Course 2010-2011 a.y.

Go to class group/s: 31

M (8 credits - II sem. - OP  |  SECS-P/10) - IM (8 credits - II sem. - OP  |  SECS-P/10)

Course Director:
BETTINA GEHRKE

Course Objectives

The global arena of today mandates that managers develop the skills necessary to conduct effective cross-national interactions. This requires a deep understanding of how culture affects organizations, managerial processes and behaviours. The course begins by providing students the basic conceptual and theoretical knowledge for analysing cultural differences. In a series of case studies students analyse the challenges and complexities of managing a global workforce with particular attention to emerging countries.

As employees increasingly find themselves working in culturally diverse and geographically dispersed teams, the challenges of multicultural teams are addressed throughout the course. Through experimental activities students develop personal skills necessary to mange successfully in a global environment.

Course Content Summary

• Understanding the role of culture in international business :
• The concept of culture.
• Impact of culture on organizations and organizational behaviour.
• Communicating and negotiating across cultures.
• Theories of analyzing cultural differences :
• Cultural values dimensions.
• Cultural complexities and paradoxes.
• Global Human Resource Management :
• Managing multicultural teams.
• Diversity Management.
• Global Leadership competencies :
• Cultural aspects of leadership.
• Developing intercultural management competencies.
• Doing business in emerging economies (Africa, China, India, Middle East, Russia).

Detailed Description of Assessment Methods

Attending students:
The final grade consists of:

• 20% Class participation (individual)
• 10% Team presentations in class (group)
• 30% Team paper (group)
• 10% Reflection paper (individual)
• 10% Mid-term exam, multiple choice (individual)
• 20% Final written exam (individual)

Non Attending students:
Written exam with open and focused questions (multiple choice) based on the textbook.

Textbooks

For attending students

• M.J. BENNETT, A Developmental Approach to Training for Intercultural Sensitivity, in: International Journal of Intercultural Relations 10, pp. 179-196, 1986;
• R. BOLDEN, P. KIRK, African Leadership: Surfacing New Understandings through Leadership Development, in: International Journal of Cross Cultural Management, 9, 69, 2009;
• J. DISTEFANO, M. MAZNEVSKI, Creating Value with Diverse Teams in Global Management , in: Organizational Dynamics, Vol. 29, No. 1, pp. 45-63, 2000;
• T. FANG, From "Onion" to "Ocean". Paradox and Change in National Cultures, in: Int. Studies of Mgt. & Org., Vol. 35, No. 4, pp. 71-90, Winter 2005-6;
• E. FEGHALI, Arab Cultural Communication Patterns, in: International Journal of Intercultural Relations, Vol. 21, No. 3, pp. 345-378, 1997;
• C.F. FEY, S. SHEKSHNIA, The Key Commandments for Doing Business in Russia, in: Organizational Dynamics, Vol. 40, No. 1, 2011;
• D. GOLEMAN, What Makes a Leader? in: Harvard Business Review, pp. 82-91, Jan. 2004;
• V. GUPTA et al., Southern Asia Cluster: Where the Old Meets the New?, in: Journal of World Business, 37, pp. 16-27, 2002;
• J.S. HILL, Confucianism and the Art of Chinese Management, in: Journal of Asia Business Studies, pp. 1-9, Fall 2006;
• R.L. TUNG, V. WORM, T. FANG, Sino-Western Business Negotiations Revisited. 30 Years after China’s Open Door Policy, in: Organizational Dynamics, Vol. 37, No. 1, pp. 60-74, 2008.

For non attending students

• M.J. BROWAEYS, R. PRICE, Understanding Cross-Cultural Management, Prentice Hall Financial Times, 2008;
• M.J. BENNETT, A Developmental Approach to Training for Intercultural Sensitivity, in: International Journal of Intercultural Relations 10, pp. 179-196, 1986.

Exam textbooks & Online Articles (check availability at the Library)

Prerequisites

Undergraduate knowledge in Organizational Behaviour. An on-line entrance test is mandatory

Last change 10/05/2010 13:01