| Learning objectives |
To equip students to identify,
explain and deal with patterns of professional, strategic
communication with and between employees in the multicultural and
dispersed organization, and to enable them to make informed choices
of a language- and/or culture-related nature.
By the end of the course, it is expected that the student can
- recognize the flow of information in local and dispersed work
groups and in organizations
- identify and explain potential pitfalls of a language or
culture related nature
- analyze conflict and solution potential
- conduct successful negotiation, online as well as in
face-to-face contact
- comprehend and produce complex spoken English argumentation in
a professionally adequate style
|
| Examination |
|
Strategic
Communication; Exchanges,Conflicts and Agreements in the
Organization:
|
| Examination form |
Oral Exam |
| Individual or group exam |
Individual |
| Duration |
20 min. per student, including examiners'
discussion of grade, and informing plus explaining the
grade |
| Preparation time |
With the listed preparation time: 20
Minutes |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and external examiner |
| Exam period |
Winter Term |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
Grading is only given for non-passed
elements.
|
Description of the exam
procedure
After drawing a question representing issues and themes from the
course, the student has 20 min.s preparation time before presenting
and discussing the question.
Themes may include any aspect of the course material, e.g. the
language of professional crisis management dialogue, conflict
resolution, negotiations across cultural barriers,
discussions/negotiations in online environments, etc.
1 grade is given for oral English (strategic communicative
competence in English), and 1 grade for theoretical/analytical
competence
Exam requirements: the exam should
demonstrate that the students
- have knowledge of the relevant areas of strategic interpersonal
and intercultural theory, including negotiation, decision and
conflict solution theories
- can relate to theory, analytical methods and empirical data
with critical reflection
- can explain language- and culture-related choices and
strategies
- can analyze conflict and solution potential
- can produce complex spoken argumentation in fluent, correct and
professionally adequate
English
|
|
| Course content and
structure |
|
Thematic clusters, angled to include
international and intercultural aspects:
- interpersonal relations, power and influence
- distributive and integrative negotiation
- decisions in organizations and in work groups
- conflict and mediation
Theoretical basis:
To provide a context for the basic theme of strategic
interpersonal communication, the course utilizes concepts found in
conversation analysis, argumentation theory, impression management
theory, negotiation and decision theory, and intercultural conflict
handling theory.
Practical skills:
Communicative skills in English will be addressed through
- tests of listening skills
- analyses of the work group’s own interaction in
negotiation
- active implementation of professional language skills in
(online) course activities and group/class/tutorial
presentations.
Skills in strategic decision making, risk assessment, and
conflict handling are trained through negotiation cases and
simulations.
|
| Teaching methods |
The course contains seminars,
lectures with guests, and group assignments related to
interactional genres in organizations, e.g. analyses of employment
interviews, complaints handling, and meeting facilitation,
conducted on an interactive platform.
There will full-day, monitored negotiation simulations in order to
provide feedback to individual students on their
performance. |
| Student workload |
| Lectures |
20 hours |
| Preparation for lectures |
100 hours |
| Seminars |
24 hours |
| Preparation for seminars |
100 hours |
| Group assignments and feed-back |
138 hours |
| Exam (incl. preparation) |
30 hours |
|
| Expected literature |
|
Textbooks, e.g.
Hames, David S. Negotiation: Closing Deals, Settling Disputes, and
Making Team Decisions . Sage 2012.
Cheney et al., Organizational Communication in an Age of
Globalization (same as K1)
Excerpts from books, anthology chapter and journal
articles, e.g.
Champoux, Joseph E 2003. Organizational behaviour, 2nd ed.
Thomson SW. Chapter 14: Decision-making and problem-solving
processes.
DuBrin, Aj. Impression Management in the Workplace:
Research, Theory, and Practice. Routledge 2010.
Hargie, Owen 2011: Skilled Interpersonal Communication:
Research, Theory and Practice, (5th ed)
Huczynski, Andrzej 2004 (2nd ed) Influencing within organizations.
London: Routledge.
Salacuse, Jeswald W 2003. The Global Negotiator. Making, managing,
and mending deals around the world in the twenty-first century. New
York: Palgrave Macmillan.
|
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