UNIVERSITY OF ARIZONA

SCHOOL OF PUBLIC ADMINISTRATION AND POLICY

MAP 435 "International (Private/Public) Management"

Fall Semester 2003

TTH 1100-1215

Room: MCCL 126

Professor Chris C. Demchak McCLelland 405 GG

Cyberspace Policy Research Group (CyPRG) Office Hours: TTH 1300-1430 www.u.arizona.edu/~demchak/ email: demchak@u.arizona.edu

Tel: 621-7965 Teaching Assistant: Lei Zheng email: lei@eller.arizona.edu

Required Course Materials:

(H&L) Hodgetts, Richard M. and Fred Luthans. 2003. International Management: Culture, Strategy and Behavior. 5^th ed. New York: McGraw-Hill

Other readings from online newspaper subscriptions and research

Course Description:

This course offers ways of thinking about and understanding management across organizations - public and private, especially those organizations which conduct business outside of the United States. This course is intended for a general business audience but, in particular, to complement Economics 449 (International Business Environments) by combining the basics of several literatures (international business and organization theory) with case studies and exercises on which to practice critical thinking in management across cultures and nations. A key component of this course is the informed research on management in multicultural environments that you will perform in a task force, using the world wide web as well as other sources of data. Each student will also participate in a computer conference set up for class discussions. This combination allows us to use the patterns and insights available in theory while dealing with the larger issues facing most managers of business or public organizations across various nations.

The institutional environment in which business is conducted is as important to survival of the firm as its goals or competition. This course will address both economic and administrative factors that influence management options abroad. While not intended to replace courses on international economics or finance, the course will focus on developing a broad understanding of the organizations which affect the political economies of other countries. Structural and cultural factors that influence outcomes in varying organizational contexts will be emphasized, although other approaches will also be addressed.

In this course, I am interested in how you think, especially how you critically pursue important questions based on fragmentary information - for you will spend most of your professional lives dealing with puzzling outcomes in organizations. This course is designed to both challenge you and strengthen your abilities to deal with organizational uncertainties and the complexities of international management.

Major Course Requirements:

A. Combined Team/Individual Project Report. In a multi person project team with each of you representing a different culture and subsidiary operation, you will design a project producing and distributing a mature good (soda) involving 5-7 countries (France, China, Japan, Brazil, Saudi Arabia, Brazil, UK). This semester project is adapted from the skill building case study on pp 570- 573. Over the course of the semester at points noted in the syllabus, you and your team will have three deliverables which together constitute your entire task force report. They are an initial negotiated design of the corporation, an appendix that notes your individual analysis of the key obstacles to success of this design from the perspective of a midlevel manager from the nation you represent in this project (both culture and identified managerial preferences), and finally a corrective analysis by the group of these individually identified obstacles and a corrected version of the design to accommodate the most serious obstacles. This completed set of documents constitutes the task force report and is worth 40 percent of the grade. It is in lieu of a final exam. Typically half of the grade will be your individual contribution (second deliverable) but your contribution can be weighed more heavily (up to two-thirds) if there is evidence of particularly excellent or poor individual contribution.

Initial Proposal (group): The first deliverable is an initial proposal to American Cola (AC). For this submission, your team negotiates within itself to produce a proposal for a joint venture allocating one (1) corporate headquarters, three (3) production sites and five (5) distribution centers. The Americans do not want any facilities in the US - rather the proposal is that your 5-7 nation group will run the operation with the ownership restrictions noted on p. 570. Use the attributes list suggested in this skill building exercise. This design will be part of the final overall report written up for a grade but will not itself be graded. You will turn in this proposal as noted in the syllabus and will get an evaluation indicating that sufficient effort is demonstrated in the design and you are ready to proceed (“go /no-go”). I will not tell you where the problems for multicultural management for your culture are - that will be your problem to discern as you learn more and prepare to write your individual analyses. Your team will have approximately 4 weeks to do this proposal and it is due as noted in the syllabus. Your background work should include but is not limited to the profile listed in the p. 570 exercise.

CrossCultural Management Analysis Appendix (individual): Second, each of you individually will take the completed design and make suggestions for the project’s change and operation that will increase its chances of successful operation given your nation, culture and national managerial preferences (to include national regulations on labor relations). Make sure you are as explicit as possible. For this you will need to do more than the basic national attributes work. You will need to search out the research results and observations distributed throughout the textbook about managerial styles, negotiating styles, worker attributes and expectations, labor relations requirements, and communication preferences. You will also need to do external research to find information of managing in your country; I expect to see credible research results in the bibliography showing your effort to be as comprehensive as possible. You will identify at least 4-5 major obstacles in the initial proposal (these can include things NOT covered as well as those elements covered that are clearly going to cause difficulties for your culture.) You will then perform an analysis to determine which of these are the key two obstacles that the overall project must clearly address in order to be successful and recommend how these might be fixed in the final proposal. You may bring in this work to my office hours any time for a discussion. I will not pregrade anything but I will look at what you are creating with you and comment.

Final Proposal (group): Third, the group will get back together to create an amended proposal to American Cola. This proposal will attempt to accommodate at least one obstacle (and related suggestion) from each member of the team in the final proposal design. The final task force report will lead with a one page overview, a table of contents, the final amended proposal (minimum 10 double spaced pages, Arial 12 pt, 1’ margins), all individual appendices (minimum 8 single spaced pages, same format, with author name on the back of the last page of each appendix), and the original proposal, each with their own bibliography and all authors’ name on the back page.

Other notes and restrictions:

1. Note minimums do not include graphics, tables or bibliography and that ALL appendices must be structured exactly the same – this format must be agreed upon when you are constructing your initial proposal.

2. Please note that bibliographic sources MUST include BOTH web sources (minimum of 5 different domain name sites) and also from journal sources (minimum of 5 academic and/or trade articles from at least five different journals). There are many resources available. For example, you can use "BRINT" for business information online (general business research: http://www.brint.com/) and for doing research on business in Europe, look at http://www.busfac.com/bf/ among others.

3. This submission is in lieu of a final exam and is worth 40 percent of the final grade. [NOTE: If the course does not have enough students to create seven person task forces, I will allocate students in small groups. NOTE ALSO that there may be a peer- and self- evaluation of your individual contribution submitted at the same time as the final task force report in order to have participant input into the grade evaluation.

4. Note also that an electronic copy of the entire report is required to be submitted at the same time as the final report. This copy must in Word 97 or higher and in one consolidated file named "lastname_lastname_435f03". The task force report will not be considered as submitted unless both a paper and an electronic copy are submitted. The electronic copy will be submitted to an automated plagiarization program; consequences for plagiarization are severe. See both the University's code of ethics and the policy stated in the Grading section of this syllabus. This report will be compared to previous years' reports and will be archived for future comparisons as well.

B. Display command of the required material by participating in class and on the course computer conference (MAP435f03) once a week. This requirement is worth in total 30 percent of the grade.

1. By the beginning of the second week of classes, each student will join the MAP435f02 Caucus and the free sections of three online newspapers such as New York Times (http://www.nytimes.com ), Economist (http://www.economist.com) and Wired News (http://www.wired.com/news ). The purpose is to have at least one of these newspapers sending your account a daily headline summary. The Economist or Wired perform this function very well but there are others such as the Wall Street Journal that may be used.

2. Roughly every other week about half the class will meet as task forces with the professor. For that week, those designated students -- whose task forces are meeting with the professor on that Tuesday--- will locate a relevant article about management issues in their country on the web, submitting on Caucus the article's URL, title, author, source journal, a brief description of the article, and a brief analysis (see questions below). Those students will also bring a copy of the whole article plus its analysis to the Thursday discussion. The articles must be at least 9-10 paragraphs in length to be acceptable. Failure to post a URL and description on time and of the quality required will result in up to a 10 percent penalty in the final caucus participation grade. The standard questions to be addressed in your brief analysis on the Caucus are the following. Please list your response with letters and numbers as below. A "relevant" article addresses the week's readings and, if possible, your task force industry and/or nation. Please submit this article information by 0800 the day of class; use that week's topic.

(a) what is the overall management area at issue here [example: labor relations or tax structure]

(b) what problem is identified in the article, [example: local workers' poor health benefits causing dissatisfaction among the employees]

(c) for whom is this a problem and why [example: firm X is experiencing poor productivity in location Y. Firm X's stockholders have signaled an intent to change management if something is not corrected.]

(d) briefly give your analysis of what a global firm facing the same problem could do based on insights from the readings this week and previous weeks including the following. [Here is where you can insert your task force industry if your task force has this selected and approved.]

1) what outcome would you seek for your firm if it were in this situation,

2) what indicators would you pay attention to if you were a senior firm manager, and

3) what could you as manager do to achieve this preferred outcome.

4. By 0800 Thursday of each week, all students will submit all in ONE long entry their answer to the question listed in the syllabus and a comment on their colleagues' submissions.

5. The CAUCUS discussion of these policy articles is worth 20 percent of the grade. It is each student's individual responsibility to submit their responses on time. There is no credit for late entries unless you have an emergency and get explicit permission from me to submit late. A pattern of using the same articles among students will result in credit given only to the first student to submit that material. Similarly in cases where the analysis looks closely like a previous entry written by another student, the student with the later submission will not receive any credit. A pattern (i.e., more than twice by the same student) of using articles previously submitted by a colleague or submitting analytical language strongly similar to that submitted previously by a colleague will be regarded as plagiarization and risks severe penalties. Both the article selection and the analysis must be your own work, although you can discuss the analysis with colleagues.

6. I will not participate directly in the conference but I will read each week's conference. Only at the end of the semester will I download and evaluate all the submissions from each student for both frequency and quality. I will not be able to tell you how many times you have contributed until the cumulative rollup at the end of the semester. There is, however, one freebie week for each student in terms of submitting material. Needless to say, students who do all weeks and do not take the freebie are thereby acquiring extra credit.

7. In class participation is worth 10 percent of the grade. Bring the textbook to all class meetings since we use its material in exercises. You are responsible for both knowing the readings for the week and being familiar with the articles submitted by your colleagues. Bring a copy of the article you submitted, along with its URL and your descriptive paragraph, to class both Tuesday and Thursday and be ready to present on it if called upon.

8. As noted in the syllabus, every other week either even or odd number task forces will meet with me in the classroom for a discussion. BRING a COPY of your article to the discussion. There is a nonparticipation hazard for non-attendance similar to that of law school. If your name is called and you are absent (with no written justification provided and approved in advance) or do not have an article to present, you will lose participation points automatically, up to 10 percent of the in-class participation evaluation. There is no freebie week for participation in class.

9. When your task force is not required to attend a discussion with me, the task force MUST meet during class hours to work on the project. Each individual is required to send an email to the teaching assistant (see email noted with the professor's at the beginning) by the next Wednesday at 2200 to note that you met, where and what you discussed. Put the task force number in the subject of the email message. Failure to send the email individually will be noted as a failure to attend the meetings. Misrepresentation of your attendance will be considered a violation of the University's ethical code.

10. To achieve a passing grade (D), you must fully participate in class discussion, task force exercises, and have adequately participated in the computer conference in at least 60 percent of class and conference sessions. There will be roll taken or sign in sheets at unannounced times during the course of the class.

C. Successfully complete two in-class midterms. Each exam will consist of questions directly taken from the text. The quiz will be multiple choice and cover material studied since the previous quiz. These two midterm exams - one early and one late -are given in response to students who wished to have less vocabulary to study at one time. Definitions must closely match those given in the text. This requirement is worth 30% of the final grade; each exam result will be weighted proportionally.

At the end of the syllabus is the grading scheme used for all evaluations of written work and participation.

Reading Assignments:

(Caucus assignments must be in by 0800 Thursday before class for that reading AND you must bring course books to all class meetings. Task Forces meeting with the professor must submit their article information by 0800 the day of the class meeting; use that week's topic for both the submission and for the subject area of your article.)

26 Aug Week 1

The International Environment (Obstacles and Opportunities)

Tuesday: Introduction to Pedagogic goals, Syllabus, Caucus, Task Forces, Conduct of class, Web research.

Thursday: No class.

*** Admin: We will assign task forces for task force reports on Thursday next week. Come prepared to pick a first and second choice country on Tuesday. No student may chose their home nation.

*** Admin: SUBSCRIBE TO CAUCUS conference BY NO LATER THAN 3 September:

INSTRUCTIONS ABOUT SUBSCRIBING TO CAUCUS CONFERENCE "MAP435f03":

You must have a UA CCIT account to get access to this site. Use a browser to go to the CAUCUS home site http://caucus.arizona.edu/ and "join" our conference. Note that each week has a topic. You will respond to the question listed in the syllabus under that week's topic. Do NOT make your own topic! You will submit material required by 10 pm the night before the assigned class discussion on that reading AND also article information the day of your task force's in-class meeting with the professor.. See the in-depth instructions in Requirements above. I will not participate in the conference but I will read each week's conference. At the end of the semester, I will download and evaluate all the submissions of each student for both frequency and quality. After the third week of classes, our conference will NOT be on the list of conferences to click (it will be unlisted).

NOTE: Do NOT submit CAUCUS submissions as attachments! Always write them offline and paste them into the Caucus site.

2 SEP Week 2

The Foreign Political Environment (Obstacles and Opportunities)

Tuesday: Class discussion (sign up for first and second choice countries)

Thursday: Class discussion (assign task forces, TFs)

Reading:

H&L, chap(s). 1, 2, Case study #1 (p.93).

Computer Conference (Caucus) Question(s): (Due by 2200 Wednesday Sep 4)

H&L, p.28, question #3, p.48, question #1 for Vietnam; p.97, question # 2

All students must submit response to assigned questions in text. Be sure to comment on a previous entry.

9 SEP Week 3

Global Competition, Ethics and Social Responsibility

Tuesday: In-Class TF Discussion (Even number TFs)/ Task Force Research Meeting (Odd number TFs)

Thursday: Class Discussion

Reading:

H&L, chap(s). 3, 4, Case Study #3 (p.100), Case study # 4 (p.103)

Computer Conference (Caucus) Question(s):

H&L, p.70, question #1; p.91, question #2; p.104, question #3

Submit article information and analysis if your task force is scheduled to meet with professor this week. All students must submit response to assigned questions in text. Be sure to comment on a previous entry.

NOTE to TFs meeting without professor: Remember to send separate email entry (each task force member) by Thursday 0800 to teaching assistant describing what research you did and confirming that it was done during the previous class' task force library research period.

16 SEP Week 4

Culture ( Meanings and Dimensions)

Tuesday: In-Class TF Discussion (Odd number TFs)/ Task Force Research Meeting (Even-number TFs)

Thursday: Class Discussion

Reading:

H&L, chap(s) 5, 6, Case study #2 (p.235); Culture Quiz (p.560)

Computer Conference (Caucus) Question(s):

H&L, p.134, question #6; p.244, questions #3-5. p.165, question #3

NOTE: remember to send separate email entry (each task force member) by Thursday 0800 to teaching assistant describing what research you did and confirming that it was done during the previous class' task force library research period.

23 SEP Week 5

Proposing a Multination Venture to American Cola

Tuesday: In-Class ALL Task Forces meet to negotiate proposal and finalize write-up

Thursday: ALL Task Forces meet to finalize Initial Proposal, due MCCL 405GG NLT 1200 Friday

30 SEP Week 6

Managing Organizational Culture and Diversity (Obstacles and Opportunities)

Tuesday: In-Class TF Discussion (Even number TFs)/ Task Force Research Meeting (Odd number TFs)

Thursday: Class discussion

Reading:

H&L, chap(s). 7, 8, Case study # 1 (p.223); "When in Bogota…" (p.567)

Computer Conference (Caucus) Question(s):

H&L, p.193, question #2,3. p.221, question #2; p.234, questions #2,3;

NOTE: remember to send separate email entry (each task force member) by the next Thursday 0800 to teaching assistant describing what research you did and confirming that it was done during the previous class' task force library research period.

7 OCT Week 7

Strategic Planning, Political Risk and Negotiations(Obstacles and Opportunities)

Tuesday: In-Class TF Discussion (Odd number TFs)/ Task Force Research Meeting (Even-number TFs)

Thursday: Class Discussion

Reading:

H&L, chap(s). 9, 10; Case Study #2 (p.98)

Computer Conference (Caucus) Question(s):

H&L, p.276, question #1; p.303, questions #3,4; p.99, questions #1,2.

14 OCT Week 8 (Thursday Midterm)

Tuesday: In-Class TF Discussion (Even number TFs)/ Task Force Research Meeting (Odd number TFs)

(Use Week 7 topic as guide to find articles for Tuesday discussion)

Thursday: Midterm Exam

Reading: none - no caucus other than articles by TFs meeting with professor on Tuesday)

21 OCT Week 9 Organizing International Operations and Decision-Making and Controlling (Obstacles and Opportunities)

Tuesday: In-Class TF Discussion (Odd number TFs)/ Task Force Research Meeting (Even number TFs)

Thursday: Class Discussion

Reading:

H&L, chaps. 11, 12; Case study #1 (p.365), #2 (p.370); Case Study #3 (p.372)

Computer Conference (Caucus) Question(s):

H&L, p.333, questions #4,5; p.363, question #2-4; p.369, questions #1-3; p.373, questions #1,2.

28 OCT Week 10 Managing Intercultural Motivation and Leadership (Obstacles and Opportunities)

Tuesday: class discussion

Thursday: no class or visiting speaker (TBD)

– DUE Cross Cultural Management Analysis Appendix MCCL 405GG Friday NLT 1200

Reading:

H&L, chap(s). 13, 14; Case Study #1 (p.543); Case Study #2 (p.549).

Computer Conference (Caucus) Question(s):

H&L, p.407, questions #1,2; p.438, questions #3-5; p.548, questions #3,4; p.555, questions #1-3.

4 NOV Week 11

Human Resource Selection, Repatriation, and Development (Obstacles and Opportunities)

Tuesday: Class Discussion of Appendices and Management issues

Thursday: Class Discussion

Reading:

H&L, chap(s). 15, 16; "Who to Hire..." (p.574 - be sure to read this for a class exercise)

Computer Conference (Caucus) Question(s):

H&L, p.473, questions #4,5; p.506, question #1; p.508, question #4.

11 NOV Week 12

Managing Labor Relations and Industrial Democracy (Obstacles and Opportunities)

Tuesday: Veterans Day NO Class

Thursday: Class Discussion

Reading:

H&L, chap. 17. Case Study 2 (p.556).

Computer Conference (Caucus) Question(s):

H&L, p.539, question #1,2; p.558, question #1,2.

18 NOV Week 13

Tuesday: No in-Class Discussion / ALL Task Force Research Meeting (Even and Odd number TFs)

Thursday: Class Discussion - Doing Business in Israel

Reading:

find internet articles on Israel

Computer Conference (Caucus) Question(s): How does doing business in Israel compare to doing business in your task force nation?

25 NOV Week 14 (Tuesday Midterm)

Tuesday: Midterm Exam - (no flight arrangments excuses accepted for absence)

Thursday: Thanksgiving

Reading: none -

Computer Conference (Caucus) Question(s): none

2 DEC Week 15

Case Studies in International Management: International Cola Alliance exercise

Tuesday: In-Class Final Negotiations to revise and compose your final proposal.

Thursday: 1200 noon Turn in Task Force Report and disk with consolidated file to McClelland 405 GG - (be sure to sign in) – no class meeting

Include an electronic diskette with the entire paper in one consolidated Word 97 or higher file entitled with each task force member's last name (alphabetically) as in "lastname_lastname_lastname_lastname_ lastname_lastname_lastname_435f03".

Ø Sign in both paper and diskette - paper reports without the diskette will not be graded.

Ø Be sure to run a virus scanner on the diskette before and after copying the file.

Ø Have no other files on the diskette. Task Report files will be run through a plagiarization detection program. See policy on plagiarization in Grading section of syllabus.

Ø Also provide contact telephone numbers and names on the disk in case of a problem reading it.

Reading: none

Computer Conference (Caucus) Question(s): none

9 DEC Week 16 Course Review on Tuesday and possible participation grade return

(mandatory attendance)

TASK FORCE REPORT REQUIREMENTS CHECKLIST:

1. The task force report must use headings, subheadings, and thesis statements to clarify your thinking and help the reader. You can subdivide or enumerate under these general categories. Your name is ONLY placed on the back of your appendix (never on front!!!) and on the back of the overall report. The Thesis statement section is usually the shortest part of an appendix or report. The thesis is usually only one sentence that is a variation of an IF-THEN statement. An "exploration" or "discussion" of something is not an acceptable thesis or problem statement. This section should also state the concluding recommendations that will then be substantiated by the report.

a. For example, in the first one-two paragraphs of the executive summary and the joint section, the thesis would be a sentence like “The will succeed well if it has the following structure and accommodates the following multicultural management needs in particular.” Similarly, in each appendix, in the first one-two paragraphs, the thesis would be a sentence like "For AC Cola Joint Venture to succeed in France as designed, the design and operation of this venture will have to be adapted in the following two elements.”

b. Remember that your writing is your experiment. While you may have a hypothesis as you begin to write, you cannot write the final thesis until after you have finished writing the rest of the paper and know what you ultimately have argued. Write a tentative thesis first and then write the report attempting to prove that thesis. At the end of the document, you may find you have actually proven something other than you had planned. No problem. State this last real argument in one sentence in the thesis section instead of the tentative thesis.

3. Conclusion/Recommendations is often the second shortest. The conclusion itself generally presents no new information related to the analysis and restates the findings concerning the two major obstacles. Remember that what you state in your conclusion section as your conclusion must be restated at the outset of your appendix or joint section as your thesis as well. The conclusion and the thesis must correspond exactly in the same appendix or joint section in their restatement of the two key obstacles. Recommendations, however, go further in making options known to the client. Note that the recommendation MUST include the following information: the best structure of your organization in a graphic, the best location in the nation (city at least), the policy on the use of home firm or third nation expatriates, and some discussion of potential financing in the nation itself. In this section, the truly well done paper will also present further recommendations such as the best marketing or operations options that accommodate or mitigate the obstacles identified.

4. Clearly separate material across the "Background", "Potential obstacles" "Criteria" and "Analysis" sections. They are not interchangeable.

Background is what the reader needs to know to understand the problem and why finding the obstacles is necessary. Background is often the bulk of an appendix BUT everything in that section must be justified in its inclusion - e.g., general stuff about the topology of the nation should not be included unless it is relevant to this FDI and the author explains why it is relevant!! The appendix background MUST have a discussion of the basics of your task force industry in that particular nation. It is not sufficient to discuss solely the general business climate.

Potential obstacles are a simple, short list of the factors to be evaluated.

Criteria are the tests or indicators against which you are evaluating the potential obstacles. This section is only a list, not the discussion

Analysis is the evaluation of that list using the criteria. Remember to address each potential obstacle, discuss it in terms of each criterion (usually a minimum of one paragraph per criterion, a minimum of three paragraphs per obstacle) and then move on to the next obstacle).

Conclusions / recommendations present the final choice to which the analysis leads. A good analogy is the murder mystery. The problem is the murder and, eventually, the thesis will be the naming of the murder suspect. The background is the when, where, how, etc. Obstacles are the list of suspects. Criteria are what will have to be true for the suspect to have been able and likely to have done the deed, e.g., alibi, motive, capability, etc. Analysis is the evaluation of each suspect in terms of alibi, motive, capability, etc. Conclusion/ recommendations is the simple identification of the murder suspect given the preceding analysis; this identification is then moved forward and restated in the thesis section.

5. Generally in each appendix you begin with 5-6 potentially large obstacles to a successful joint venture for that country such as labor quality or land values, etc, and, through analysis using the criteria as tests, you winnow down to two major obstacles for that country. These obstacles are then listed in the appendix's conclusion and in the thesis statement at the beginning of the appendix.

6. Always state a minimum of three criteria for evaluation at the beginning of the analysis: definitions, measurements, preferred directions of trends, etc. For this report, the basic three criteria address short term costs, on time deliveries, and intra-corporate cultural accommodation. Remember the point is to identify from among the longer list of potential obstacles the one - two KEY obstacles to be overcome if this investment in this industry in this country is to be successful.

7. Always put a matrix presenting the results of your analysis at the end of the analysis in order to clarify the results for the reader. Use the following format in placing this material after your analysis. Make sure this matrix and your discussion agree.

"This analysis suggests the following matrix of relative strength of these obstacles in determining the operational costs, delivery timeliness, and overall friction in multicultural operations.

Criterion 1 Increase Ops Cost? Criterion 2 Reduce on-time delivery? Criterion 3 Reduce Intercultural team productivity?

[Possible obstacle 1] [state one: strong, moderately, weak][state one: strong, moderately, weak][state one: strong, moderately, weak]

[Possible obstacle 2] [state one: strong, moderately, weak][state one: strong, moderately, weak][state one: strong, moderately, weak]

[Possible obstacle 3] [state one: strong, moderately, weak][state one: strong, moderately, weak][state one: strong, moderately, weak]

[Possible obstacle 4] [state one: strong, moderately, weak][state one: strong, moderately, weak][state one: strong, moderately, weak]

[Possible obstacle 5] [state one: strong, moderately, weak][state one: strong, moderately, weak][state one: strong, moderately, weak]

8. Cite all sources in the text using the format (Smith 1992:23) where the number 23 is the page in the citation, even web sources. All key ideas, lengthy descriptions, data and tables must be cited individually. If one source dominates a section, then cite it at the end of each paragraph. Normally one citation per paragraph is a minimum unless every idea, thought, and information is completely your own creation. Remember that just because three books have made a similar observation does not mean it is common knowledge. Those may be the only three authors in the world who know this item. A consistent failure to cite sources properly is, for a 400 level course, a demonstrated failure to honor both intellectual property rights and to have benefited from the previous three years of work. Cite all web sources in the text in the same manner; use some brief acronym in the text plus some identifying information from the bibliographic entry.

9. Egregiously poor citations will result in a failing grade and plagiarization may result in both a failing grade and pursuit of a charge of violation of University ethics policy. Please note that copying whole paragraphs from another source and then simply noting the source without making it clear that this paragraph is a direct quote is plagiarization. There is no minimum…..one paragraph directly inserted without properly noting that it is a direct quote or a pattern of single sentences so "borrowed" are both plagiarization, as is taking in idea without duly noting its source.

10. A bibliography of ALL sources used is required. To be acceptable, it must indicate a thorough search in the literature for relevant works. ALL works in the bibliography must be cited in the body of the text. Because this paper is in lieu of a final exam, the text must integrate ideas from the course readings and, therefore, the relevant course readings must be cited in the text as well as listed in the bibliography. Cite all web sources as well using some acronym as the author, if there is no author, and any other identifying information such as any title, source noted on the web site, the URL itself [standard practice these days is to bold italicize the URL], and the date you downloaded the material.

11. Use neutral language at all times. Avoid "should" or "ought" until the recommendations section, if you have one. Avoid global exaggerations like "everywhere", "all", etc. Always take the "me" and "I" out of the discussion to the extent possible. This personalization of the work makes it more difficult for you to distance yourself for neutral work and it is harder for the reader to give the work credibility.

12. Do NOT include a table, chart, graph, or map unless you actually refer to it in the text in a substantive way. Just padding the back of the report with otherwise unused tables and graphs is of no help at all in the evaluation.

13. Other administrative notes.

a. Length of work: executive summary (maximum two single spaced pages), a proposal (initial, final each minimum 10 double spaced pages) and an appendix for each country (minimum 8 single spaced pages for each country. All text will be a standard 11 Arial pt font with 1 inch margins, not including graphics, tables or bibliography. Wide margins or oversized font merit a poor evaluation.

b. Do not right-justify any submitted work. That only works in narrow news columns; in longer pieces, while it looks neater, it is more difficult to read.

c. Put a list of all task force member names only on the back side of the last page of the whole report and then each author of each appendix must put their name on the back of the last page of their own appendix. Do put a contact telephone number with your name. Also put telephone numbers and names on the disk submitted with the final report.

d. Page numbers are required in the upper right-hand corner of every page of text.

e. Simply staple your work together. Do not use the sliding plastic covers sold in stationary stores; they come apart too easily. Formal, expensive binding is not necessary nor appreciated.

14. ALL reports must be submitted with an electronic copy of the entire task force report in one consolidated Word 97or higher file. Be sure the diskette is virus-free and has no other files on the diskette. Name the file with the last names of task force members as follows 'lastname_lastname_435f03". This file will be submitted for review by an electronic plagiarization detection program.

15. Normally the joint sections and the appendix are weighted 1/2:1/2 in the final grade. However, if there is a significant discrepancy between the quality of the joint section and your individual appendix (indicating less effort on the part of one appendix author and free riding on the efforts of the other task force partner in writing the joint section), the instructor reserves the right to weight the joint section considerably even less than the appendix for the free-riding author.

GRADING STANDARDS FOR ALL REQUIREMENTS including participation

Paper standards are in italics.

MASTERY

A Dominates the material

[Good Thesis Statement, Good Argument, Structured well, Written well]

A+ Beyond the expectations of the course or specific requirement

A- Demonstrates some mastery of the material across most categories.

PROFICIENCY

B Demonstrates a good understanding

[Good Thesis Statement, Acceptable Argument (few fallacies, mostly clear), Structured well, generally written well]

B+ Excellent Performance in several categories

B- Demonstrates aptitude for the subject

PASSING

C Demonstrates passable but shallow understanding:

[Passable Thesis Statement, barely acceptable argument (fallacies, unclear), Structured generally, grammatically passable]

C+ Can build on this foundation

C- Limited and short-lived understanding

POOR

D Demonstrates extremely shallow understanding

[Attempt at a thesis statement, a story or history rather than argument, Some evident structure, grammatically poor]

F Demonstrates no effort or violates major requirements

[No thesis + Garbled story, embarrassingly poorly written, plagiarization or fraud in authorship]

NOTES:

Task Force Grades will be adjusted for contribution using peer-group and self-evaluations and the professor's judgment if the situation warrants.

"Domination" of the material includes displaying insight well beyond the mere accumulation of facts.

For the top grade, any assignments must be well organized and comprehensive.

The participation grade is based on the intellectual contribution to the class and computer discussion in terms of clarification, insight, stimulation, original ideas, and attendance in the course. A passing grade requires at least 70 percent regular attendance and regular contribution to the class discussion. Attending all lessons but saying nothing merits a failing participation evaluation. Absence or failure to be prepared when your name is called for article presentation merits at least a 10 percent penalty in in-class participation evaluation.

Creativity merits reward if it demonstrates sophisticated insights and command of the material...up to one grade point per requirement.

Grade adjustments: The University of Arizona does not allow me to give plus or minus final grades although I prefer to grade with them in the course. Your final grade will be altered according to the full grade to which your calculated final grade is closest. Half point grades will be moved up; quarter point grades down. Those falling between X.30 and X.50 will be evaluated individually to see if moving up is justified.

No extensions will be permitted unless there is a demonstrable emergency and you have arranged the extension in advance.

Students who wait more than a week to inform the professor that a task force member has withdrawn are held responsible for the entire task for report across all countries. No exceptions.

Final notes on academic integrity and formal definitions of misconduct with consequences:

Academic Dishonesty
Academic Dishonesty occurs whenever any action or attempted action is pursued that creates an unfair academic advantage or disadvantage for you and/or any member or members of the academic community. All forms of academic dishonesty are subject to sanctions under the Code of Academic Integrity. Sanctions include: written warning, reduction in grade for work involved, disciplinary probation, loss of credit for work involved, failing grade in the course, suspension, and/or expulsion. Various forms of academic dishonesty include, but are not limited to cheating, fabrication, facilitating academic dishonesty, and/or plagiarism.

Academic Misconduct
Academic Misconduct is defined as any behaviors not conforming to prevailing standards or rules within the academic community. All forms of academic misconduct are subject to sanctions under the Code of Conduct. Sanctions include: classroom conduct, interim action, program/support, organizational sanctions, restricted access to university property, administrative hold, warning, probation, suspension, and/or expulsion. Various forms of academic misconduct include, but are not limited to disruptive behavior, threatening behavior, and/or the theft or damage of University property.

For more specific examples of academic dishonesty, academic misconduct, and how to avoid such behaviors, please visit the following website: http://ugrad.eller.arizona.edu/academic_integrity/student_resource_guide