PMGM7001 Fundamentals of Global Management

How PMGM7001 is assessed

The master syllabus lists these three components and they total 100%. Outside the weighted table, the course site states a minimum attendance requirement: students who are present for less than 70% of the classes in any course are treated as failing that course, so attendance is a pass condition you can fail independently of your marks. The syllabus also states that no late assignment will be accepted. Two details differ between documents: the syllabus gives groups under 22 minutes to present while the introductory slides allow up to 25, and the paper instructions exclude references from the six-page limit where the syllabus does not mention them. Confirm both on Moodle.

Current PMGM7001 dates

Dates are as published in the syllabus schedule and the submission points on the course site for this offering. Confirm exact deadlines and submission settings in the live LMS.

What PMGM7001 covers

Eleven chapters follow the two published modules, from diversity, teams, motivation and global citizenship to executive leadership of oneself, innovation, environmental initiatives and ethics.

It describes its problems as open-ended, with no established or permanent solutions, and asks for problem orientation, an outcome-based approach and personalised knowledge.

Each teaching session is paired with a business case, and every individual paper topic ends by asking for personal takeaways.

Module one: current issues and the behavioural foundations

The first module opens with an exercise on a 2025 tariff timeline and then covers diversity and inclusion as a globalization essential, including the regional landscape, the performance evidence and ageism in both directions.

It moves to fit, attitude polarization and reality sharing, then social identity and a Ryder Cup captain leading twelve players from across Europe.

Motivation follows, with extra-role behaviour, empowerment and a London supermarket run on a heart-centred approach, and the module closes with global citizenship, stakeholder analysis, a Hong Kong food-rescue charity and the capitalist system after the financial crisis.

Module two: executive leadership

The second module turns to the leader.

Leading oneself uses a Japanese founder's decision to hand over the company he built. Leading innovation uses two partners who divide leadership in an indoor-mapping start-up. Leading environmental initiatives uses a Hong Kong charity trying to change fast fashion.

Leading ethics uses an underwriter who refused to look away from mortgage fraud at a large American bank.

How you are assessed, and the attendance requirement

The syllabus lists three components: individual attendance and participation at 20%, an individual paper at 40% and a group project at 40%.

Separately, a minimum attendance requirement of 70% of classes applies to each course; the course site says students below it are treated as failing the course, so it is a pass condition outside the marks and one you can fail even with good work. The paper is an essay of at most six pages on one of eight published topics, and the group project is a presentation analysing a company's global management issues.

Worked example · free

Group a case's practices before explaining them

Key terms

Global Management

Managing people, teams and organisations across differences between people and nations, which the course treats as its central problem.

Categorisation

Grouping people or things to reduce complexity, which the course notes is also the foundation of prejudice and stereotyping.

Person-job Fit

The match between a person's attributes and the attributes of the job, which can change when the job changes.

Cultural Insider

A team member whose multicultural experience maps onto teammates' backgrounds, helping to integrate their information and ideas.

In-role Performance

Work prescribed by the job, dealing with its technical core, which is relatively easy to specify, manage and reward.

Positive Psychology

An approach focused on building wellbeing, summarised in the course as positive emotion, engagement, relationships, meaning and accomplishment.

Leadership

Setting direction and bringing about change, which the executive leadership module distinguishes from managing for order and execution.

Management

Creating order, planning and reliable execution, the counterpart to leadership that every organisation also needs.

Free-riding

A group member benefiting from others' work without contributing; the course adjusts that member's grade if a complaint is confirmed.

PMGM7001 FAQ

Questions students ask in each PMGM7001 chapter

Do I need to know economics to answer the tariff topic?

Only at the level of the four named concepts. The topic asks what enabled the stance and what it implies for global management, so the marks come from applying self-sufficiency, comparative advantage, deterrence and interdependence to the episode and to managers, not from technical trade theory. Define each in a sentence and spend your words on application. Chapter 01 · Tariffs, Interdependence and Problem Orientation

Does diversity improve financial performance?

The research the lecture cites reports an association: companies in the top quartile for executive-team gender or ethnic diversity were more likely to outperform on profitability. It does not establish that diversity causes profit, since both may follow from other factors. State the finding with its comparison and direction and stop at association. Chapter 02 · Diversity and Inclusion Across Regions

Is ageism really a problem for young people?

The lecture reports a psychology study finding it slightly worse for the young, with colder feelings towards today's young adults than towards older people. It also reports that nearly two-thirds of workers aged forty-five and over had seen or experienced age discrimination, so both forms coexist. Chapter 03 · Ageism and Designing Inclusive Team Activities

Is wanting employees to fit in a bad thing?

Not in itself. Fit between person, job and organisation has real benefits. The lecture's concern is pressure to conform that makes minorities hide what is different about them, which can cost confidence and wellbeing and deprive the team of the diversity it hired for. Chapter 04 · Fit, Attitude Polarization and Reality Sharing

Why did the captain not try to make the golfers a close-knit team?

Because golf trains players to focus on their own game, and he judged that forcing togetherness would fit poorly with how they normally think. He kept them comfortable as individuals and gave them a shared identity through symbols, a common task and pride in each other's backgrounds instead. Chapter 05 · Social Identity and Leading a Diverse Team

What does leading by heart actually involve?

In the case it means being authentic and letting others be themselves, investing in people's potential, creating emotional safety before changing processes, coaching rather than directing, and giving staff real authority, such as a team of non-managers responsible for change and promotions. It is disciplined practice, not simply kindness. Chapter 06 · Motivation, Extra-Role Behaviour and Leading by Heart

Does the course reject Friedman's view of business?

No. It presents Friedman's claim that business should increase profits within the rules of the game, then shows how the rules were weakened and abused. Its conclusion is that responsibility works best when aligned with profit under fair rules, which qualifies Friedman rather than dismissing him. Chapter 07 · Global Citizenship, Stakeholders and the Capitalist System

Why did the founder step down if his employees rated him highly?

Because he judged the job had changed. He felt great as chief executive at up to about two hundred people but not even good at several hundred, and he said his consultative style and fear of unpopular top-down decisions did not suit a company heading for one to two thousand employees. Chapter 08 · Leading Oneself: Self-Awareness and Succession

What made the start-up's innovation succeed?

The case points to a specific vision that let the founders accept good-enough accuracy, a partnership in which technology and commercial discipline were led by different people, and a team led so that experimentation was safe and credit was shared. A critical answer adds the fragility of depending on a small core team. Chapter 09 · Leading Innovation with Complementary Partners

Why does the charity say recycling is not the solution?

Because most of the harm occurs before a garment reaches a consumer, in overproduction and manufacturing. Recycling deals with the result. The charity therefore aims first at designers, the industry and buying habits, and treats recycling as the last resort. Chapter 10 · Leading Environmental Initiatives

Was the bank's failure caused by greedy individuals?

The case resists that reading. The underwriter believed most colleagues were ethical, and the failure is traced to volume-linked pay, a misleading quality measure, rotating management and counter-channels that overturned findings. Individuals made choices, but the system made the wrong choices easier and the right ones costly. Chapter 11 · Leading Ethics: Systemic Pressure and Speaking Up

How to prepare for the assessments

Choose your paper topic and your group's company in the first two weeks, then read every chapter asking what it contributes to those two pieces of work. Before each lecture, read the assigned case and write down the problem the protagonist faced in one sentence; after it, add the concept that best explains what they did. By the last lecture you will have a page of case-by-concept notes that is most of a paper plan.

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