BA50009E Cross Cultural Management

In addition to mapping cultural differences, we discuss applications of culture and cultural differences in a variety of business contexts in management (e.g. strategy, organisation theory, organisation behaviour, human resource management) but also in other business areas (e.g. finance, marketing). We address real life applications in the context of cross-cultural negotiations, international expansion, and cross-border alliances/ mergers & acquisitions, and provide specific examples such as strategy formulation and expatriate selection.

Specific expectations students will have of tutors:

•Drop-in support by emailing the tutors, and if needed, drop-in support during office hours will be published on Blackboard

•Constructive formative feedback will be provided. See details on BB.

•Lecture slides, seminar activities and any relevant solutions, if appropriate, will be made available on Blackboard

Specific expectations tutors will have of students:

•Attend all classes and arrive at classes punctually

•Come prepared to all the sessions and behave professionally.

•Actively participate and engage in class activities

•Inform tutor via email in advance when not able to attend any classes

Indicative Content

·Cross cultural management as an everyday activity

·Meaning of culture in general and its uses and limitations

·Organisational culture and different approaches

·Culture and organisational structure

·Communication and negotiation

·See BlackBoard for any update

 

1.2Learning outcomes to be assessed

At the completion of this course, you will master the terms, concepts, methodologies and applications relevant to the role played by culture in diverse business applications, be conversant in the theories, instruments, realities, debates and recent developments in the field, and be capable of researching, devising and applying solutions to key decisions involving culture as an input. By the end of this module you should be able to:

·Define and conceptualise ‘culture’: a difficult and contested area. Distinguish between different levels of culture, Identify the comparative ‘ethical’ approach

·Understand the role of culture in international business context and examine the relative impact of societal culture as a contingent factor affecting organisational arrangements.

·Assess and leverage the impact of culture in management and other business functions and consider ways in which HR strategies are affected by culture at different levels (institutional or values).

·To consider the effect of culture as an explanatory factor within existing approaches to understanding leadership and identify ways of enhancing intercultural communication and to highlight the importance of culture in negotiation processes

·Identify philosophies underpinning the management of people and their links to culture.

·To increase awareness of the factors influencing motivation in a cross-cultural   context

Explain in the presentation what may affect management issues between the business people from those nations. You may have to read widely on the countries that you discuss. Make sure the issues are specific and relevant to your chosen pair of countries and what your presentation should focus on. It is recommended that you are specific about the business scenarios and give examples for the influences that you discuss. All the important elements being discussed have to be factually based.

Your presentation must specifically be based on the following CCM issues in management, referring specifically to the scenario given

·Direct vs Indirect Communication

·Trouble with accents and fluency

·Differing attitudes toward hierarchy and authority

·Conflicting norms for decision making

You must clearly

-Distinguish between different levels of culture, identify the comparative ‘ethical’ approach

-Apply the role of culture in international business context and examine the relative impact of societal culture as a contingent factor affecting

-Assess and leverage the impact of culture in management and other business functions and consider ways in which HR strategies are affected by culture at different levels (institutional or values).