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MGT8032 International Management

Semester 1, 2012 External Toowoomba
Units : 1
Faculty or Section : Faculty of Business and Law
School or Department : School of Management and Marketing
Version produced : 30 December 2013

Contents on this page


Examiner: Ronel Erwee
Moderator: Eric Ng

Other requisites

Students are required to have access to a personal computer, e-mail capabilities and Internet access to USQConnect. Current details of computer requirements can be found at


Businesses of all sizes, whether from the old or new economy, increasingly see the entire world as a source of business opportunities as the world is becoming one connected economy. All companies can no longer afford the luxury of assuming that success in their home market equates to long-term profitability as they are constantly exposed to international competition. With companies increasingly looking at global rather than domestic markets, managers of the next century need to be multinational in outlook and strategies. Multinational management is the formulation of strategies and the design of management systems that successfully take advantage of international opportunities and respond to international threats.


This course provides an advanced study of the contextual, organisational and managerial issues associated with the management of firms across national and cultural boundaries for global competitiveness. The focus is on the strategic management issues of international or global management. The themes examine multinational management in a changing world, national cultures; the institutional context of multinational management; strategic management and sustainability in the multinational company; international cooperative alliances; international human resource management and international negotiation, ethics and cross-cultural communication. It expands a few of your international management competencies, challenges you to gain an insight into the management of international firms and assists you to anticipate fulfilling a managerial role in a multinational company. The assignments expose you to companies expanding into the Asia Pacific and it will challenge you to deal with complexities of international management.


On successful completion of this course, students should be able to:

  1. identify and describe the impact of the global business context, trends, globalisation, culture and sustainability
  2. understand and describe strategy formulation and participation strategies of multinationals and small and medium enterprises
  3. identify and explain organisational designs and international strategic alliances for multinationals
  4. discuss the key strategies used in international human resource management
  5. discuss the impact of international negotiation, cross cultural communication, leadership and ethics on international strategy implementation.


Description Weighting(%)
1. Global business context, trends, globalisation, culture, and sustainability 10.00
2. Strategy formulation and participation for multinational companies 20.00
3. Management process, strategy design and implementation 20.00
4. Strategy implementation: international human resource management 25.00
5. Strategy implementation: international negotiation, cross cultural communication, leadership and ethical issues 25.00

Text and materials required to be purchased or accessed

ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (

Please contact us for alternative purchase options from USQ Bookshop. (

  • Cullen, J & Parboteeah, P 2011, Multinational management: a strategic approach, 5th edn, South-Western Cengage Learning, Mason, Ohio OR Deresky, H 2011, International management: managing across borders and cultures, 7th international edn, Pearson Prentice Hall, Upper Saddle River, New Jersey.

Reference materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
  • Adler, NJ & Gunderson, A 2008, International dimensions of organizational behavior, 5th edn, Thomson/South-Western, Mason, Ohio.
  • Dowling, PJ, Festing, M & Engle, AD 2008, International human resource management: managing people in a multinational context, 5th edn, Thomson, South Melbourne, Victoria.
  • Hill, CWL 2011, International business: competing in the global marketplace, 8th edn, Mc Graw-Hill/Irwin, Boston, Massachusetts.
  • Hofstede, G, Hofstede, GJ & Minkov, M 2010, Cultures and organizations: software of the mind: intercultural cooperation and its importance for survival, 3rd edn, McGraw-Hill, New York.
  • References and websites are provided for each module.

Student workload requirements

Activity Hours
Directed Study 36.00
Private Study 129.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
RESEARCH: HOFSTEDE'S MODEL 0 0 26 Mar 2012 (see note 1)
ASST 1 - CASE STUDY & ESSAY 50 40 16 Apr 2012
ASST 2 - CASE STUDY & ESSAY 50 60 08 Jun 2012

  1. Guidelines and marking of the research activity about Hofstede's model are noted on the discussion board. The marks for this formative activity are incorporated into the marking of the other assignments.

Important assessment information

  1. Attendance requirements:
    If you are an international student in Australia, you are advised to attend all classes at your campus. For all other students, there are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

  2. Requirements for students to complete each assessment item satisfactorily:
    To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)

  3. Penalties for late submission of required work:
    If students submit assignments after the due date without prior approval of the examiner, then a penalty of 5% of the total marks gained by the student for the assignment may apply for each working day late up to ten working days at which time a mark of zero may be recorded.

  4. Requirements for student to be awarded a passing grade in the course:
    To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

  5. Method used to combine assessment results to attain final grade:
    The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course.

  6. Examination information:
    There is no examination in this course.

  7. Examination period when Deferred/Supplementary examinations will be held:
    Not applicable.

  8. University Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at

Assessment notes

  1. Assignments: (i) The due date for an assignment is the date by which a student must submit the assignment to the USQ. (ii) Students must retain a copy of each item submitted for assessment. This must be produced within 24 hours if required by the examiner. (iii) In accordance with university policy, the examiner may grant an extension of the due date of an assignment in extenuating circumstances. (iv) In the event that a due date for an assignment falls on a local public holiday in their area, such as a show holiday, the due date for the assignment will be the next day. Students are to note on the assignment cover the date of the public holiday for the examiner's convenience.

  2. Referencing in assignments: Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at

  3. Course weightings: Course weightings of topics should not be interpreted as applying to the number of marks allocated to questions testing those topics in an examination paper.

Other requirements

  1. Computer, e-mail and Internet access: Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at