1. Leading teams in multinational corporations

2. The role of teams in implementing strategic change

3. Teams in the context of mergers and acquisitions

1. Identify and critically evaluate in terms of coherence, strengths and limitations, frameworks and practices of leadership and team behaviour in large organizations, using appropriate enquiry and research skills.
2. Discuss the significance of human resources practices for an effective and successful functioning of teams in multinational corporations.
3. Identify and explain the causes and consequences of one’s own interpersonal behaviour and that of others, and how these might facilitate or hinder team and organisational effectiveness.

Students are required to attend the first session if they wish to remain registered for the course. Maximum, accumulated absence in the second and third session should not exceed 3 hours.

The course is run as a research workshop. The course leader will act as the facilitator of interactive learning activities such as debates, discussions, and role playing.

The assessment of this module is by written group coursework (60%), oral presentation (30%) and participation in class (10%). Students will be asked to choose a case study company. The case study company chosen should be (well-) known so that there is enough information available in the academic literature, in the web, or in the news, that can be retrieved to conduct the critical analysis. The topic of the case study can be any topic covered in this module. Students will need to submit a written group report and present their findings in the third session of the seminar.