Академический Документы
Профессиональный Документы
Культура Документы
Course title:
Number of credits:
No of lectures-tutorial-practical:
PPM 188
2
28-0-0
Course coordinator:
Mr Rituraaj Juneja
Cross-Culture Management
Course outline
Given the globalization of businesses and increasing diversity with the workforce of so
many industries and organizations, a cross-cultural component in management
education and training is no longer a useful add-on merely for those who might
consider venturing abroad to pursue their career. Nowadays, more and more
managers are required to work effectively across cultural borders. Even if they are
confined to their offices, they are more and more likely to interact with people from
other cultures. Awareness, education and training in cross-cultural management has
therefore become a must, whatever the type of business education concerned,
whether it is for aspiring graduates at the start of their career or for those senior
managers who wish to increase their effectiveness in their present positions or their
employability in the international markets.
Many experts in their fields have wrecked their brains to come up with what they
consider to be their concept of culture. Those working in the field of cultural
anthropology, alone, for example, have come up with long list of definitions of the
concept, based on their analysis of ethnological, social, physiological and linguistic
data.
This course attempts to communicate the fundamental aspect of culture, something all
humans learn in one way or another. It is not something people inherit, but rather a
code of attitudes, norms and values, a way of thinking that is learnt within a social
environment. Family, the social environment, school, friends, work all these help to
form this code and determine how people see themselves in this world. The national
culture and the particular region the people live in also help to shape a persons
cultural profile.
Although culture is reflected in individual behavior, it is a way of thinking shared by
individuals in a particular society that makes culture what it is.
This course intends to start from the basic understanding of culture, move to crosscultures using many case studies &case lets. The course is divided into three segments
where culture is understood with respect to management, organizations and finally
communications.
30%
30%
Final Examination
40%
Class Participation
Participants are expected to be present, prepared and willing to share their views in
the classroom discussion in every class, both voluntarily and when called upon to do
so. They may be asked to identify key points in the assigned reading for the day (so
reading the assigned papers for each class is essential). Class participation also
includes class exercises and debates and participation in role-plays. The most valuable
contributions provide insightful viewpoints and analyses that build upon the readings
and prior class discussion and move our thinking forward.
The quality, quantity, and consistency of the students contribution will be evaluated
regularly. Should a student has specific or immediate concerns on how to improve
their class presence, please feel free to consult the course coordinator anytime during
the term.
In addition to their individual input into the case study discussions, they will have the
opportunity to participate in several in-class exercises and simulations (role plays in
class assignments and discussions). Most of these exercises will be team-based. Each
team should be ready to explain their stand - what was done, why it was done etc.
Different members of the team may take on different roles (e.g. leadership of the team
discussion, enactment in front of the class, explanation of key points, etc.).
1
1
1
Topic
2. Culture & Leadership
3. Culture & Strategy
4. Cultural change in organizations
5. Culture & marketing
Part III:
Culture & Communication
1. Business communication across
cultures
2. Barriers to intercultural
communication
3. Negotiating internationally
4. Working with international teams
5. Conflicts and cultural differences
6. Developing intercultural
relationships
7. Activity 1: Simulation working
internationally
8. Activity 2: Vechtel: A case study
1
1
1
1
1
1
2
1
Topic
Total
Suggested readings
Donaldson, T. (1996). Values in Tension: Ethics away from Home. Harvard Business
Review,
74(5): 48-62.
El Kahal, S. (2001). Business in Asia Pacific. Oxford University Press, pg 125-145.
Elenkov, D.S. (1998). Can American Management Concepts Work in Russia? A CrossCultural
Comparative Study. California Management Review, 40(4): 133-156.
Gundling, E. (1991). Ethics of Working with the Japanese: The Entrepreneur and the
Elite
Course. California Management Review, 33(3): 25-39.
Hodgetts, R.M., Luthans, F. (1997). International Management: Culture, Strategy and
Behavior.
3rd edition. New York: McGrawhill, pp 95-121.
Huntington, S.P. (1996). The West Unique, Not Universal. Foreign Affairs, 75(6): 28-46.
Jung, K.D. (1994). Is Culture Destiny? The Myth of Asias Anti-Democratic Values.
Foreign
Affairs, 73(6): 189-194.
Krugman, P. (1994). The Myth of Asias Miracle. Foreign Affairs, 73(6): 62-78.
Osland, J.O., Bird, A. (2000). Beyond Sophisticated Stereotyping: Cultural Sensemaking
in
Context. The Academy of Management Executive, 14(1): 65-79.
Puffer, S.M. (1994).Understanding the Bear: A Portrait of Russian Business Leaders.
Academy
of Management Executive, 8(1): 41-54.
Stanbury, W.T. and Vertinsky, I.B. (2004). Economics, Demography and Cultural
Implications
of Globalization: The Canadian Paradox. Management International Review, 2: 131156.
Su, C., and Littlefield, J.E. (2001). Entering Guanxi: A Business Ethical Dilemma in
Mainland
China? Journal of Business Ethics, 33(3); 199-210.
Thomas, D.C. (2002). Essentials of International Management. Thousand Islands,
California:
2:
3:
The concept of culture and the role of norms and values in determining
culture
Case Study 1:
Have some insight into the relationships between societal values and
practices and the culture of organizations working within a society
Case Study 1:
Case Study 2:
4:
5:
6:
7:
Case Study 1:
Problems at Airbus
Have some insight into the cultural factors that have an influence on
business
Case Study 1:
Statements of commitment
Case Study 2:
In search of status
Case Study 3:
Gain a clearer appreciation of the effect cultural values have on the way
managers work
Case Study 1:
An own goal
8:
Part II:
Culture & Organizations
1:
Culture & Corporate Structures
Learning outcomes:
2:
3:
4:
Case Study 1:
Case Study 2:
Bad blood!
The notion that there are attributes of leadership shared across all cultures,
even though these are perceived differently in different cultures
Case Study 1:
Case Study 2:
Turnaround
Case Study 1:
Shells reorganization
5:
6:
7:
8:
Case Study 1:
strategy
Case Study 1:
Case Study 2:
Case Study 3:
Skoda transformed
Case Study 4:
Case Study 5:
Sensodyne toothpaste
Case Study 6:
Vicks inhaler
Part III:
Culture & Communication
1:
Business communication across cultures
Learning outcomes:
2:
3:
4:
Case Study 1:
a gap with West
Case Study 1:
Case Study 2:
Case Study 3:
Delete stereotypes
Case Study 4:
Negotiating internationally
Learning outcomes:
Case Study 1:
Case Study 2:
5:
6:
7:
8:
Case Study 1:
Case Study 2:
Understand how different cultural values affect the way people perceive
and manage conflicts
Realize how particular communicative skills can transform the way people
perceive the nature of conflict and the attitudes of those involved
Case Study 1:
Case Study 1:
Case Study 2: