2013/2014 BA-HA_HU3E Cross-cultural competencies
English Title | |
Cross-cultural competencies |
Course information |
|
Language | English |
Exam ECTS | 7.5 ECTS |
Type | Elective |
Level | Bachelor |
Duration | Summer |
Course period | Summer
Please check www.cbs.dk/summer for the course schedule. |
Time Table | Please see course schedule at e-Campus |
Study board |
Study Board for BSc in Economics and Business
Administration
|
Course coordinator | |
|
|
Main academic disciplines | |
|
|
Last updated on 22-07-2013 |
Learning objectives | |||||||||||||||||||||
At the end of the course students
should be able to:
|
|||||||||||||||||||||
Course prerequisites | |||||||||||||||||||||
Students must be proficient in English. Some Management (Organisational Behaviour, Human Resource Management, Organisational Communication) background would be ideal, though not a direct precondition. Experience in working with people from different cultures is a plus. | |||||||||||||||||||||
Prerequisites for registering for the exam | |||||||||||||||||||||
Requirements about active
class participation (assessed approved/not approved)
Mandatory Mid-term Assignment: Short group-based oral presentation on a case study analysis with a specific focus on a particular culture (example: Chinese, Japanese, Mexican, US, German, French, Finnish, Malaysian, Italian, etc.). The assignment is mandatory as a precondition for completing the final examination. Groups of 4-6 people will be formed for this work and each will be given a case study to be solved and prepared out of class. A brief (8-10 minutes long) in-class presentation will be required, in which the groups will present their case analysis work. The aim of this feedback assignment is to practice case study analysis, and gain constructive feedback from other class members and the instructor. Since a significant part of the final exam is going to be case-based, this assignment should be taken as an opportunity for exam preparation. Timing: we will schedule about 2 groups per class in the second half of the program (probably on classes: 6-7-8-9). Exact details in the beginning of the program in the final class syllabus. |
|||||||||||||||||||||
Examination | |||||||||||||||||||||
|
|||||||||||||||||||||
Course content and structure | |||||||||||||||||||||
The purpose of this course is to
prepare students as global citizens with the intercultural tools
necessary to work effectively in business, government, and
nongovernmental organizations anywhere in the world. In this course
we will explore how leaders, managers, and employees can mobilize
organizational, national, and professional cultures as strategic
resources in a variety of contexts.
The course aims to help students develop cross-cultural skills and competencies. Topics covered include coping with challenges in a multi-cultural environment; communicating and interacting across cultures; international decision-making and problem-solving skills; cross-cultural negotiations; conflict resolution; ethical dilemmas in cross-cultural environments. Hence, the course is designed to provide students with an understanding of different cultures and the role of cultural differences and country images in everyday communication and in business settings. It also helps students appreciate the issues, problems, and challenges inherent in cultural differences. Participants will examine readings and cases that focus on uses of culture, intercultural competence, cultural identity and cultural diversity as a strategic tool. At the same time, participants will explore the theory and practice of intercultural management, discuss the management of cultures and consider the ethical motivational and other practical issues from an intercultural perspective. Course content:
The course's development of personal
competences:
|
|||||||||||||||||||||
Teaching methods | |||||||||||||||||||||
The subject has a strong application
focus. There will be significant emphasis on experiential learning
processes including small group discussions, problem solving
exercises, games, case studies, role plays, along with assignments
designed to apply concepts to work situations. Two complex
simulations will help students directly experience cross cultural
interactions in a focused conscious way. All of these elements of
the course will emphasize both the translation of theory into
managerial practice and the evaluation of practice from a variety
of critical and theoretical perspectives. Students play an active
part as they plan, simulate, negotiate, obtain feedback, and
evaluate their own intercultural communication strategies.
Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings to be read before the start of classes with a related task or tasks in the first two classes in order to 'jump-start' the learning process. Preliminary reading before the start of the course: Chapter 1 Self-graded quizzes in the end of the first third of the classes. This preliminary assignment will help to test whether the necessary understanding of the fundamental theories of cross cultural management has been achieved. The rest of the course will build upon understanding of those concepts. |
|||||||||||||||||||||
Expected literature | |||||||||||||||||||||
Browaeys, MJ. and Price, R.
2011. Understanding cross-cultural management. 2nd
edition, Prentice Hall
Compendium including recent research articles in the field, plus case studies for class work. Compendium will be uploaded to LEARN. Students are responsible for printing/downloading readings, and cases. Classes and readings: Reading for classes will typically involve textbook material from ‘Browaeys/Price’ and possibly one article from the compendium, and for most classes the preparation of a case study. The average reading load per class will be about 50 pages. Preliminary reading before the start of the course: Chapter 1
Bartlett, C., Ghoshal, S., & Beamish, P. W. (2008). Transnational Management: Text, Cases & Readings in Cross-Border Management, 5th ed. New York: McGraw-Hill/Irwin. Beamish, P. W., Morrison, A. J., Inkpen, A. C., & Rosenzweig, P. M. (2003). International Management: Text and Cases, 5th ed. New York: McGraw-Hill Irwin. Brett, J. M. 2001. Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions across Cultures. San Francisco: Jossey-Bass. Deresky, H. (2011). International Management: Managing Across Borders and Cultures, 7th ed. Upper Saddle River, NJ: Pearson Prentice Hall. Gannon, M. J. 2008. Paradoxes of Culture and Globalization. San Francisco, CA: Sage. Ghauri, P. N., & Usinier, J.-C. (eds.). 2003. International Business Negotiations, 2nd ed. Boston, MA: Pergamon. Hofstede, G. 1997. Culture and Organizations: Software of the Mind. New York: McGraw-Hill. Katz, L. 2007. Negotiating International Business: The Negotiator's Reference Guide to 50 Countries around the World. BookSurge Publishing. Lewis, R. D. (2006). When Cultures Collide: Leading Across Cultures, 3rd ed. Boston, MA: Nicholas Brealey. Phatak, A. V., Bhagat, R. S., & Kashlak, R. J. (2005). International Management: Managing in a Diverse and Dynamic Global Environment. New York: McGraw-Hill/Irwin. Rudd, J. E., & Lawson, D. R. 2007. Communicating in Global Business Negotiations: A Geocentric Approach. San Francisco: Sage. Salacuse, J. W. 2003. The Global Negotiator: Making, Managing, and Mending Deals around the World in the Twenty-First Century. New York: Palgrave MacMillan. Schmidt, W. V., Conaway, R., Easton, S. S., & Wardrope, W. J. 2007. Communicating Globally: Intercultural Communication and International Business. San Francisco, CA: Sage. Schneider, S. C., & Barsoux, J.-L. (2003). Managing across Cultures, 2nd ed. Harlow, UK: Pearson - Financial Times. Thomas, D. C. (2008). Cross-Cultural Management: Essential Concepts, 2nd ed. Thousand Oaks, CA: Sage Trompenaars, F., & Hampden-Turner, C. 1997. Riding the Waves of Culture: Understanding Diversity in Global Business, 2nd ed. Boston: McGraw-Hil Walker, D., Walker, T., & Schmitz, J. 2003. Doing Business Internationally: The Guide to Cross-Cultural Success, 2nd ed. New York: McGraw-Hill. |
Last updated on
22-07-2013