TMA International Law Seminars
TEACH ME AMERICA - INTERNATIONAL LAW FIRM OF MICHAEL R. POLIN
MBA & EMBA LEARNING
STRATEGIC TRAINING and SEMINARS

COURSE #8:   INTERNATIONAL LAWS THAT IMPACT CROSS CULTURE INTELLIGENCE, ORGANIZATIONAL BEHAVIOR, AND MANAGEMENT

TEACH ME AMERICA INTERNATIONAL LAW SEMINAR COURSE COVERS:
  1. ​China is at an economic turning point – the internationalization of many of its corporations and full participation in the global economy. The course involves marrying theories and concepts from the broad fields of 'culture' and 'international business' and applying them to problems typically confronted by leaders and managers involved in international business.
  2. Failure on the part of managers to appreciate and deal with the differences in attitudes, values and behavior of those with whom they interact in international business transactions consistently has been shown to be a major source of difficulties.
  3. The capability of Chinese corporations to meet the challenges of operating successfully in a globalized economy. EQ – emotional intelligence – is just as important as IQ in predicting a person’s success as a manager, so CQ – cultural intelligence and cross-cultural skills – is critical to managers engaged in international business.
  4. Immediate need for a very large number of Chinese managers who have a global outlook and who can handle international management situations comfortably and successfully and understand the laws applicable. In short, the realization of a new golden era in China depends to a significant extent on the cross-cultural management skills of tens of thousands of Chinese managers.
  5. Managing Across Cultures
  6. Organizational behavior issues:  Decision making process * Ethics and the law * Technology transfer deals * IP valuations * Conflicts of interest
  7. Issues and problems of leading and managing in different cultures
  8. People problems' that invariably arise in international business relationships
  9. Customer service
  10. International laws and adapting Cultural Intelligence for China to take on the International business world
  11. Laws that create high economic growth or long lasting market developments and penetration in America and internationally.
  12. CQ essentially comprises three components:  The capacity to understand differences in cultures and some fundamental principles of cross-cultural interaction.  *  An ability to understand what is going on in complex, dynamic, culturally-confusing situations.  *  Having a repertoire of behaviors which are appropriate for different intercultural situations – and knowing when and how to use them.
  13. CQ has been of very obvious importance when, for example:  Seeking to do business with foreign clients *  Negotiating with a potential joint venture partner  *  Dealing with relationships between expatriate and local colleagues  *  Motivating local colleagues  *  Resolving intercultural disputes.
  14. CQ has been of somewhat obvious importance when, for example:  Dealing with government authorities and bureaucrats *  Confronting and resolving ethical dilemmas  *  Designing training and development programs for locals *  Developing policies and strategic plans in respect of expatriates and localization.
  15. However, CQ has often not been well understood in relation to:  Creating effective global virtual teams *  Building truly global organizations out of country-level operations that have local relevance * 
  16. Developing global mindsets in key managers *  Accessing and effectively using ‘embedded’ information from scattered sources across many countries.
  17. The challenges for Chinese enterprises are even more imposing. Many of them have had limited exposure to, and gained insufficient knowledge of, the cultures of those with which they are now seeking to do business.
  18. Their cultural skill base is often inadequate in relation to their international competitors and insufficient to deal adequately with the very difficult issues – cultural, economic and political – with which they are confronted.
  19. Chinese enterprises need to increase significantly and rapidly their stock of globally competent managers, individuals who, among other things:  Understand the international business environment from a global perspective. *  Have an understanding of a multitude of countries and cultures (not just a few). *  Can mix and work easily with people from many different cultures simultaneously.  *  Have the capacity to live and work successfully in foreign cultures, not as marginal actors but as members of international communities.  *  Are focused on meeting the goals of their local (Chinese) organization but who are sufficiently cosmopolitan and global in their thinking about key issues.
  20. As some notable failures of Chinese enterprises venturing abroad has reinforced, globally competent managers are just as critical as:  Financial resources, *  Technology *  Home government support or economic policies in ensuring international business success. 
  21. To meet the challenges they face, at the organization level, Chinese enterprises need to pay increased attention to what they need to do in relation to issues of:  Organizational culture, *  Top management leadership,  * Organization structure,  *  Design and organizational processes.
  22. At the level of individuals, careful thought needs to be given to how globally-competent managers with high levels of CQ can be acquired and developed, considerations that go to issues such as: Recruitment processes * Career development * Training * Performance management * Compensation * Retention processes  
  23. Laws of hiring firing and promoting
  24. Incentivisation issues
  25. Customer service

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Training Purpose:

1. To utilize the case methodology as an effective means of teaching students real life issues with
American and international laws and contracts so that management personnel will be able to take
advantage of real world opportunities and tackle real world legal and business problems.

2. The training will emphasize many important topics with a primary focus on legal issues and laws that
directly impact the company ability to have internationalization in operations, profit models,
social responsibility, mentality, and corporate culture.

3. In order for companies to grow into international successes the leaders must understand many
important legal issues multinational enterprises face every day. The companies need to understand how
to make reforms and create innovations in corporate systems with proper legal support and international
legal standards executing international leadership.

4. There are many legal issues for companies that concern internationalization of strategic
thinking of corporate operation, corporate governance, corporate culture and philosophy, competition
pattern and behaviors and if they
Presentation Style:

The Attorney Michael R. Polin TEACH ME AMERICA TRAINING program utilizes proven American teaching styles with a class focus on:

  1. Principle lecture on a specific topic.
  2. Open class discussion that will involve all students in a question and answer session.
  3. Group discussions where all students’ ideas, analysis, and opinions will be considered and discussed.
  4. Particular case analysis and studies highlighting the main issues of the lecture with an emphasis on results and reasons certain decisions were made.
  5. At the end of each day there will be a summary of all topics discussed and examples of how each topic intersects and is related to the other legal and business topics.
  6. The number of topics covered will follow the format below and can be from one day to seven days depending on the MBA and EMBA requirements.
Daily teaching structure will be:

8:30 - 10:00
First Class
10:00 - 10:20
Coffee & Tea Break
10:20 - 12:00
Second Class
12:00 - 13:30
Lunch
13:30 - 15:30
Third Class
15:30 - 15:50
Coffee & Tea Break
15:50- 17:00
Fourth Class
Personal and institutional outcomes/Take-a-ways for students and University:

After attending the Attorney Michael R. Polin TEACH ME AMERICA TRAINING program the students will have the ability to think correctly and professionally about legal issues concerning:

• Legal Planning and strategic implementation of your launch and business development
• Risk-analysis evaluation with
    o Strategies
    o Operations
    o Technology
    o Intellectual property
    o Business and legal planning
    o Understanding legal and business philosophies from American and western economic viewpoints
• Legal Business model frameworks
• Avoiding scams and illegal conduct
• Proper legal structures
• Legal Training and hiring strategies
• Laws that differ between China and the United States
• Understanding the correct legal “thinking process” for doing business with America
• Legal and contemporary leadership theories and practice
• Utilize leadership ideas and concepts in analyzing critical legal issues
• Legal perspectives on decision making in complex organization and critical thinking
• Legal considerations with social, political, and behavioral models in which business organizations operate
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International Law Firm of Michael R. Polin, 5755 Oberlin Drive Suite 301 San Diego, California 92121,   Tel: 858-750-1611, Fax: 760-489-6989,   Email: support@polinlawfirm.com