http://ir.mksu.ac.ke/handle/123456780/5965 2026-04-06T04:59:08Z 2026-04-06T04:59:08Z Fatehi, Kamal Choi, Jeongho http://ir.mksu.ac.ke/handle/123456780/6369 2021-07-08T10:26:14Z 2019-01-01T00:00:00Z

International Business Management Fatehi, Kamal; Choi, Jeongho We are living in a world where the only certainty is the uncertainty in the human affairs. A few decades ago, it was common among the academicians to discuss a future where large multinational corporations would be in charge and the national governments would exist in name only without meaningful powers. There were predictions that the world would become a “global village” in which the people would face a new reality very much akin to living in a village. The villagers collectively would be aware of each other. Their lives would be subject to scrutiny by others and be impacted by them. Now, not only we have arrived at such a “village,” we are transforming this village beyond recognition, and a wrong move by any “government in name only” could doom us all. Even without such a catastrophe, our lifestyle and our industrial activities are so myopic and contrary to maintaining a healthy and sustainable life that continuing it would not be much different than a grave mistake by a national government that could have a disastrous consequence. We are locked in a zero-sum game in which the selfish attempt for the individual gain at the expense of our neighbors is becoming a norm and not an exception. Some are engaged in an international trade where they sacrifice long-term results and bargain for short-term benefits. Let’s hope that these issues are just aberrations. Globalization is well underway. There is no exaggeration if we claim that we have arrived at the “global village.” The arrival is not celebrated by the villagers, and there is not a welcome mat. Instead, the arrival is marked with a note of caution and a reminder. The caution note warns us that there are unanticipated outcomes to globalization such as heightened security concerns due to rising acts of violence and terror instigated by, among other things, the stark awareness of value differences. These value differences are brought forth by globalization forces that threaten the possibility of preserving separate ethnic identities and the prospects of assimilation of all by the forces of modernity. The isolation of cultures, nations, and markets of the previous period has been replaced by close interaction, intermingling, and integration among them, actually or virtually. International business and international management have significant roles in all this. To move cautiously in the uncharted waters of global business and to mitigate unanticipated consequences of globalization necessitate the study of international management.

2019-01-01T00:00:00Z Ivanov, Dmitry Tsipoulanidis, Alexander Schönberger, Jörn http://ir.mksu.ac.ke/handle/123456780/6367 2021-07-08T10:19:24Z 2019-01-01T00:00:00Z

Global Supply Chain and Operations Management Ivanov, Dmitry; Tsipoulanidis, Alexander; Schönberger, Jörn In everyday life, all of us take supply chain and operations management (SCOM) decisions. If you move to a new flat, location planning is first necessary. Second, you need a plan of how to design the overall process. This includes capacity planning, transportation planning, and human resource planning. You also need to replenish some items and do procurement planning. Finally, a detailed schedule for the day of the move is needed. Similarly, building a new house involves many SCOM decisions. Again, it starts with location selection. If you decide to coordinate the overall process by yourself, it is necessary to coordinate the entire supply chain of different manufacturers and workmen. In turn, they need the detailed data of your plans and forecasted data to plan their own process and sourcing activities. In order to avoid traffic jams at the building site, detailed coordination at the vehicle routing level is needed. SCOM belongs to the most exciting management areas. These functionalities are tangible and in high demand in all industries and services. This study book intends to provide both the introduction to and advanced knowledge in the SCOM field. Providing readers with a working knowledge of SCOM, this textbook can be used in core, special, and advanced classes. Therefore, the book is targeted at a broad range of students and professionals involved in SCOM. Special focus is directed at bridging theory and practice. Since managers use both quantitative and qualitative methods in making their decisions, the book follows these practical knowledge requirements. Decision-oriented and method-oriented perspectives determine the philosophy of the book. In addition, because of the extensive use of information technology and optimization techniques in SCOM, we pay particular attention to this aspect. Next, a strong global focus with more than 80 up-to-date cases and practical examples from all over the world is a distinguishing feature of this textbook. The case studies encompass different industries and services and consider examples of successful and failed SCOM practices in Europe, America, Asia, Africa, and Australia

2019-01-01T00:00:00Z Guerrero, Hector http://ir.mksu.ac.ke/handle/123456780/6365 2021-07-08T10:19:10Z 2019-01-01T00:00:00Z

Excel Data Analysis Guerrero, Hector Why Does the World Need—Excel Data Analysis, Modeling, and Simulation? When spreadsheets first became widely available in the early 1980s, it spawned a revolution in teaching. What previously could only be done with arcane software and large-scale computing was now available to the common man, on a desktop. Also, before spreadsheets, most substantial analytical work was done outside the classroom where the tools were; spreadsheets and personal computers moved the work into the classroom. Not only did it change how the data analysis curriculum was taught, but it also empowered students to venture out on their own to explore new ways to use the tools. I can’t tell you how many phone calls, office visits, and/or emails I have received in my teaching career from ecstatic students crowing about what they have just done with a spreadsheet model. I have been teaching courses related to business and data analytics and modeling for over 40 years, and I have watched and participated in the spreadsheet revolution. During that time, I have been a witness to the following important observations: • Each successive year has led to more and more demand for Excel-based analysis and modeling skills, both from students, practitioners, and recruiters. • Excel has evolved as an ever more powerful suite of tools, functions, and capabilities, including the recent iteration and basis for this book—Excel 2013. • The ingenuity of Excel users to create applications and tools to deal with complex problems continues to amaze me. • Those students who preceded the spreadsheet revolution often find themselves at a loss as to where to go for an introduction to what is commonly taught to most undergraduates in business and sciences.

2019-01-01T00:00:00Z Malik, Ashish http://ir.mksu.ac.ke/handle/123456780/6357 2021-07-08T10:24:59Z 2018-01-01T00:00:00Z

Strategic Human Resource Management and Employment Relations Malik, Ashish The theoretical roots for the study of human resource management (HRM) in organisations have existed in the Western contexts for over a century when seminal ideas of influential management thinkers such as Taylor, Drucker and McGregor were in prevalence. Earlier conceptualisations of work and employment adopted a different (pluralist) emphases and focused on terms such as labour welfare, labour relations, personnel management and industrial relations to name a few. One could argue, this view reflected contemporary developments in the field of HRM, albeit with different ideological and philosophical focus that have been in operation for several centuries. For example, in India, work practices were influenced by the ancient ideas of Chanakya (also referred to as Kautilya), whose pioneering work on Arthashastra was regarded as a treatise in the field of economics, politics, military strategy and governance. This seminal work had also developed ideas of organisation and administration in the fourth century BC. Indeed, one only needs to turn back and look at the practices of one of the world’s oldest multinational corporation–the erstwhile East India Company, which was founded in the early 1600 in India by the British to pursue trade with the East Indies. Even though it ended up trading, in the main, in the Indian subcontinent, its operations spanned across several borders. Managing people in the colonial era was quite different from how we manage people today. Some might even ask, has the nature of capitalism or business goals changed in principle? If so, what might have caused the change? Were these changes triggered by changes in people’s aspirations of seeking better and humane conditions of work and employment? Or, due to changing political agendas, new legislation for protecting workers, change in ideologies and other influences such as religion and industrial revolution? These questions bring to our mind the importance of changes in context and its distinctive and highly variable character. While the immediate focus of HRM and employment relations (ER) is on managing people and work within an agreed framework of the employer–employee relationship and setting the rules for engaging people and governing their conditions of employment, HRM and ER is also influenced by multiple, direct and indirect factors. These include a range of factors such as different: stakeholders state, regulation, customers and institutions. It is by learning the multiple and specific instances from different contexts that we may be able to generate some generic guidelines for understanding how we manage people and work.

2018-01-01T00:00:00Z