0726 - Free Elective (2 hours)
Subject(s) Diploma Programs
Subtitle:Core Course-Cross Cultural Management
Instructors:Dr. Barbara Brenner
Type:PI
Weekly hours:2
Members (max.):0
Registration period:09/18/08 to 09/25/08
Class objective(s) (learning outcomes)
This course addresses practical skills for global managers. It examines common issues and best practices for managing a global workforce as well as relations with important customers and partners. Managers with keen strategic insights often fall short when it comes to practical implementation because they lack the skills required to interface effectively with their counterparts from around the world.

Generic cross-border management issues are discussed and then applied to specific skill areas, including establishing credibility, building relationships, obtaining information, evaluating people, sales & marketing, negotiation, and conflict resolution. Beyond such person-to-person skills, global organization development and consulting skill areas such as multicultural team building, knowledge transfer, innovation, and change management are also covered.

Generic skill areas are applied and adapted to the specific business practices of different localities. Assigned readings will be supplemented by simulations of common situations by course participants, cases, video materials, and meetings with professionals in the field.

Prerequisites according to degree program
All the texts except for the bookchapters of the Phatak textbook can be downloaded from the learn @ wu platform. Alternatively you can download all the journal articles via the university databases. However, please note that for copyright reasons the bookchapters cannot be downloaded electronically but can be copied at the Institute for International Marketing and Management during the opening hours.

The readings are essential for the assessed assignment of the course: to write a key findings report. Please note: All readings need to be read before the respective lecture, as there will be in-class exercises and discussions based on them.

Teaching and learning method(s)
The course method blends lectures, discussions, and presentations.
Substantial classroom discussion is encouraged and expected.

Classes consist of lectures, discussions, videos, presentations, role-playing, guest speakers and other activities. Students are expected to read the relevant materials and complete assignments prior to each class, and to participate actively in discussions and activities.

Instructional Method:

The class will be conducted as an interactive exchange. Students will take an active role in leading discussion of cases, presenting cases, and providing critical commentary. Each class will involve discussion and dialogue as major elements in the learning strategy, although lecture will be utilized to provide grounding for subject content. Individual participants will be responsible for completing reading assignments and participating in discussion of those readings.

Criteria for successful completion
Team movie project (20%, maximum 4,000 words)

Team Case Presentation & Report (30% maximum 6,000 words)

NOTE: All teamwork based assignments are subject to peer evaluations. All team members will be evaluated by their fellow group members.

Individual Participation & Reflection (15%)
All students are expected to participate actively in class discussions. This includes evidence of thorough prior preparation of course materials, engaging in exercises, etc. Attendance at all session is required except in previously arranged cases/emergencies. You are expected to commit some reflections about some just completed in-class simulations, guest speeches, and your experience with other group member to writing and keep a journal of what you have learned. The journal should be an account of what went on your head and your perceptions about the deeper meanings embedded. Each journal needs to be typed and handed it to me by the date indicated in the syllabus (5%).

Final Exam (35%) on the 30th of April
We will have a final exam that will cover all elements of the course, including the concepts, cases, exercises, and discussion.

Students will be assessed on:

- Their ability to understand the issues related to culture in the cases they present, to use the appropriate analytical techniques, and to marshal the relevant data.
- The quality of the presentations, the written reports and the examination questions; by quality in this context we mean the clarity and persuasiveness of each bit of work. This implies an ability to work in teams.
- Students failing to participate in their teams will lose the marks for that piece of work

To assess the individual course participation, lecturers will use the following indicative marking scheme:
- Excellent/outstanding contributions: 10 points
- Very good contributions: 8 points
- Good contributions: 6 points
- Weak insufficient contributions: 4 points or less.

Availability of instructor(s) for contact by students
by appointment
Miscellaneous
PLEASE CHECK THIS WEBSITE REGULARLY FOR UPDATES!!!
CHECK @ the learn @ WU platform
Detailed schedule
Day Date Time Room
Wednesday 10/08/08 09:00 AM - 12:00 PM SR 5.45 (B)
Wednesday 10/22/08 09:00 AM - 12:00 PM SR 5.45 (B)
Wednesday 10/29/08 09:00 AM - 12:00 PM SR 5.45 (B)
Wednesday 11/05/08 09:00 AM - 12:00 PM SR 5.45 (B)
Wednesday 11/12/08 09:00 AM - 12:00 PM SR 5.45 (B)
Wednesday 11/19/08 09:00 AM - 12:00 PM SR 5.45 (B)
Wednesday 11/26/08 09:00 AM - 11:00 AM SR 5.45 (B)
Contents
Unit Date Contents
1 08.10.2008 09:00 - 12:00 AM S 5.45 (B)

Introduction to Course: Overview of Key Concepts
Student Introduction and Needs Assessment;
Workshop: Simulation

Readings (compulsory):

Gupta and Haiyan Wang, How to get China and India right, Wall Street Journal April 28, 2007

Huntington, S. P., The clash of civilizations?, Foreign Affairs, Summer 1993, 22-49

Early P. C. & Mosakowski E., Cultural intelligence, Harvard Business Review, October 2004

2 22.10.2008 09:00-12:00 AM S. 5.45 (B)

Cultural dimensions

Readings (compulsory):

Opening case: “We like McDonald’s but No Beef please!” (source: Phatak, A.V., Bhagat, R.S. & Kashlak, R.J., 2005: 135)

Phatak, A.V., Bhagat, R.S. & Kashlak, R.J., 2005, International Management Managing in a Diverse and Dynamic Global Environment, Chapter 5: The cultural environment, 135-169

Hofstede, G., 1980, Motivation, Leadership, and Organization: Do American Theories apply abroad?, Organizational Dynamics, Summer

Javidan, Mansour and House, Robert J. “Cultural Acumen for the Global Manager: Lessons from Project GLOBE.” Organizational Dynamics, Vol 29, No. 4, pages 289-305, Spring 2001.

House, Robert J.; Hanges, Paul J.; Javidan, Mansour; Dorfman, Peter W. and Gupta, Vipin. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, California, 2004, pages: 410, 365, 622, 539.

Javidan, M., 2007, Forward thinking cultures, Harvard Business Review, July/August 2007: 20

Shenkar, O., 2001, Cultural distance revisited: Towards a more rigorous conceptualization and Measurement of Cultural Differences, Journal of international business studies, 32 (3): 519-535

3 29.10.2008 09:00 - 12:00 AM S 5.45 (B)

Managing across cultures

Readings (compulsory):

Stahl, G., 2006, Synergy springs from cultural revolution, Mastering transactions, Financial times, 5th October 2006

Kling, K. & Goteman, I., 2003, IKEA CEO Anders Dahlvig on international growth and IKEA’s unique corporate culture and brand identity, Academy of Management Executive, 17 (1), 31- 37

Morosini, P., Shane, S., Singh, H., 1998, National cultural distance and cross-border acquisition performance, Journal of International Business Studies, 29 (1), 137- 158

Kostova, T., 1998, Transnational Transfer of strategic organizational practices: A contextual perspective, Academy of Management Review, 24 (2), 308-324

Further readings (optional):

Boyacigiller, N.A. & Adler, N., 1991, The parochial dinosaur: organizational science in a global context, Academy of Mangement Review, 16 (2), 262-290

4 05.11.2008 09:00 - 12:00 AM S 5.45 (B)

Guest speaker on Mag. Eleonore Ongriz (P&G) on Diversity Management

Cross-cultural communication and negotiation
Google's entry into the Chinese market

Readings (compulsory):

Phatak, A.V., Bhagat, R.S. & Kashlak, R.J., 2005, International Management Managing in a Diverse and Dynamic Global Environment, Chapter 12: Communicating across Borders and Cultures: 364-386; and Chapter 13: Negotiation and Decision Making across Borders and Cultures: 387-414

Graham, J. L. and Lam, M. N., The Chinese Negotiation, Harvard Business Review, October 2003

Sebenius, J. K., 2002, The Hidden Challenges of cross-border negotiations, Harvard Business Review, March, 76-85

5 12.11.2008 09:00 - 12:00 AM S 5.45 (B)

Cross-cultural leadership

Readings (compulsory):

Welch, Jack. “Four E’s (a Jolly Good Fellow),” Wall Street Journal, January 23, 2004, page A14.

Ensari, N. & Murphy, S. E., 2003, Cross-cultural variations in leadership perceptions and attribution of charisma to the leader, Organizational Behavior and human decision Processes 92, 52-66

Goleman, Daniel. “Leadership that Gets Results.” Harvard Business Review, March-April 2000, pages 78-90.

Hollenbeck G & McCall M., What makes a successful global executive?, Business Strategy Review, 12:4, Winter 2001.

Phatak, A.V., Bhagat, R.S. & Kashlak, R.J., 2005, International Management Managing in a Diverse and Dynamic Global Environment, Chapter 15: Leadership across Borders and Cultures: 447-470

Further readings (optional):

Dickson, M. W., Den Hartog, D. N. & Mitchelson, J. K., 2003, Research on leadership in a cross-cultural context: Making progress, and raising new questions, Leadership Quarterly 14, 729-768

6 19.11.2008 09:00 - 12:00 AM S 5.45 (B)

Wrap up: Questions & Answers for Exam
Final Student presentations on movie project

7 26.11.2008 09:00 - 11:00 AM S 5.45 (B)

Final test

Literature

Texts to be copied available at the IMM Institute or can be downloaded @ learn @ WU: Readings for CCM, 2008; Content relevant for class examination: Ja; Content relevant for degree examination: Keine Angabe; Recommendation: Unbedingt notwendige Studienliteratur für alle Studierenden

Phatak, Bhagat, Kashlak: International Management, McGrawHill, 2006; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Stark empfohlen (aber nicht absolute Kaufnotwendigkeit)



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