| Learning objectives |
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
- Account for how business strategies influence the managing of
human resources (HR).
- Explain the strategic importance of understanding the external
and organisational environments in managing HR in Latin America and
the Caribbean (LAC).
- Critically assess relevant theories on managing (HR) and
Organisational Behaviour (OB) strategies in
LAC.
|
| Course prerequisites |
| Students are required to have a basic knowledge
and understanding of management principles and institutional
theory, in order to participate effectively in this
course. |
| Examination |
|
Leading and
Managing in Latin America:
|
| Exam
ECTS |
7,5 |
| Examination form |
Written sit-in exam on CBS'
computers |
| Individual or group exam |
Individual exam |
| Assignment type |
Case based assignment |
| Duration |
4 hours |
| Grading scale |
7-step scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Summer |
| Aids |
Limited aids, see the list below:
The student is allowed to bring - Books (including translation dictionaries), compendiums and
notes in paper format
The student will have access to At all written
sit-in exams the student has access to the basic IT application
package (Microsoft Office (minus Excel), digital pen and paper,
7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows
Media Player). PLEASE NOTE: Students are not allowed to communicate
with others during the exam :
Read more about exam aids and IT application
packages here |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead.
|
Description of the exam
procedure
The students will be requested to analyse, discuss and provide
solutions to a case, based on the course’s literature.
The exam case will be posted on Learn 24 hours before the exam
begins.
|
|
| Course content and structure |
|
Many organisations today manage strategic human resources that
are scarce, valuable, inimitable and non-tradable in countries
plagued by uncertainties and ambiguities due to among others
political instability, social unrest and cultural differences. Such
situations are challenging for foreign managers to understand and
navigate in. This course uses insights from the resource-based-view
of the firm (RBV) and institutional theory to bridge strategic
management theory and strategic human resource management (HRM) in
order to discuss and analyse the above mentioned opportunities and
challenges that local and international firms encounter in Latin
America and the Caribbean (LAC). For example, we will analyse and
discuss the management policies and practices emerging in firms
operating in security risk contexts in LAC, which are characterised
e.g. by narco-terrorism. The course adopts a general management
perspective towards the field of HRM. In other words, rather than
assuming that the student wants to become an HR professional, we
will examine HRM and leading policies and practices from the
perspective of a manager who wishes to effectively interact with,
and utilise, the human resources at his/her disposal. The
theoretical areas covered by the course are, therefore: RBV,
Institutional theory, HR strategy, Comparative HR policies and
practices, and Organisational Behaviour (OB – in terms of Groups,
Teams, Leadership and Power).
|
| Teaching methods |
This course aims to develop the students’ skills
through individual and collaborative activities, which are designed
to promote students’ participation in sharing their opinions,
experiences, views, thoughts and knowledge. The case study
approach/method is the principal learning strategy for the
teaching-learning process.
Through the case study method, the students will practice and apply
theory and knowledge to real-world problems. The students,
collaboratively (in teams), will identify and clarify the problems
presented, analyse the information found on each case, formulate
and evaluate options, present and defend their recommendations. The
case study method involves the development of critical thinking,
information analysis, and problem-solving skills. One of the
principal objectives of this learning strategy is that the students
assume a key role in the learning process. |
| Feedback during the teaching period |
| Student feedback will occur regularly throughout
the course, e.g. via exercise classes, office hours and in-class
case study solving. Students are encouraged to make use of those to
enhance their learning experience, of course in addition to regular
participation and two-way communication in lectures. The lecturer
will also strive to be readily available for a one-to-one dialogue
in both lecture breaks and following each lecture
session. |
| Student workload |
| Lectures |
30 hours |
| Exam |
4 hours |
| Preparation |
172 hours |
| Total |
206 hours |
|
| Expected literature |
|
To be announced on Learn.
|
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