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2022/2023  KAN-CCBLO2002U  Leading and Managing in Latin America

English Title
Leading and Managing in Latin America

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory (also offered as elective)
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc and MSc in Business, Language and Culture, MSc
Course coordinator
  • Jacobo Ramirez - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • CSR and sustainability
  • Globalisation and international business
  • Human resource management
Teaching methods
  • Face-to-face teaching
Last updated on 29-06-2022

Relevant links
Learning objectives
  • 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 leadership strategies in LAC.
  • Discuss other non-capitalist/indigenous ways of living and livelihoods and the implications of this for leading and managing in LAC.
  • Discuss human rights in relation to HRM and leadership 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-point grading scale
Examiner(s) One internal examiner
Exam period Summer
Aids Limited aids, see the list below:
The student is allowed to bring
  • In Paper format: Books (including translation dictionaries), compendiums and notes
The student will have access to
  • Access to Canvas
  • basic IT application package
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 Digital Exam 24 hours before the exam begins.
Course content, structure and pedagogical approach

Numerous organisations today manage strategic human resources that are scarce, valuable, unique, and non-tradable in countries plagued by uncertainty and ambiguity as a result of political instability, social unrest, and cultural differences, among other factors. Foreign managers often struggle to comprehend and navigate such situations. This course bridges strategic management theory and strategic human resource management (HRM) by utilising insights from the resource-based view of the firm (RBV) and institutional theory to discuss and analyse the aforementioned opportunities and challenges that local and international firms face in Latin America and the Caribbean (LAC). We will analyse and discuss emerging HRM policies and practices in firms operating in development in transition (DiT) environments. Numerous economies in Latin America and the Caribbean are classified as (DiT) countries due to their growing GDP but persistent vulnerabilities, particularly in relation to a lack of strong institutions, as defined by SDG 16: Peace, Justice, and Strong Institutions. The course approaches HRM from a general management perspective. In other words, rather than assuming that the student aspires to be an HR professional, we will examine HRM and leadership strategies through the lens of a manager seeking to effectively interact with and utilise the human resources at their disposal.

 
Description of the 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

Please note that the complete literature list  will be posted at Canvas

 

  1. Marquis, C., & Raynard, M. (2015). Institutional strategies in emerging markets. The Academy of Management Annals, 9(1), 291-335, doi:10.1080/​19416520.2015.1014661, http:/​/​www.tandfonline.com/​doi/​full/​10.1080/​19416520.2015.1014661

  2. Ramirez, J.; Madero, S. & Muñiz, C. (2016). The impact of narcoterrorism on HRM systems, The International Journal of Human Resource Management, 27:19, 2202-2232, DOI: 10.1080/​09585192.2015.1091371

  3. d'Iribarne, P. (2002). Motivating workers in emerging countries: Universal tools and local adaptations. Journal of Organizational Behavior, 23(3), 243-256.

  4. Fleming, P., & Banerjee, S. B. (2015). When performativity fails: Implications for Critical Management Studies. Human Relations.
Last updated on 29-06-2022