Management and Organisations in a Global Environment

Globalization General Framework
In this topic, you are to research globalization. The business press bombards us with ideas about
‘the shrinking world’, ‘the flat world’ and ‘the border-less world’ – all catchphrases to describe the
impact of globalization. But are the (trade) borders really collapsing or are we seeing, post GFC, a
resurgence in them? What is behind the extreme demonstrations against globalization at G7 and
WTC conferences?
Individual Components

World 3.0: P Ghemawat’s questioning of whether the world really is as ‘global’ as we are being
told it is and his ideas about how it could be globalised more effectively.
Anthony Giddens’ ideas on globalisation.
The “End of Poverty” movement and the contrary assertion that “Trade NOT aid” is the way to a
more globalised world that mitigates against poverty
Corporate or Organisational Culture General Framework
Discuss why corporate culture is such an important determinant of organisational success.
Outline the dimensions commonly used in describing a particular organisation’s culture.
Individual Components
Each individual should focus on one (or two) of the dimensions and identify a specific organisation
noted for its emphasis of that dimension. Describe how that organisation stresses that particular
component of organisation culture and comment on whether they have been successful. [Note:
Individual team members must choose different dimensions and thus outline different actual

National Culture General Framework
Discuss why an understanding of national culture is important for multi-national or trans-national
corporations seeking to operate in a global business environment. Outline the dimensions
commonly used in describing national culture.

Management Decision Making: Social Model General Framework
There is little doubt that social influences have a significant impact on decision-making behaviour.
Social pressures and influences may cause managers to make irrational decisions. Outline, in the
general framework, a model of social influence on decision making.

Outline, six key elements commonly used to define the structure of an organisation identifying the
management theorist who identified each of these elements. Then outline four factors
(contingencies) that are commonly used to define the situation (the organisational environment).