they are highly qualified and/or experts in their respective subjects and have extensive business and/or lecturing experience in China.
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Special emphasis on topics relating to China business
How to do business in China?
How to prevent pitfalls in China?
How not to go bust fast in China?
How to resolve problems in China?
How to make a fortune in China?!!!
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COMPREHENSIVE CURRICULUM
The Jiao Tong University's MBA-C study package trains and prepares the business executive-cum-
student for a large variety of Business situations in China and indeed, the world, and prepares
him/her for an accelerated, if not meteoric, rise on the corporate ladder. The planned course-outline
is as featured below.
Please click the particular module for comprehensive syllabus details.
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COURSE SYLLABUS
Doing
business in China; How to make a Fortune; How not to go Bust fast.
Cross-Cultural
Communications in China and around the globe.
Complex
Business Negotiations in China and negotiating effectively
Marketing
in China (1.3 billion customers); Marketing in the rest of the world.
The
Chinese Economy, Business Geography and Business trends in China.
Chinese
Business Law, the Chinese Legal System and how to resolve disputes
fast.
Strategy
and Global Strategic Management
Business
Finance incl. the post 2008 financial meltdown in China and the rest of the
world
Business
Financial Reporting and Control in China and around the Globe.
Managerial
Leadership and Organizational behaviour
Leadership
and Corporate Responsibility
Operations
Management
Project
Management
Human
Resources Management
The
Business Entrepreneur
Building
and Sustaining a Successful Enterprise
Managing
Service Operations
Career
Focus
Disclaimer:
The course syllabus and information as stated above is correct at the time of
compilation. However, course modules and content may be varied by individual
lecturers who may add or subtract what they consider as relevant or as they see
fit.
LUNCH, COFFEE & SNACKS PROVIDED
A Chinese buffet lunch is provided, as are morning & afternoon coffee & tea
Car parking and location map
Convenient car parking is usually available opposite the campus and around nearby roads.
Click for location map in English and Chinese.
COURSE FEE ETC
ON-LINE ENROLLMENT & COURSE FEES
Please enroll on-line
Please click for tuition payment details.
The course fee is only 18,800 RmbY
Book fee, course materials etc. 2,800 RmbY
Enrolment fee (non-refundable) 300 RmbY
Remittances can be made from any bank near you or paid by cash or credit card.
at our office (#106) at 2088 Kai Xuan Road Campus (map) All fees should be settled 2 weeks before course commencement.
DETAILED SYLLABUS:
Doing
business in China; How to make a Fortune; How not to go Bust fast. (BACK TO COURSE
SYLLABUS)
China, the world's oldest and soon to be largest economy now encompasses a quarter of the world's population and is in the midst of a remarkable 30-year-long resurgence. While now the third largest economy in the world today, China is likely to be the most important partner but also a competitor for Western businesses in the coming decades. Its global footprint is shaping patterns of trade and economic diplomacy in the developing world. China's history, state of economic development, environmental challenges and political structure, all pose special challenges but also present golden opportunities for those with vision in business.
The Jiao Tong University MBA-C course has been designed to develop an understanding of the China of today with up-to-date technical notes, outlines of the economic, political, labor, and environmental issues that China is facing. Many new case studies highlight the special managerial challenges and opportunities to International businesses in China today as well as to Chinese companies as they increasingly advance their Global operations.
Cross-Cultural
Communications in China and around the Globe (BACK TO COURSE
SYLLABUS)
Learning objectives and goals
Learn how to manage a multi-cultural team in China.
Develop a leadership style suitable for doing business in China.
Understand Chinese philosophy as applicable to Business.
Become an effective business negotiator in China.
When yes means NO and when No means maybe in China.
Acquire new tools for communication and negotiation in China.
Develop skills and techniques for coaching Chinese employee performance.
Learn how to improve your organization’s performance in China.
Learn effective techniques to resolve conflicts in China.
Complex
business negotiations in China and negotiating effectively (BACK TO COURSE
SYLLABUS)
This
absolutely imperative module will teach the candidate that dynamic strategies
are of the utmost importance in a complex nation such as China. Candidates will
be confronted with case studies involving multi-party lawsuits and
labor-management conflicts to illustrate how negotiators adapt to ever-changing
conditions. Students will also take part in simulations that illustrate key
concepts and experiment with newly acquired techniques.
Special attention is given to openings, closings, and other critical moments in a negotiation. Negotiating with agents and organizations examines the influence of agents on the bargaining process, that is, negotiators who represent interests of parties not at the bargaining table. The challenges of coordinating internal and external negotiations in a variety of settings are explored, among them, sales, business development, and collective bargaining as well as transactional negotiations with dispute resolution. ............................................................................................................................................................................
Large
organizations are especially prone to disputes and litigation - be they with
customers, vendors, regulators, partners or rivals. Managers skilled at
resolving external and internal disputes save costs, preserve relationships, and
contribute significant value to their organizations.
Revealing case histories are presented to develop the candidate’s effectiveness as a negotiator. The unit module will also promote themes, bridging strategy and tactics, theory and practice. It includes a series of exercises to encourage self reflection and develop ability to improvise effectively in the face of unexpected opportunities and potential perils. ............................................................................................................................................................................
Course Content
Topics to be covered are:
* “China in the developing Global Market development?
* Why improving cross-cultural communication is important for business development in today’s China.?
* “The 36 traditional martial strategies in negotiations and their implication in Chinese negotiations tactics.?
* “Influencing in Business communication.?
* “How to be a Leader in business communication in China ?
* “Doing business in China: Why Some Succeed, Why Some Fail?
Marketing
in China and the World. Are1, 3 billion eager customers waiting for
YOU? (BACK TO COURSE
SYLLABUS)
This module inculcates the student on how to effectively design and monitor marketing plans for his/her company; How to effectively develop the market through a thorough understanding of buyer’s priorities and behavior and to create better value and benefits for ever more discerning customers.
Candidates learn to:
Have a better appreciate of the sea-change evolution taking place in marketing, revealing new and exciting opportunities presented by the Internet, interactive and networking sites.
How to take Marketing decisions in the function of Departmental Head or General Manager that is a win/win for all.
How to effectively control various elements in the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs, yet maximizing profitability.
How to market in China:
A large advertising budget is no guarantee for success.
The importance of referrals in China by satisfied buyers.
How to get 1.3 billion and more consumers to buy your product.
The
Chinese Economy, Business Geography and Business trends in China. (BACK TO COURSE
SYLLABUS)
The candidate will get a full and in-depth appreciation of the truly meteoric rise of the Chinese economy in the past 30 years together with projections for the immediate future.
How to benefit from the increasing wealth in the developed eastern part of China.
How to be a Pioneer in the enormous but impoverished West part of China and reap early benefits.
Demographics and growth patterns and trends in a developing economy such as China.
Chinese
Business Law, the Chinese Legal System and how to resolve disputes
fast. (BACK TO COURSE
SYLLABUS)
Introduction to Business and Commercial Law
Course Objectives:
The course introduces basic business law and specific commercial laws of China, as well as components of various international business laws. The goal of the course is to prepare business professionals with the basic framework needed to function in a complex business-legal environment, whether it is in China or their home country, but always with an eye to negotiating in the global arena; knowledge of The course is designed to offer a foundation in the general areas of business law, as well as an overview of the interrelationship between business organizations and the legal environment in which they operate. The class discussion and reading materials relate to important areas of interest for the business professional, including legal systems and commercial law, types of business organizations and their formation and legal requirements for operation. The course also includes an introduction to the various areas of law which business students will face in the future, laws dealing with accounting, banking, contracts, companies and partnerships, insurance, intellectual property, labor, negotiable instruments, and securities. law related to commerce is essential in business.
Course Content:
Company
Law in China
Banking
Law in China
Insurance
Law (China)
Intellectual
Property Law
Legal
Systems and Law
Business/Commercial
Law
Business
Organizations
Business
Contracts
Accounting
Laws
Agency
& Partnerships
Corporate
Formation
Corporate
Consolidation
Corporate
Termination
Corporate
Crimes
Computer
Law
Mergers
& Acquisitions
Employment/Labor
Law
Commercial
Paper Law
Negotiable
Instruments
Alternative
Dispute
Negotiation
of Agreements
International
Business Language
Course
Materials:
Introductory
Guide to Commercial Law
An
Introduction to Business Law
Strategy
and Global Strategic Management (BACK TO COURSE
SYLLABUS)
This module has been designed for those who will be:
Managing a global multinational business, including China
Investing in global multinational businesses via a private equity firm or investment management firm
Consulting to global multinational businesses on business strategies.
Serving as a policymaker who will influence the investment behavior of global multinational companies
The module commences with an effort to dispel the popular myths about globalization, especially around industry trends and the ease of foreign direct investment. New frameworks are provided for on how to maximize a companies?competitive advantage and then diagnose the institutional barriers that the company will have to overcome in succeeding internationally, especially in the post 2008 financial and economic melt-down..
Furthermore, the module will assist students develop the skills for formulating successful strategies and an understanding of:
A firm's operative environment and how to sustain competitive advantages. How to ensure superior value for buyers by designing an optimum configuration of the product mix and functional activities.
How to optimize the opportunities and minimize risks associated with dynamic and uncertain changes in industry and commerce.
Students learn to:
Develop and apply analytical tools and learn how to extrapolate an overall point of view.
Use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time.
Particular attention is paid to competitive positioning; understanding comparative costs; and addressing issues such as cannibalization, network externalities, and globalization.
Some time will be spent dealing with local responsiveness, the most common strategy for dealing with institutional distance. Through this module it will be learnt that companies have a diverse set of options for accommodating their strategy or business model to local host-country conditions.
The Lecturer will also focuses on how to achieve global or regional standardization, the strategy of trying to overcome institutional differences across countries by creating greater cross-border scale economies than country-by-country accommodation would otherwise allow. Here too there is an entire portfolio of innovative approaches that companies can take to. Also, regional strategies are discussed as one of the best way for grouping countries based on shared institutional characteristics.
Then there are strategic possibilities for actually exploiting remaining institutional differences and market barriers across countries. There is an entire portfolio of approaches that companies can take in exploiting remaining market barriers, either through economic arbitrage or cultural arbitrage or institutional arbitrage.
Finally, we will examine frontier issues in global strategic management and examines some of the challenges of simultaneously pursuing local responsiveness, global or regional standardization, and institutional arbitrage.
The course format consists of several case studies plus a company analysis that can be carried out individually or in teams of up to three people. The project allows to further industry or other career interests by selecting a company that is considered suitable and analyzing a single global strategy problem or choice that it faces.
The
Chinese Economy, Business Geography and Business trends in China. (BACK TO COURSE
SYLLABUS)
This course section examines the role of finance in supporting the functional areas of a company, and fosters an understanding of how financial decisions themselves can result in value creation.
Topics covered include:
Basic analytical skills and principles of corporate finance.
The functioning of the revised 2009 capital markets and financial institutions.
Standard techniques of analysis, including capital budgeting, discounted cash flow valuation, and risk analysis.
How to evaluate complex investments.
How to set and execute financial policies within a company.
How to integrate the many financial decisions faced by organizations.
Tools of financial analysis (credit market analysis, option pricing, valuation of interest tax shields, and weighted average cost of capital)
Financial policy choices of companies (whether to finance with debt or equity, distributing cash to shareholders)
Financial market imperfections (costs of financial distress such as the 2008 financial meltdown, transaction costs, information asymmetries, taxes, agency conflicts) Deals and transactions (mergers and acquisitions, leveraged buyouts, hostile takeovers, initial public offerings).
Business
Financial Reporting and Control in China and around the Globe (BACK TO COURSE
SYLLABUS)
Accounting is the primary channel for revealing vital information about the financial status of a business and this course segment renders a broad view of how accurate accounting methods increasingly contribute to the prosperity of an organization.............................................................................................................................................................................
The
candidate will develop a thorough understanding of the concepts and language of
accounting and its?use as an effective tool for monitoring, resource allocation
and communication.
Reading the salient factors in a balance sheet; how to spot anomalies and what questions to ask when evaluating the health of an organization when examining the accounts.
Chinese accounting vs. Western accounting: An historic overview and how a merging of accounting practices is taking place. Accounting for the Chinese Tax authorities Amortization practices and the expensing of capital items.
Managerial
Leadership and Organizational behavior (BACK TO COURSE
SYLLABUS)
This section focuses on how managers can be effective leaders by addressing the human side of an enterprise.
Group culture, its?determinants and behaviors.
Evaluating the performance of employee groups, the constituent individual employees and improve management skills to optimize inherent strengths and eliminating weaknesses of employees.
Establishing productive relationships with peers and seniors over whom the manager has no formal authority.
Develop viable plans for the future success of the organization.
Position the organization to realize these plans.
Motivate people to achieve the plans.
Design effective organizations and monitor them to achieve superior performance.
Design a model for strategic career management.
Leadership
and Corporate Responsibility (BACK TO COURSE
SYLLABUS)
This module will improve the candidate’s understanding of the complex responsibilities facing business leaders today and how personal values can play a critical role in effective leadership..
By way of real life case studies about hard to reach managerial decisions, the legal, ethical, and economic responsibilities of corporate leaders are highlighted. Special attention is paid to management and governance systems which can be applied to promote responsible conduct by companies and their employees.
Operations
Management (BACK TO COURSE
SYLLABUS)
This module is to develop the skills of the candidate to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services. Typical curriculum items:
Process analysis
Cross-functional and cross-company integration
Product development
Information technology
Technology and operations strategy.
Project
Management (BACK TO COURSE
SYLLABUS)
Project management is something we all have to do: some of us professionally, some of us for personal reasons. We manage projects, for instance, when we purchase and install new equipment at our company or when we have our home renovated. At work, projects can become very complex processes with the involvement of tens or hundreds of people, tasks to finish, deadlines to meet, resources to use as efficiently as possible and of course money to spend and spare.
The Project Management module will teach you how to face the challenges of being responsible for the time, resources and financial management of projects. You will learn the fundamentals of project types, structures, supervision, leadership and evaluation tools needed in the context of a project.
More importantly, the course helps you to become your own master, and adopt methods, instruments and style that fit the needs of your own project best. In a practical, active atmosphere, you will learn tools and tricks that top managers use, learn from real-life case studies and discuss your own projects with co-learners and the trainer.
At the Project Management course, you will become familiar with:
The types and
stages of projects
Ways to decide if a
project is worth doing
How to set and
measure the outcome of a project
How
to manage costs and resources, including human resources
How to manage your own and the project team’s
time
Project structures and how they
are different case-by-case
Project
communication including forms and reports
How to include risks and contingencies in your
project plan
The way cultural
differences influence project management
Human
Resources Management (BACK TO COURSE
SYLLABUS)
Managing HR today’s increasingly diverse, dynamic, and complicated environment is more challenging than ever before. In this module, we will explore the challenges managers face in this competitive and rapidly changing environment. Topics include perception, motivation, decision making, delegation, communication, job and organizational design, leadership skills, team-building and office politics.
The module will focus on the practical skills for today’s manager and anyone who hopes to be a manager in the future. To list just a few, the course will help answer the following questions.
How can a manager:
Build a stronger team
inside the office;
Help prevent
misunderstandings in the communication process;
Delegate tasks to subordinates and get better
results;
Prevent group thinking and
encourage creative thinking;
Make the
performance appraisal process more effective and meaningful;
Avoid the traps created by office
politics;
Provide stronger leadership
inside the organization?
The
Business Entrepreneur (BACK TO COURSE
SYLLABUS)
This module addresses the issues faced by managers who wish to turn business opportunities into viable value creating enterprises, and help develop candidates own approaches, guidelines, and skills for being entrepreneurial managers.
The course teaches students how to:
Identify potentially valuable opportunities; how to separate the straw from the chaff.
Obtain the resources necessary to pursue an opportunity and to create an entrepreneurial organization.
Manage an entrepreneurial organization once it has been established.
Grow the business into a sustainable enterprise.
Create value for the organization's stakeholders.
Building
and Sustaining a Successful Enterprise (BACK TO COURSE
SYLLABUS)
This section deals with the establishment and long term management and/or revitalizing of a successful enterprise and is of great benefit to future General Managers, as well as for investors and consultants.
Course Content and Objectives
Vital duties of the General Manager: How to integrate the marketing, product development, operations, strategic planning, financial, and human components of the organization.
Identifiable causes of challenges that a General Manager is likely to face and how to develop action plans for remedial action.
Real life case histories will be employed to highlight common problems occurring relevant to young and budding new companies as well as to more mature organizations.
Hot topics include the eternal question of: How can strong and overbearing competitors be beaten?
How can products be created that have a wide demand and unique characteristics?
What strategy to develop?
What kind of financing to employ for expansion and product development.
How to improve brand value and how to maximize returns?
BACK TO TOP.................................................................................................................................................................................................................................
Managing
post 2008 economic meltdown International Trade and Investment
Companies engaged in commerce and finance across national borders, increasingly face political and economic pressure. In this module trends in international trade and investment are being dealt with. Increasingly, political and economic events abroad shape the opportunities and constraints faced by managers in industries such as investment banking, private equity, fund management, and consulting.
The module teaches about the politics of the global economy and about how companies prosper by understanding those politics, or fail by misjudging them, as so many have done in 2008.. Understanding the politics of globalization is an absolute necessity for anyone at senior management level. Despite the ease with which it is often conducted, doing business across borders is not the same as doing it at home. Rather, it entails a whole new set of managerial challenges: reassessing competitive advantage; evaluating diverse political environments and legal structures; considering the impact of currency fluctuations and trading regimes; and understanding widely disparate cultures and business norms. The purpose of this module is to build a framework of analysis that enables managers to understand the challenges of international trade and investment and to master the opportunities they represent.
Syllabus outlines
Case studies about the foundations of the global economy and the role of companies within it. Discussions focus on the political and economic origins of our current era of globalization and how the rules that constrain and enable firms are changing. The Rules; focus on national policies that shape flows of goods and capital. Using a series of company-based case studies. national regulations, and the tools that firms have available for predicting, avoiding, or even employing the long arm of government policy, are highlighted.
The International Financial Architecture and The Politics and Rules of International Trade, and analysis of institutions at the international level. Informal institutions are explored, such as the standards created by credit rating agencies and the norms promoted by social movements, and formal institutions, such as the WTO, IMF, OECD, and EU, influence the opportunities for success in international finance and trade.
Information-based industries are among the fastest growing segment of international trade. But the trade they entail is new, and the product-information-- relies heavily on systems of contracts and property rights that vary widely across national borders. Firms can best manage the inherent uncertainties in such industries in order to gain a competitive and sustainable advantage in the international marketplace for information-based goods and services. BACK TO TOP
Corporate
Financial Management
This course section is to develop the theoretical and practical tools essential to the execution of a Corporate Financial Officer's (CFO's) job. As a consequence, the course is appropriate for students who intend to pursue a career in finance (e.g., in the finance area of a corporation, or servicing corporate clients in a financial institution, or as an analyst or portfolio manager), or to launch a senior general management career from a finance specialization. The section also serves students who want to develop analytical skills for evaluating strategic and investment decisions.
The course's theme is how CFOs can create value through integrated financial, strategic, and operating decisions, especially after the 2008 financial meltdown. Students gain the knowledge and skills so critical for the CFO by evaluating investment decisions; proposing, assessing, and implementing financial decisions; and evaluating and managing risk. The course introduces advanced valuation techniques and stresses a rigorous understanding of what creates value and why. Although the course is focused on the responsibilities of the CFO and involves advanced analytic techniques, it adopts a general management perspective on the corporate finance function.
Course Content
The first module serves the dual purpose of reviewing fundamental finance principles and mechanics introduced in the heretofore Finance Courses and by introducing new developments, new valuation techniques - including equity cash flows, real option pricing, and cross-border valuation. The Liability and Risk Management module explores the objectives and methods of active risk management programs. The Project Finance section examines structuring and financing problems and opportunities associated with substantial free-standing projects. Throughout the course between a firm's financial decisions and its business strategies will be considered.
BACK TO TOP
Taxation
in Business
Income and wealth taxation, including key concepts and the policy considerations inherent in those concepts are being dealt with. The legal framework encountered at the outset. Holmes' Prediction Theory of the Law - to forecast likely outcomes and reverse engineer actual decisions to better appreciate the pros and cons of cautious and aggressive tax policies. To properly integrate tax factors with other business factors, information will be provided about selected areas of corporate, securities, property and trust law. Several rather sophisticated transactions will be analyzed in order to better understand the integration and weighing of tax considerations with other business considerations.
The definition of income.
Tax vs. financial accounting.
The criteria for deductions.
Executive compensation policies, including tax sheltered investments and abusive tax shelters.
The choice of form of business organization, including the use and abuse of the corporate entity.
Incorporation, including capital structure and the occasionally vague boundary lines between debt and equity.
Corporate distribution, including cash, property, stock dividends, redemptions and liquidations.
Corporate combinations, including "tax-free" mergers, stock and asset acquisitions and recapitalizations.
Wealth transfers.
BACK TO TOP
Business
Negotiation Skills
This component focuses on developing negotiation skills and analysis. At its core are carefully structured negotiation exercises. Students learn:
How to effectively negotiate through the use of exercises, case studies, readings, and videos.
How to engender external and internal negotiation becomes a way of life for effective managers.
BACK TO TOP
Government,
the International Economy and Business
This component introduces tools for studying the economic environment of business to help managers manage the implications for their companies. Students will learn the impact of:
National income and balance of payment accounting
Exchange rate theory
Political regimes
An examination of gains and problems arising from regional global integration, and especially the recent collapse of International Financial markets as well as:
International trade after the 1908 financial meltdown.
Foreign direct investment
Portfolio capital
Global environmental issues
BACK TO TOP
Managing
International Trade and Investment
This course segment is about the politics of the post 2008 Global economy and about how firms prosper by understanding those politics, or fail by misunderstanding them. Increasingly, political and economic events abroad shape the opportunities and constraints faced by managers in industries such as investment banking, private equity, fund management, and consulting.
Understanding the politics of globalization may once have been a luxury; it is now, for most high-level managers, a necessity. Despite the ease with which it is often conducted, doing business across borders is not the same as doing it at home. Rather, it entails a whole new set of managerial challenges: reassessing competitive advantage; evaluating diverse political environments and legal structures; considering the impact of currency fluctuations and trading regimes; and understanding widely disparate cultures and business norms. The purpose of this course is to build a framework of analysis that enables managers to understand the challenges of international trade and investment and to master the opportunities they represent. The course framework of analysis is based on a systematic evaluation of the informal and formal rules that define markets for goods, services, and capital.
Course Content
Firms in the Global Economy: a series of readings and case studies that deal with the foundations of the global economy and the role of firms within it. Discussions focus on the political and economic origins of our current era of globalization and how the post 2008 rules that constrain and enable firms are changing.
The Rules of the Game: focuses on national policies that shape flows of goods and capital. Using a series of company-based case studies, different logics of national regulation are investigated, and the tools that firm have available for predicting, employing or avoiding, the long arm of government policy. The post 2008 International Financial Architecture and the Politics and Rules of International Trade, shift the analysis to institutions at the international level. Informal institutions, such as the standards created by credit rating agencies and the norms promoted by social movements, and how formal institutions, such as the WTO, IMF, OECD, and EU, influence the opportunities for success in international finance and trade.
Post 2008 International Trade and Investment in the Information age. Information-based industries are among the fastest growing segment of international trade. Product information relies heavily on systems of contracts and property rights that vary widely across national borders. Special attention will be paid on how firms can best manage the inherent uncertainties in such industries in order to gain a competitive and sustainable advantage in the international marketplace for information-based goods and services.
BACK TO TOP
Managing
Service Operations(BACK TO COURSE
SYLLABUS)
The “Managing Service Operations?module focuses on how firms can deliver excellent service while achieving business success.
This involves an excellent understanding of customers, competitors, and the firm's internal procedures..
The module investigates how to manage firms in order to achieve lasting service excellence.
Service excellence can only be sustained when additional value is added for owners, employees, and clients.
The section is especially appropriate for those planning to work in service firms and for those employed in companies that analyze or provide support to service businesses, such as consulting, advisers or financial firms.
The module is focusing on consumer services, with only modest attention to business services.
An important aspect of the module is the exploration as to how managers of financial services, hospitality, and retail companies government, health care and the like can influence customers, employees, and designers to create and generate value, tailor made to neds of the customer. Current practice reveals a lack of widespread understanding of effective service management. It is well known that in virtually every industry customer service costs have increased while customer satisfaction decreased.
This module takes the position that there is an enormous potential to improve services organizations.
THE FUNDAMENTALS OF SERVICE ORGANISATIONS
This section introduces students to the "basics" of service management and covers topics like yield management, after-sales service, and queuing. A basic understanding of these topics is desirable for all service managers.
Module Content:
1. The Customer Operating Role: In many services, customers have an operating role. E.g.: customers perform tasks that traditionally were performed by employees. This chapter explores this aspect of service operations and the attendant challenges it imposes on service operations. Hence, understanding and learning how to influence customer operating behavior is central to service operations and a central theme in this chapter.
2. Designing Sustainable Service Models: This chapter addresses the challenge of designing sustainable service models: services that simultaneously produce value for customers, employees, and owners. Principles of effective service design will be developed through a series of successful and unsuccessful case studies.
Analyzing the efficacy of existing services will be carried out as well as how to develop new services. 3. Translating Service Models to Service Operations: Performance management systems play a crucial role in determining operational performance. This module focuses on the design of measurement, incentive, and reporting systems for delivering service excellence by examining multiple service programs where performance measurement systems were used advantageously or or ineffectively.
4. Improvement of Client relations staff: Continuous monitoring and improvement should be the norm rather than the exception. This module takes the view that companies can improve their service operations by exploiting systematically the vast and increasing amount of information: data on transactions, customers, stores, competitors - While the sheer volume of data has increased its influence on top-management has remained relatively constant. This section proposes a structure for how to approach data analysis, commencing with how to perform relevant analysis, how and who to ask questions and how to interpret results.
More importantly, how to convince decision makers of proposed course changes to improve the performance of the service organization.
BACK TO TOP
Career
Focus(BACK TO COURSE
SYLLABUS)
this module will improve the competence of candidates who will be responsible for leading and managing a group of people by increasing their competence in working across a wide variety of group settings mid level managers usually take responsibility for leading a small group of people. Their success depends to a large extent on their ability to enhance the performance of each individual group member, and to foster the appropriate amount and type of coordination among all members. Effective group leaders leverage the skills, talents, and insights of group members, guiding the group to accomplish far more than members could achieve by working independently. Many dysfunctional groups, however, do the opposite, wasting or even undercutting members' contributions. This module will help identify the common problems that groups encounter along with the actions that group leaders (or members) can take to avoid or remedy these problems. In doing so, the course will sort through the widespread myths and misconceptions about teams that often stand in the way of effective teamwork, even as teams become a way of life in many organizations.
1) Creating the Conditions for Optimal Team functioning The goal of this module is to develop an understanding of the enabling conditions that maximize a team's chances of success. The module will focus on how leaders can assemble and launch effective teams by putting into place appropriate contextual conditions, structures, members, and task assignments.
2) Diagnosing and Remedying Team Dynamics The first goal of this module is to provide conceptual guidelines for diagnosing team dynamics and determining one's strategic options as a manager for intervening to improve these dynamics. We will identify the problems that most frequently disrupt team members' interactions, and the underlying sources of these problems. The second goal is to impart practical interpersonal skills for implementing effective interventions in group situations.
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REFUNDS
Tuition fees may be submitted by cash or local bank card. With the original receipt, a refund in full can be made if the prospective student notifies us in writing of his/her withdrawal from the course two weeks before the commencement date. After that date and before course commencement, 80% can be refunded. No refunds after course commencement for whatever reason.
For inquiry, please contact us at (86 21) 50813383 or 6448 1768, or send email to china-studies@hotmail.com
Now you can gain the valuable MBA-C certificate right on your doorstep, at Jiao Tong University in central Shanghai, close to public transportation and the subway system.
Your Jiao Tong University Certificate will be a real asset on your CV and the attainment of a lot of practical MBA-C knowledge that can be applied almost immediately in your current work environment will be invaluable to your current employer.
Special emphasis is given not only to doing business in China but also on understanding the Chinese business culture, but also to the psychology and methods of the kinds of Chinese business people that you will deal with every day.
The course has been especially designed for senior and middle management staff who have completed their tertiary education or for those who have gained experience by having been employed in Business, Manufacturing, Service Industries, Administration, Finance, Government Agencies and NGO’s. Admission to the course is subject to approval from the Jiao Tong University MBA-C admission committee.
ENTRY REQUIREMENT COLUMN:
College degree and / or min. 3 years qualifying business experience
CALENDAR
SUMMER #7 COURSE STARTS ON 18 September 2010
(Once a week, on Saturday, from 9:30am to 4:30pm.)
SPRING #6 COURSE STARTS ON
22 MAY
2010
(Once a week, on Saturday, from 9:00am to 4:00pm.)
(Summer recess: Mid-July and August)
SPRING #5 COURSE STARTS ON 20 March 2010
(Once a week, on Saturday, from 9:30am to 4:30pm.)
AUTUMN #4 COURSE STARTS ON 28 Nov 2009
(Once a week, on Saturday, from 9:00am to 4:00pm.)
LECTURES ARE CONDUCTED IN THE ENGLISH LANGUAGE
Foreign Professors and Lecturers teach in the English language; they are highly qualified and/or experts in their respective subjects and have extensive business and/or lecturing experience in China.
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Special emphasis on topics relating to China business
How to do business in China?
How to prevent pitfalls in China?
How not to go bust fast in China?
How to resolve problems in China?
How to make a fortune in China?!!!
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COMPREHENSIVE CURRICULUM
The Jiao Tong University's MBA-C study package trains and prepares the business executive-cum-
student for a large variety of Business situations in China and indeed, the world, and prepares
him/her for an accelerated, if not meteoric, rise on the corporate ladder. The planned course-outline
is as featured below.
Please click the particular module for comprehensive syllabus details.
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LUNCH, COFFEE & SNACKS PROVIDED
A Chinese buffet lunch is provided, as are morning & afternoon coffee & tea
Car parking and location map
Convenient car parking is usually available opposite the campus and around nearby roads.
Click for location map in English and Chinese.
COURSE FEE ETC
ON-LINE ENROLLMENT & COURSE FEES
Please enroll on-line
Please click for tuition payment details.
The course fee is only 18,800 RmbY
Book fee, course materials etc. 2,800 RmbY
Enrolment fee (non-refundable) 300 RmbY
Remittances can be made from any bank near you or paid by cash or credit card.
at our office (#106) at 2088 Kai Xuan Road Campus (map) All fees should be settled 2 weeks before course commencement.
DETAILED SYLLABUS:
China, the world's oldest and soon to be largest economy now encompasses a quarter of the world's population and is in the midst of a remarkable 30-year-long resurgence. While now the third largest economy in the world today, China is likely to be the most important partner but also a competitor for Western businesses in the coming decades. Its global footprint is shaping patterns of trade and economic diplomacy in the developing world. China's history, state of economic development, environmental challenges and political structure, all pose special challenges but also present golden opportunities for those with vision in business.
The Jiao Tong University MBA-C course has been designed to develop an understanding of the China of today with up-to-date technical notes, outlines of the economic, political, labor, and environmental issues that China is facing. Many new case studies highlight the special managerial challenges and opportunities to International businesses in China today as well as to Chinese companies as they increasingly advance their Global operations.
Learn how to manage a multi-cultural team in China.
Develop a leadership style suitable for doing business in China.
Understand Chinese philosophy as applicable to Business.
Become an effective business negotiator in China.
When yes means NO and when No means maybe in China.
Acquire new tools for communication and negotiation in China.
Develop skills and techniques for coaching Chinese employee performance.
Learn how to improve your organization’s performance in China.
Learn effective techniques to resolve conflicts in China.
Special attention is given to openings, closings, and other critical moments in a negotiation. Negotiating with agents and organizations examines the influence of agents on the bargaining process, that is, negotiators who represent interests of parties not at the bargaining table. The challenges of coordinating internal and external negotiations in a variety of settings are explored, among them, sales, business development, and collective bargaining as well as transactional negotiations with dispute resolution.
Revealing case histories are presented to develop the candidate’s effectiveness as a negotiator. The unit module will also promote themes, bridging strategy and tactics, theory and practice. It includes a series of exercises to encourage self reflection and develop ability to improvise effectively in the face of unexpected opportunities and potential perils.
Topics to be covered are:
* “China in the developing Global Market development?
* Why improving cross-cultural communication is important for business development in today’s China.?
* “The 36 traditional martial strategies in negotiations and their implication in Chinese negotiations tactics.?
* “Influencing in Business communication.?
* “How to be a Leader in business communication in China ?
* “Doing business in China: Why Some Succeed, Why Some Fail?
This module inculcates the student on how to effectively design and monitor marketing plans for his/her company; How to effectively develop the market through a thorough understanding of buyer’s priorities and behavior and to create better value and benefits for ever more discerning customers.
Candidates learn to:
Have a better appreciate of the sea-change evolution taking place in marketing, revealing new and exciting opportunities presented by the Internet, interactive and networking sites.
How to take Marketing decisions in the function of Departmental Head or General Manager that is a win/win for all.
How to effectively control various elements in the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs, yet maximizing profitability.
How to market in China:
A large advertising budget is no guarantee for success.
The importance of referrals in China by satisfied buyers.
How to get 1.3 billion and more consumers to buy your product.
The candidate will get a full and in-depth appreciation of the truly meteoric rise of the Chinese economy in the past 30 years together with projections for the immediate future.
How to benefit from the increasing wealth in the developed eastern part of China.
How to be a Pioneer in the enormous but impoverished West part of China and reap early benefits.
Demographics and growth patterns and trends in a developing economy such as China.
Introduction to Business and Commercial Law
Course Objectives:
The course introduces basic business law and specific commercial laws of China, as well as components of various international business laws. The goal of the course is to prepare business professionals with the basic framework needed to function in a complex business-legal environment, whether it is in China or their home country, but always with an eye to negotiating in the global arena; knowledge of The course is designed to offer a foundation in the general areas of business law, as well as an overview of the interrelationship between business organizations and the legal environment in which they operate. The class discussion and reading materials relate to important areas of interest for the business professional, including legal systems and commercial law, types of business organizations and their formation and legal requirements for operation. The course also includes an introduction to the various areas of law which business students will face in the future, laws dealing with accounting, banking, contracts, companies and partnerships, insurance, intellectual property, labor, negotiable instruments, and securities. law related to commerce is essential in business.
Course Content:
This module has been designed for those who will be:
Managing a global multinational business, including China
Investing in global multinational businesses via a private equity firm or investment management firm
Consulting to global multinational businesses on business strategies.
Serving as a policymaker who will influence the investment behavior of global multinational companies
The module commences with an effort to dispel the popular myths about globalization, especially around industry trends and the ease of foreign direct investment. New frameworks are provided for on how to maximize a companies?competitive advantage and then diagnose the institutional barriers that the company will have to overcome in succeeding internationally, especially in the post 2008 financial and economic melt-down..
Furthermore, the module will assist students develop the skills for formulating successful strategies and an understanding of:
A firm's operative environment and how to sustain competitive advantages. How to ensure superior value for buyers by designing an optimum configuration of the product mix and functional activities.
How to optimize the opportunities and minimize risks associated with dynamic and uncertain changes in industry and commerce.
Students learn to:
Develop and apply analytical tools and learn how to extrapolate an overall point of view.
Use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time.
Particular attention is paid to competitive positioning; understanding comparative costs; and addressing issues such as cannibalization, network externalities, and globalization.
Some time will be spent dealing with local responsiveness, the most common strategy for dealing with institutional distance. Through this module it will be learnt that companies have a diverse set of options for accommodating their strategy or business model to local host-country conditions.
The Lecturer will also focuses on how to achieve global or regional standardization, the strategy of trying to overcome institutional differences across countries by creating greater cross-border scale economies than country-by-country accommodation would otherwise allow. Here too there is an entire portfolio of innovative approaches that companies can take to. Also, regional strategies are discussed as one of the best way for grouping countries based on shared institutional characteristics.
Then there are strategic possibilities for actually exploiting remaining institutional differences and market barriers across countries. There is an entire portfolio of approaches that companies can take in exploiting remaining market barriers, either through economic arbitrage or cultural arbitrage or institutional arbitrage.
Finally, we will examine frontier issues in global strategic management and examines some of the challenges of simultaneously pursuing local responsiveness, global or regional standardization, and institutional arbitrage.
The course format consists of several case studies plus a company analysis that can be carried out individually or in teams of up to three people. The project allows to further industry or other career interests by selecting a company that is considered suitable and analyzing a single global strategy problem or choice that it faces.
This course section examines the role of finance in supporting the functional areas of a company, and fosters an understanding of how financial decisions themselves can result in value creation.
Topics covered include:
Basic analytical skills and principles of corporate finance.
The functioning of the revised 2009 capital markets and financial institutions.
Standard techniques of analysis, including capital budgeting, discounted cash flow valuation, and risk analysis.
How to evaluate complex investments.
How to set and execute financial policies within a company.
How to integrate the many financial decisions faced by organizations.
Tools of financial analysis (credit market analysis, option pricing, valuation of interest tax shields, and weighted average cost of capital)
Financial policy choices of companies (whether to finance with debt or equity, distributing cash to shareholders)
Financial market imperfections (costs of financial distress such as the 2008 financial meltdown, transaction costs, information asymmetries, taxes, agency conflicts) Deals and transactions (mergers and acquisitions, leveraged buyouts, hostile takeovers, initial public offerings).
Accounting is the primary channel for revealing vital information about the financial status of a business and this course segment renders a broad view of how accurate accounting methods increasingly contribute to the prosperity of an organization.
Reading the salient factors in a balance sheet; how to spot anomalies and what questions to ask when evaluating the health of an organization when examining the accounts.
Chinese accounting vs. Western accounting: An historic overview and how a merging of accounting practices is taking place. Accounting for the Chinese Tax authorities Amortization practices and the expensing of capital items.
This section focuses on how managers can be effective leaders by addressing the human side of an enterprise.
Group culture, its?determinants and behaviors.
Evaluating the performance of employee groups, the constituent individual employees and improve management skills to optimize inherent strengths and eliminating weaknesses of employees.
Establishing productive relationships with peers and seniors over whom the manager has no formal authority.
Develop viable plans for the future success of the organization.
Position the organization to realize these plans.
Motivate people to achieve the plans.
Design effective organizations and monitor them to achieve superior performance.
Design a model for strategic career management.
This module will improve the candidate’s understanding of the complex responsibilities facing business leaders today and how personal values can play a critical role in effective leadership..
By way of real life case studies about hard to reach managerial decisions, the legal, ethical, and economic responsibilities of corporate leaders are highlighted. Special attention is paid to management and governance systems which can be applied to promote responsible conduct by companies and their employees.
This module is to develop the skills of the candidate to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services. Typical curriculum items:
Process analysis
Cross-functional and cross-company integration
Product development
Information technology
Technology and operations strategy.
Project management is something we all have to do: some of us professionally, some of us for personal reasons. We manage projects, for instance, when we purchase and install new equipment at our company or when we have our home renovated. At work, projects can become very complex processes with the involvement of tens or hundreds of people, tasks to finish, deadlines to meet, resources to use as efficiently as possible and of course money to spend and spare.
The Project Management module will teach you how to face the challenges of being responsible for the time, resources and financial management of projects. You will learn the fundamentals of project types, structures, supervision, leadership and evaluation tools needed in the context of a project.
More importantly, the course helps you to become your own master, and adopt methods, instruments and style that fit the needs of your own project best. In a practical, active atmosphere, you will learn tools and tricks that top managers use, learn from real-life case studies and discuss your own projects with co-learners and the trainer.
At the Project Management course, you will become familiar with:
The types and
stages of projects Ways to decide if a
project is worth doing How to set and
measure the outcome of a project How
to manage costs and resources, including human resources How to manage your own and the project team’s
time Project structures and how they
are different case-by-case Project
communication including forms and reports How to include risks and contingencies in your
project plan The way cultural
differences influence project managementManaging HR today’s increasingly diverse, dynamic, and complicated environment is more challenging than ever before. In this module, we will explore the challenges managers face in this competitive and rapidly changing environment. Topics include perception, motivation, decision making, delegation, communication, job and organizational design, leadership skills, team-building and office politics.
The module will focus on the practical skills for today’s manager and anyone who hopes to be a manager in the future. To list just a few, the course will help answer the following questions.
How can a manager:
Build a stronger team
inside the office; Help prevent
misunderstandings in the communication process; Delegate tasks to subordinates and get better
results; Prevent group thinking and
encourage creative thinking; Make the
performance appraisal process more effective and meaningful; Avoid the traps created by office
politics; Provide stronger leadership
inside the organization? This module addresses the issues faced by managers who wish to turn business opportunities into viable value creating enterprises, and help develop candidates own approaches, guidelines, and skills for being entrepreneurial managers.
The course teaches students how to:
Identify potentially valuable opportunities; how to separate the straw from the chaff.
Obtain the resources necessary to pursue an opportunity and to create an entrepreneurial organization.
Manage an entrepreneurial organization once it has been established.
Grow the business into a sustainable enterprise.
Create value for the organization's stakeholders.
This section deals with the establishment and long term management and/or revitalizing of a successful enterprise and is of great benefit to future General Managers, as well as for investors and consultants.
Course Content and Objectives
Vital duties of the General Manager: How to integrate the marketing, product development, operations, strategic planning, financial, and human components of the organization.
Identifiable causes of challenges that a General Manager is likely to face and how to develop action plans for remedial action.
Real life case histories will be employed to highlight common problems occurring relevant to young and budding new companies as well as to more mature organizations.
Hot topics include the eternal question of: How can strong and overbearing competitors be beaten?
How can products be created that have a wide demand and unique characteristics?
What strategy to develop?
What kind of financing to employ for expansion and product development.
How to improve brand value and how to maximize returns?
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Companies engaged in commerce and finance across national borders, increasingly face political and economic pressure. In this module trends in international trade and investment are being dealt with. Increasingly, political and economic events abroad shape the opportunities and constraints faced by managers in industries such as investment banking, private equity, fund management, and consulting.
The module teaches about the politics of the global economy and about how companies prosper by understanding those politics, or fail by misjudging them, as so many have done in 2008.. Understanding the politics of globalization is an absolute necessity for anyone at senior management level. Despite the ease with which it is often conducted, doing business across borders is not the same as doing it at home. Rather, it entails a whole new set of managerial challenges: reassessing competitive advantage; evaluating diverse political environments and legal structures; considering the impact of currency fluctuations and trading regimes; and understanding widely disparate cultures and business norms. The purpose of this module is to build a framework of analysis that enables managers to understand the challenges of international trade and investment and to master the opportunities they represent.
Syllabus outlines
Case studies about the foundations of the global economy and the role of companies within it. Discussions focus on the political and economic origins of our current era of globalization and how the rules that constrain and enable firms are changing. The Rules; focus on national policies that shape flows of goods and capital. Using a series of company-based case studies. national regulations, and the tools that firms have available for predicting, avoiding, or even employing the long arm of government policy, are highlighted.
The International Financial Architecture and The Politics and Rules of International Trade, and analysis of institutions at the international level. Informal institutions are explored, such as the standards created by credit rating agencies and the norms promoted by social movements, and formal institutions, such as the WTO, IMF, OECD, and EU, influence the opportunities for success in international finance and trade.
Information-based industries are among the fastest growing segment of international trade. But the trade they entail is new, and the product-information-- relies heavily on systems of contracts and property rights that vary widely across national borders. Firms can best manage the inherent uncertainties in such industries in order to gain a competitive and sustainable advantage in the international marketplace for information-based goods and services. BACK TO TOP
This course section is to develop the theoretical and practical tools essential to the execution of a Corporate Financial Officer's (CFO's) job. As a consequence, the course is appropriate for students who intend to pursue a career in finance (e.g., in the finance area of a corporation, or servicing corporate clients in a financial institution, or as an analyst or portfolio manager), or to launch a senior general management career from a finance specialization. The section also serves students who want to develop analytical skills for evaluating strategic and investment decisions.
The course's theme is how CFOs can create value through integrated financial, strategic, and operating decisions, especially after the 2008 financial meltdown. Students gain the knowledge and skills so critical for the CFO by evaluating investment decisions; proposing, assessing, and implementing financial decisions; and evaluating and managing risk. The course introduces advanced valuation techniques and stresses a rigorous understanding of what creates value and why. Although the course is focused on the responsibilities of the CFO and involves advanced analytic techniques, it adopts a general management perspective on the corporate finance function.
Course Content
The first module serves the dual purpose of reviewing fundamental finance principles and mechanics introduced in the heretofore Finance Courses and by introducing new developments, new valuation techniques - including equity cash flows, real option pricing, and cross-border valuation. The Liability and Risk Management module explores the objectives and methods of active risk management programs. The Project Finance section examines structuring and financing problems and opportunities associated with substantial free-standing projects. Throughout the course between a firm's financial decisions and its business strategies will be considered.
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Income and wealth taxation, including key concepts and the policy considerations inherent in those concepts are being dealt with. The legal framework encountered at the outset. Holmes' Prediction Theory of the Law - to forecast likely outcomes and reverse engineer actual decisions to better appreciate the pros and cons of cautious and aggressive tax policies. To properly integrate tax factors with other business factors, information will be provided about selected areas of corporate, securities, property and trust law. Several rather sophisticated transactions will be analyzed in order to better understand the integration and weighing of tax considerations with other business considerations.
The definition of income.
Tax vs. financial accounting.
The criteria for deductions.
Executive compensation policies, including tax sheltered investments and abusive tax shelters.
The choice of form of business organization, including the use and abuse of the corporate entity.
Incorporation, including capital structure and the occasionally vague boundary lines between debt and equity.
Corporate distribution, including cash, property, stock dividends, redemptions and liquidations.
Corporate combinations, including "tax-free" mergers, stock and asset acquisitions and recapitalizations.
Wealth transfers.
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This component focuses on developing negotiation skills and analysis. At its core are carefully structured negotiation exercises. Students learn:
How to effectively negotiate through the use of exercises, case studies, readings, and videos.
How to engender external and internal negotiation becomes a way of life for effective managers.
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This component introduces tools for studying the economic environment of business to help managers manage the implications for their companies. Students will learn the impact of:
National income and balance of payment accounting
Exchange rate theory
Political regimes
An examination of gains and problems arising from regional global integration, and especially the recent collapse of International Financial markets as well as:
International trade after the 1908 financial meltdown.
Foreign direct investment
Portfolio capital
Global environmental issues
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This course segment is about the politics of the post 2008 Global economy and about how firms prosper by understanding those politics, or fail by misunderstanding them. Increasingly, political and economic events abroad shape the opportunities and constraints faced by managers in industries such as investment banking, private equity, fund management, and consulting.
Understanding the politics of globalization may once have been a luxury; it is now, for most high-level managers, a necessity. Despite the ease with which it is often conducted, doing business across borders is not the same as doing it at home. Rather, it entails a whole new set of managerial challenges: reassessing competitive advantage; evaluating diverse political environments and legal structures; considering the impact of currency fluctuations and trading regimes; and understanding widely disparate cultures and business norms. The purpose of this course is to build a framework of analysis that enables managers to understand the challenges of international trade and investment and to master the opportunities they represent. The course framework of analysis is based on a systematic evaluation of the informal and formal rules that define markets for goods, services, and capital.
Course Content
Firms in the Global Economy: a series of readings and case studies that deal with the foundations of the global economy and the role of firms within it. Discussions focus on the political and economic origins of our current era of globalization and how the post 2008 rules that constrain and enable firms are changing.
The Rules of the Game: focuses on national policies that shape flows of goods and capital. Using a series of company-based case studies, different logics of national regulation are investigated, and the tools that firm have available for predicting, employing or avoiding, the long arm of government policy. The post 2008 International Financial Architecture and the Politics and Rules of International Trade, shift the analysis to institutions at the international level. Informal institutions, such as the standards created by credit rating agencies and the norms promoted by social movements, and how formal institutions, such as the WTO, IMF, OECD, and EU, influence the opportunities for success in international finance and trade.
Post 2008 International Trade and Investment in the Information age. Information-based industries are among the fastest growing segment of international trade. Product information relies heavily on systems of contracts and property rights that vary widely across national borders. Special attention will be paid on how firms can best manage the inherent uncertainties in such industries in order to gain a competitive and sustainable advantage in the international marketplace for information-based goods and services.
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The “Managing Service Operations?module focuses on how firms can deliver excellent service while achieving business success.
This involves an excellent understanding of customers, competitors, and the firm's internal procedures..
The module investigates how to manage firms in order to achieve lasting service excellence.
Service excellence can only be sustained when additional value is added for owners, employees, and clients.
The section is especially appropriate for those planning to work in service firms and for those employed in companies that analyze or provide support to service businesses, such as consulting, advisers or financial firms.
The module is focusing on consumer services, with only modest attention to business services.
An important aspect of the module is the exploration as to how managers of financial services, hospitality, and retail companies government, health care and the like can influence customers, employees, and designers to create and generate value, tailor made to neds of the customer. Current practice reveals a lack of widespread understanding of effective service management. It is well known that in virtually every industry customer service costs have increased while customer satisfaction decreased.
This module takes the position that there is an enormous potential to improve services organizations.
THE FUNDAMENTALS OF SERVICE ORGANISATIONS
This section introduces students to the "basics" of service management and covers topics like yield management, after-sales service, and queuing. A basic understanding of these topics is desirable for all service managers.
Module Content:
1. The Customer Operating Role: In many services, customers have an operating role. E.g.: customers perform tasks that traditionally were performed by employees. This chapter explores this aspect of service operations and the attendant challenges it imposes on service operations. Hence, understanding and learning how to influence customer operating behavior is central to service operations and a central theme in this chapter.
2. Designing Sustainable Service Models: This chapter addresses the challenge of designing sustainable service models: services that simultaneously produce value for customers, employees, and owners. Principles of effective service design will be developed through a series of successful and unsuccessful case studies.
Analyzing the efficacy of existing services will be carried out as well as how to develop new services. 3. Translating Service Models to Service Operations: Performance management systems play a crucial role in determining operational performance. This module focuses on the design of measurement, incentive, and reporting systems for delivering service excellence by examining multiple service programs where performance measurement systems were used advantageously or or ineffectively.
4. Improvement of Client relations staff: Continuous monitoring and improvement should be the norm rather than the exception. This module takes the view that companies can improve their service operations by exploiting systematically the vast and increasing amount of information: data on transactions, customers, stores, competitors - While the sheer volume of data has increased its influence on top-management has remained relatively constant. This section proposes a structure for how to approach data analysis, commencing with how to perform relevant analysis, how and who to ask questions and how to interpret results.
More importantly, how to convince decision makers of proposed course changes to improve the performance of the service organization.
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this module will improve the competence of candidates who will be responsible for leading and managing a group of people by increasing their competence in working across a wide variety of group settings mid level managers usually take responsibility for leading a small group of people. Their success depends to a large extent on their ability to enhance the performance of each individual group member, and to foster the appropriate amount and type of coordination among all members. Effective group leaders leverage the skills, talents, and insights of group members, guiding the group to accomplish far more than members could achieve by working independently. Many dysfunctional groups, however, do the opposite, wasting or even undercutting members' contributions. This module will help identify the common problems that groups encounter along with the actions that group leaders (or members) can take to avoid or remedy these problems. In doing so, the course will sort through the widespread myths and misconceptions about teams that often stand in the way of effective teamwork, even as teams become a way of life in many organizations.
1) Creating the Conditions for Optimal Team functioning The goal of this module is to develop an understanding of the enabling conditions that maximize a team's chances of success. The module will focus on how leaders can assemble and launch effective teams by putting into place appropriate contextual conditions, structures, members, and task assignments.
2) Diagnosing and Remedying Team Dynamics The first goal of this module is to provide conceptual guidelines for diagnosing team dynamics and determining one's strategic options as a manager for intervening to improve these dynamics. We will identify the problems that most frequently disrupt team members' interactions, and the underlying sources of these problems. The second goal is to impart practical interpersonal skills for implementing effective interventions in group situations.
BACK TO TOP
REFUNDS
Tuition fees may be submitted by cash or local bank card. With the original receipt, a refund in full can be made if the prospective student notifies us in writing of his/her withdrawal from the course two weeks before the commencement date. After that date and before course commencement, 80% can be refunded. No refunds after course commencement for whatever reason.
For inquiry, please contact us at (86 21) 50813383 or 6448 1768, or send email to china-studies@hotmail.com
|
Tel: (86-21) 6448 1768
Add: Room 106, 2088 Kaixuan Rd. Shanghai (near
Panyu Rd.) |