Course Study Guide Cross Culture

8/18/2019 Course Study Guide Cross Culture

1/17

BUSINESS FACULTY

Course Study Guide2014–15

International Business and International MBA

Managing and Leading People across

Cultural Borders

– INDU 1033

Level 7: 15 credits


2/17

INDU 1033, Managing and Leading People across Cultural Borders 2014-15

2

Contents

1. WELCOME ........................................................................................................................................... 3

2. INTRODUCTION TO THE COURSE........................................................................................................... 4

2.1 AIMS ................................................................................................................................................ 4

2.2 LEARNING OUTCOMES ........................................................................................................................... 5

2.3 LEARNING AND TEACHING ACTIVITIES .......................................................................................................... 5

2.4 EXPECTED STUDY TIME ........................................................................................................................... 6

3. CONTACT DETAILS ................................................................................................................................ 7

3.1 EXTERNAL EXAMINING OF YOUR COURSE AND PROGRAMMES OF STUDY ............................................................... 7

4. COURSE CONTENT AND DESIGN ............................................................................................................ 8

4.1 PLANNED TERM DATES: ......................................................................................................................... 8

4.2 SESSION PLAN ..................................................................................................................................... 9

4.3 SESSION REQUIRED READING ................................................................................................................. 10

MORE RELEVANT READING: .................................................................................................. 10

5. ASSESSMENT DETAILS ........................................................................................................................ 13

5.1 SUMMARY OF ASSESSMENT ................................................................................................................... 13

5.2 RULES FOR ANONYMOUS SUBMISSION AND MARKING: ................................................................................... 13

5.3 DETAILED DESCRIPTION OF ASSESSMENT .................................................................................................... 13

- Team Presentation and Group (Written) Report .................................................................................. 13

- Individual report ............................................................................................................................... 15

6. OTHER DETAILS .................................................................................................................................. 17


3/17


3

1. Welcome

Welcome to Managing and Leading People Across Cultural Borders (INDU 1033). This course brings

together knowledge which enables a critical analysis of the issues and contexts relating to

management and doing business across cultures. We will explore aspects of national cultures and of

cultural diversity, and we will critically evaluate relevant academic research in the area of cross-

cultural management to underpin the practical and applied work.

Although there is a need to acquire and adopt practical knowledge on various – national – cultures, the

course, as it is delivered at a postgraduate level, implies that students deliver work at a high academic

level. Substantial reading of journals and other academic sources is a key requirement for passing this

course successfully. Evidence from the course in the past, however, has also shown that students may

perform well and at the same time enjoy the course, because of its high relevance for current business

and generally internationally operating organisations, like multinationals, supranational bodies of

governance and Non-Governmental Organisations (NGOs). Furthermore, for many of our students the

course has a particular relevance because they have already a practical experience of living, studying

and, quite frequently, also working in another culture and therefore continuously being confronted

with other cultures.

The course is delivered to various postgraduate programmes, like the MA and MBA International

Business and MA International HRM. The course is part of these programmes as managing across

cultures is extremely relevant for both international business and the International HR-policy of

companies. The course looks at both general aspects of international business and HRM. HRM aspectswill be dealt with as HRM, and also International HRM, becomes ever more a strategic asset of

organisations and both general managers and HRM-professionals have a role to play with the

development and implementation of policies regarding cross-cultural management.

Students are also encouraged to search for the linkage with acquired knowledge from other fields of

international business, like business strategy. As the way people from diverse cultural backgrounds

may be crucial for the success or failure of mergers and generally doing business across borders, the

diversity of cultures is, or should be a key aspect of the strategy of companies in the current business

world.

This document outlines the course’s main features and provides you with the key information you

need during the course. However, if you need any information about the course please do not hesitate

to contact me. I am very excited by this subject, as it enhances our understanding of the globalised

world we currently live in, and look forward to lecturing on this course. On behalf of the team of

lecturers and tutors I wish you an enjoyable and interesting time.

Dr. Ulke Veersma

E-mail: [email protected]


4/17


4

2. Introduction to the Course

‘Managing and Leading People Across Cultural Borders’ examines the differences between cultures,

their relation with business and working in organisations and the way people from various cultures

communicate and interact. The topic is most relevant for the management of culturally diverse

organisations. Managing across cultures is a major theme for business as the workforce of

organisations becomes more varied in terms of culture, language and religion. Another major issue for

modern organisations is internal and external communication. The meaning of information is different

in the context of diverse cultural settings and problems may occur since the meaning of what is

communicated is different for different people with various backgrounds. Also, the underlying values

of various cultures may be different, which may lead to misunderstanding and may, hence, cause

conflicts between various actors. In sum, organisations underperform and may suffer from conflicts

when the variety of cultures is neglected. Therefore, various aspects of culture and their impact on

working in organisations will be explored.

The success of managers is usually dependent on their sensitivity and open-mindedness to accept and

value aspects of other cultures which may be unfamiliar to them. Instead of looking at it as a threat

cultural diversity may be looked at as an asset. What is even more crucial for our understanding is the

fact that cultural diversity, and the living and working in another culture, exposes us to new insights

and ideas from divergent perspectives.

You are encouraged to reflect on such issues from a theoretical perspective, but also from your

personal experience. Your attitudes and behaviour towards other cultures will be discussed in class

where feedback will be given on the various ways of looking at managing and leading people across

cultures.

Students are expected to take responsibility for their learning and to mix with other students from the

very start of the course. I also expect you to attend all timetabled teaching periods, to read and

prepare carefully and to take special note of assessment deadlines. A very important part of any

Master’s programme, especially for this course, is the interaction and discussion between students and

staff and the sharing of life experience. Please ensure that you fully involve yourself in discussion. Not

involving yourself in discussion will waste a valuable opportunity for your learning and personal

development and deprives others in the class from a full learning experience.

2.1 Aims

The course intends to prepare students for responsibility for leading, managing and developing people

within an organisation at either operational, tactical or a more strategic level. It explores major

contemporary research evidence, with a focus on the links between effective people management and

development and positive organisational outcomes.


5/17


5

This course examines the wider perspectives of people in organisations operating globally. This

includes the examining of differences between national cultures and the effects of national cultures

and cultural diversity on major organisational management processes.

2.2 Learning Outcomes

On completion of the course successfully, students will be able to:

- Critically evaluate various perspectives on national and organisational cultures and their

contributions to understanding various layers of cultures;

- Critique cultural biases within existing HRM and organisational practices;

- Identify cultural influences on management practices regarding communication,

negotiating, motivating, leadership and ethics in organisations;

- Critically assess policies of diversity and their impact on organisations and individuals;

2.3 Learning and teaching activities

The course is structured around a programme of regular content, self study and case analysis. The

course will follow a standard format of a one hour lecture followed by a tutorial. Material for the

tutorials will either be available on moodle or will be brought to class. Lecture slides and supporting

materials will be also available on moodle. The schedule below gives an indication of the subjects

covered in each session.

The course will attempt to take into account topical events and the current news agenda so new

subjects may be introduced as the course is delivered or the subjects below given a different context.

In particular, the course is designed to be receptive to what is happening in the world – especially in

business - and the interests and needs of the students. At least one guest lecture will be delivered as a

way to explore cross-cultural issues that may be more practical and involve experience from cross-

cultural consultancy. At the same time, students will be expected to read widely. Students are also

expected to engage and participate fully in debates and discussion. They should come fully prepared to

tutorials ready to play an active part. Each tutorial will focus on the theme of the previous lecture so

that students have time to prepare. Students are therefore expected to read as widely as they can

from the key text(s) and journal articles. They are also expected to bring cases to class.

Active participation in the programme and willingness to undertake reading and research between

classes is essential. Students should aim to develop a portfolio of useful background information from

books and journals including also articles from newspapers, magazines and journals and useful

websites, as well as real-life situations, so that these can be shared with others in the tutorial.

At the start of the programme, students will be asked to form groups of up to five members. This

group will become the core focus of active learning and participation. Each team will be responsible for

presenting a case of a company operating across borders where cross-cultural issues are involved. One

of the core notions behind Managing and Leading People across Cultural Borders is that national

cultures impact on various aspects of companies, how they are structured, how they are managed and


6/17


6

how people interact and communicate. The interaction between individuals from various cultures,

with different, possibly conflicting norms and values and approaches to management and

organization, may cause problems for the effectiveness of the performance of the organisation and the

operating of the workforce.

Students are expected to explore these issues and present the case to the class, while the questionsand comments may lead to further discussion and hopefully helps to fully utilise experiences from the

class to deepen knowledge and understanding. The suggested length of the presentation is 20

minutes. The presentation is the basis for the group assignment, which is the first piece of coursework

to be submitted during the term – see assessment details.

More guidance on the assignment will be provided in class – mainly the tutorials where more attention

will be given to the requirements and expectations with regard to the approach with the analysis of

cultures and their impact on organisations and the behaviour of individuals working in organisations.

2.4 Expected study time

Activity Hours Overall percentage of total

Scheduled teaching 24 18 %

Guided Independent Study 126 84 %

Total 150 100 %


7/17


7

3. Contact Details

Room Email address Phone number

Course Leader:

Dr. Ulke Veersma QA 1.59 [email protected] 0208 3319132

Tutors

Dr. Crystal Tsay QA 1.59 [email protected] 0208 3319885

Dr. Antoinette St. Hilaire QA 2.40 [email protected] 0208 3318415

Programme Coordinator:

Alison Draper

QA155 [email protected] 0208 3318356

Please see your programme handbook for more detail

3.1 External Examining of Your Course and Programmes of Study

External examining at the University of Greenwich provides one of the principal means whereby the

University verifies, maintains, and enhances the academic standards of the courses and the

programme on which you are studying. They also help the University to ensure that your assessment

processes are sound, fairly operated and in line with the policies and regulations of the University of

Greenwich.

External examiners - academic staff from other Higher Education Institutions or from the professions -

are appointed as reviewers of your courses and your programme of study for a period of 4 years. They

provide the University with a number of important services. For example external examiners will

• Review and comment on the standard of key elements of assessment that you have been set.

• Review samples of student work and confirm whether the standard is at the level expected for

the award you are studying and whether it is comparable with other Institutions that they know.

• Provide the University with an independent view of how well we conduct our processes for

marking and internal moderation of assessments.

• Attend Progress and Awards Boards (PABs) and contribute to deliberations for conferring your

degree classifications and awards, assisting the University in treating all students fairly andconsistently with regard to our regulations. External examiners will endorse the outcomes of


8/17


8

PABs based on their scrutiny of the assessments and the deliberations of the PAB. No degree

award can be made without the assent of an external examiner.

• Report formally their findings to the University at the end of each year and identify our good

practice as well as making recommendations for improvements in the future.

External examiner reports for your programme of study can be obtained electronically by request to

the Academic Quality Unit. Your local Academic Quality Unit Manager is: John Melton,

[email protected]

If you want to request a report for the last year, please state the programme on which you are

registered in your request. Undergraduate reports are usually available from 1st

September,

Postgraduate reports later, usually November/December.

The external examiner for this course is:

Name: Mrs. Jill Collinson

University/College (formerly): University of Lincoln

4. Course Content and Design

4.1 Planned Term Dates:First Week (induction) 15.09.14 – 21.09.14

Term One Teaching block (university weeks 2 – 13) 22.09.14 – 08.12.14

Bank Holidays: 25.12.14, 26.12.14, 01.01.15

University closed: from 12.30 pm 24.12.14,

reopens 02.01.15

Term Two Teaching block (university weeks 18-29) 12.01.15 – 02.04.15

Bank Holidays: 03.04.15, 06.04.15, 04.05.15

University closed: from 9:00 pm(?) 02.04.15, reopens 07.04.15

Please note these dates are correct at time of publication – please check for updates at:

http://www2.gre.ac.uk/current-students/term_dates?result_899512_result_page=1

mailto:[email protected]:[email protected]://www2.gre.ac.uk/current-students/term_dates?result_899512_result_page=1http://www2.gre.ac.uk/current-students/term_dates?result_899512_result_page=1http://www2.gre.ac.uk/current-students/term_dates?result_899512_result_page=1mailto:[email protected]


9/17


9

4.2 Session Plan

Term One

Wk Session Title and Description Reading to complete

2Lecture

Course introductionSeminars Group allocation

3 Lecture Theories of cultures and the meaning of culture Schneider and Barsoux: Ch. 1

& 2. Thomas: Ch. 3; Branine:

Ch. 3

Seminars Exercise with various cultures

4 Lecture Various approaches to culture Schneider and Barsoux: Ch. 3& 4. Thomas: Ch. 4 (pp. 71-86

Seminars Come to class with a case: selection for the presentation in

class

5 Lecture Cross-cultural comparison: East and West Schneider & Barsoux: Ch. 3(p. 58-61) & Ch. 10. Thomas:

Ch. 5 Seminars Assumptions on national cultures and organisations:

discussion

Preparation by searching

website Geert Hofstede:

www.geert-hofstede.com

6 Lecture Research: preparation for assignment 1 Progress on coursework

Seminars Tutor available for advice

7 Lecture The structure of organisations and multinationals Schneider & Barsoux: Ch. 4

Thomas: Ch. 9

Seminars Recruitment exercise: Who to Hire?

8 Lecture International HRM and issues of management and motivation Schneider & Barsoux: Ch. 6

Thomas: Ch. 4 (pp. 87-89)

and Ch. 7 and Ch. 6 (pp. 117-

136)

Seminars Who to Hire: continued Material in class

9 Lecture MNCs and national cultures: the case of Sony Electronics

guest lecture

Schneider & Barsoux: Ch. 2

(p. 43-48) & 5

Thomas: Ch. 6

Seminars Case study ‘multinationals – home country and host

countries’

Material in class

10 Lecture Communication and cross-cultural negotiations Schneider & Barsoux: C h. 8;

Thomas: Ch. 8

Seminars Activity: Developing cross-cultural effectiveness Material in class

11 Lecture International teams and developing cross-cultural

relationships

Schneider & Barsoux: Ch. 7

Thomas: Ch. 10 & 11

Seminars Case ’ expatriates’ and cultural intelligence Data to be collected by

students on diversity policies

http://www.geert-hofstede.com/http://www.geert-hofstede.com/http://www.geert-hofstede.com/


10/17


10

*

12 Lecture Cultural diversity and HRM Schneider & Barsoux: Ch. 9

Thomas: Ch. 11

SeminarsExercise: the diverse organization Data collected by students *

13 Lecture The future of cross-cultural management and (female) expatsSeminars

* week 11: students will collect data on diversity policies of companies. The outcomes to be

discussed in class

Elements to consider and compare between companies: explicit/implicit policies, type of sector and

size of the company. Types of diversity - ethnicity, gender, age etc. – addressed and approaches

(fighting discrimination, inclusive policy and formal/informal policies), and HRM policy and

implementation issues.

4.3 Session Required Reading

Weeks required

for completion:

Reference

See the overviewof lectures above

Schneider, Susan C, and Jean-Louis Barsoux (2003), Managing across Cultures. 2

nd

Ed. FT Prentice Hall, London (Essential)

Thomas, David C., and Mark F. Peterson (2015), Cross-Cultural Management:

Essential Concepts. Third Edition. Sage, London. (Essential)

Branine, Mohamed (2011), Managing across Cultures. Concepts, policies and

practices. Sage, London

Browaeys, Marie-Joelle (2011), Understanding Cross-Cultural Management . 2nd

Ed.

FT Prentice Hall,

More relevant reading:

• Albrecht, Maryann H. (2000), International HRM: Managing Diversity in the Workplace.

London: Blackwell.

• Adler, Nancy J. (2007), International Dimensions of Organizational Behaviour, 5th

ed. London:

Cengage Learning.

• Beamer, Iris & Varner, Linda (2004), Inter-cultural Communication in the Global Workplace, 3rd

ed. London: McGraw Hill.

• Browaeys, Marie-Joëlle & Price, Roger, Understanding Cross-Cultural Management . London: FT

Prentice Hall.

• Caligiuri, Paula, David Lepak and Jaime Bonache (2010), Manaaing the Global Workforce.

Chicester: John Wiley & sons.


11/17


11

• Deresky, Helen (2008), International Management: Managing Across Borders and Cultures, 6th

ed. Upper Saddle River, NJ: Pearson Prentice Hall.

• Dowling, Peter J. (2008), International Human Resource Management: Managing People in a

Multinational , 5th

ed. London: Cengage Learning.

• Earley, P. Christopher & Singh Harbir (eds.) (2000), Innovations in International and Cross-

cultural Management , London: Sage.• Edfeldt, Ralph B. (2010), Global Comparative Management. A Functional Approach. London:

Sage.

• Elashmawi, Farid (2001), Competing Globally: Mastering Multicultural Management and

Negotiations. Oxford: Butterworth-Heinemann.

• Francesco, Anne Marie & Gold, Barry A. (2005), International Organizational Behavior: Text,

Readings, Cases and Skills, 2nd

ed. Upper Saddle River: Prentice Hall.

• French, Ray (2010), Cross-Cultural Management. London: CIPD. 2nd

Edition.

• Gannon, Martin J. & Newman, Karen L. (2001), The Blackwell Handbook of Cross-Cultural

Management , London: Blackwell.

• Gannon, Martin J. and Rajnandini Pillai (2013), Understanding Global Cultures. Metaphorical

Journeys Through 31 Nations, Clusters of Nations, Continents, and Diversity. London: Sage.Fifth Edition.

• Gooderham, Paul & Nordhaug, Odd (2003), International Management: Cross- Boundary

Challenges. London: Blackwell.

• Granrose, Cherlyn S. & Oskamp, Stuart (1997), Cross-cultural Work Groups, London: Sage.

• Guirdham, Maureen (2005), Communicating Across Cultures at Work , 2nd

ed. London, Palgrave

Macmillan.

• Hall, Edward T., & Hall, Mildred R. (1990), Understanding Cultural Differences: Germans,

French and Americans. Yarmouth, ME: Intercultural Press.

• Harris, Philip R., Moran, Robert T., & Moran, Sarah V. (2004), Managing Cultural Differences:

Global Leadership Strategies for the 21st Century , 6th

ed. Oxford: Butterworth-Heinemann.

• Hofstede, Geert (2003), Culture’s Consequences: Comparing Values, Behaviors, InstitutionsandOrganisations Across Nations, 2

nd ed. London: Sage.

• Hofstede, Geert (2004), Cultures and Organizations: Software for the Mind , 2nd

ed. London:

Palgrave McGraw Hill.

• Inglehart, Ronald (1997), Modernization and Postmodernization: Cultural, Economic, and

Political Change in 43 Societies, Princeton, NJ, Princeton University Press.

• Jackson, Terrence (2002), International HRM: A Cross-Cultural Approach, London: Sage.

• Jandt, Fred E. (2010), An Introduction to Intercultural Communication: Identities in a Global

Community , 6th

ed. London: Sage.

• Kramar, Robin, and Jawad Syed (2012), Human Resource Management in a Global Context. A

Critical Approach. Basingstoke: Palgrave Macmillan.

• Lane, Henry W., Di Stefano, Joseph J., & Maxnevski, Martha L. (2000), International

Management Behaviour: Text, Readings and Cases, 4th ed., London, Blackwell.

• Lane, Henry W., Maznevski, Martha L, Mendenhall, Mark E., & McNett, Jeanne (2006), The

Blackwell Handbook of Global Management, 2nd

ed. London: Blackwell.

• Lewis, R.D. (2005), When Cultures Collide: Leading across Cultures, Nicholas Brealey Publishing.

3rd

Ed.

• Luthans, Fred & Doh, Jonathan P. (2009) International Management , 7th

ed.

• Mead, Richard (2005), International Management: Cross-Cultural Dimensions, 3rd

ed. Oxford:

Blackwell. London: Palgrave McGraw Hill.

• Mole, John (2003), Mind your manners. Managing business cultures in Europe, 3rd

ed. London:

Nicholas Brealey Publishing.

• Peng, Mike W. (2009), Global Business. London: Cengage Learning.


12/17


12

• Ricks, David (2006), Blunders in International Business, 4th ed., London: Blackwell.

• Samovar, Larry A., & Porter, Richard E. (1999), Intercultural Communication: A Reader , 9th

ed.

Belmont, CA: Wadsworth.

• Scollon, Ron & Scollon, Suzanne Wong (2000), Intercultural Communication: A Discourse

Approach. London: Blackwell. 2nd

ed.

•

Smith, Peter B., Bond, Michael H., & Kâgitçibasi, Çigdem (2006), Understanding SocialPsychology Across Cultures: Living and Working in a Changing World . London: Sage.

• Tayeb, Monir H. (1996), The Management of a Multicultural Workforce. Chichester: Wiley.

• Terpstra, Vern, & David, Kenneth (1985), The cultural environment of international business.

Cincinnati, OH: South-Western.

• Trompenaars, Fons & Hampden-Turner, Charles (2000), Riding the Waves of Culture:

Understanding Cultural Diversity in Business. London: Nicholas Brealey. 2nd

ed.

• Ward, Colleen, Bochner, Stephen, & Furnham, Adrian (2001), The Psychology of Culture Shock.

London: Routledge.

• Wood, G., C. Brewster and M. Brookes (eds.) (2014), Human Resource Management and the

Institutional Perspective. New York: Taylor and Francis.

Journals - Leading current thinking on cross-cultural management can be found in recent issues of:

• Asia Pacific Journal of Human Resources

• British Journal of Management

• Communication Research

• Cross-Cultural Management

• European Journal of Management

• Global Business Review

• Harvard Business Review

• International Business Review

• International Journal of Human Resource Management

• International Journal of Cross-Cultural Management

• International Journal of Intercultural Relations

• International Journal of Public Sector Management

• International Small Business Journal

• Journal of Business Ethics

• Journal of International Business Studies

• Journal of International Management


13/17


13

5. Assessment Details

5.1 Summary of assessment

Assessment Title Weight

towards

final grade

Length Due Date Anonymous

Submission

Required?

Anticipated

Return

Date

Header

Sheet

number

Written report 30 % 2,800 5.11.14

at 3 –PM

Yes 26.11.14

Individual report 70 % 2,100 10.12.14

at 3-PM

Yes 12.01.15

5.2 Rules for anonymous submission and marking:

From 2014/15 the University will move as far as practicable to anonymous marking as research showsthat this is the fairest and most equitable approach.

Therefore, unless instructed by the course leader to use a non-anonymous approach for a particular

reason, you are required to ensure you do not include your name anywhere on your work, i.e. it must

not appear on the front of the document, in the text, in headers and footers etc. In addition, you must

ensure that the file that you upload is only identified by ID number and does not have a name that can

identify you.

When you upload in TurnItIn you will be asked to give your submission a title – again DO NOT use your

own name in this title.

The Business Faculty has made allowances that some assignment topics will not be submitted

anonymously; this includes some portfolios and all final year dissertations/projects. If you are in

doubt, please talk to your course leader.

There is more guidance in your Programme Handbook.

5.3 Detailed description of assessment

- Team Presentation and Group (Written) Report

During the start of the course small student teams will be formed. Each team will be responsible for

presenting a case of a company operating across borders where cross-cultural issues are involved. One

of the core notions behind Managing and Leading People across Cultural Borders is that national

cultures impact on various aspects of organisations, how they are structured, how they are managed

and how people interact and communicate. Explore issues that could be caused by different, possibly

conflicting norms and values and approaches to management and organisation. The suggested length

of the presentation is 20 minutes.

The purpose of the presentation is to convey the key message of your presentation and you should not

read large amounts of text to the audience. You should research the case by using various sources. You

are expected to target possible problems you could expect when looking at the various cultures where

the company operates. Your experience – or indirect experiences from others – may be the start of an

analysis or reported problems, like when companies face problems with mergers and acquisitions


14/17


14

across borders. Most relevant is furthermore to take into account the countries and cultures where

the company operates. As there is evidence that the effectiveness of mergers and the performance of

multinationals operating in various countries is higher when there is a match between cultures

involved and there is not a huge gap between these cultures, it is most crucial to make assumptions

about the type of problems that could come up in the case at hand and the best way to solve such

problems.

After every presentation, the group will receive informal feedback, both on the contents of the case

and the presentation itself – the way in which the message is conveyed and the way the audience is

involved and liveliness of the appearance. The discussion in class should help to identify the main

problems and critically discuss possible recommendations to the management and other actors. After

the presentation and the feedback received a report will be written and submitted as group work,

which is the group report. The mark for the work will reflect both the written assignment and the

quality of the presentation. The combined mark will therefore only be provided AFTER the written

work is marked.

The written report prepared by your team needs to:

• briefly (!) describe the case and the various cultures involved and analyse two national cultures

involved. Do not extensively elaborate the business case but rather focus on different cultures

involved and how problems caused by these differences could be dealt with;

• Theories on national and organisational culture: critically compare different perspectives on

culture – possibly both on the perspective on national and organisational culture and the

application in terms of HRM and leading employees across cultural borders;

• Analyse the case presented in terms of various approaches to teamwork and the way

employees communicate dependent on their cultural background;

• Looking at specific cultures: how could a specific MNC manage those differences taking intoaccount the above?

• Conclude by giving a short reflection on how you worked as a team – also addressing

differences in preferences of team members which may be linked to various national cultural

backgrounds. Different experiences should be taken into account when writing this section for

the team.

The report should demonstrate wide research on cultural issues and differences between national

cultures. It should demonstrate academic writing skills, including appropriate referencing, and the

report should contain a correct list of references with relevant academic articles especially from

academic journals.

Most important is, however, developing a critical argument by comparing various approaches and

looking at the different angles of the argument. This refers, especially, the relevance for specific

businesses like the case presented and discussed. It should be underlined that the focus will not be on

the particular case in terms of international business, but rather the way which cultures may impact

the case. As it is an exercise on cultures, where the student is expected to demonstrate understanding

in the potential impact of cultures on organisations, it is not needed to analyse extensively the

business results in terms of strategy, sector and financial performance. At this stage you are not

expected to analyse such data. Instead we expect you to inform the reader on the type of problems

you could expect to be related with the diversity of cultures and the way the organisation could


15/17


15

address such problems. You should especially address the cultures involved, and problems involved

with their interaction, and show understanding of how this could impact the organisation.

- Individual report

For this assignment you need to demonstrate understanding of theories and research on cultures and

the operating of multinational companies given the differences in cultures involved with the

operations of the company. Drawing from academic theories you will also demonstrate understanding

of the literature on multinationals, their policies regarding managing and leading people across

cultural borders and the way individuals could be recruited and make progress by adding various

cultural experiences. Take into account the way in which cultural intelligence could be beneficial for

both business (companies) and their employees.

Critical analysis of theory and research

At the start you should take an academic perspective, analyse and critique the models of cultural

approaches as developed by the most influential researchers on national cultures, like Hofstede and

Trompenaars as tools for increased understanding of doing business in and between various cultures.

You are expected to highlight the strengths and weaknesses of the various approaches selected.

Critically discuss and compare the different models and research, where you have a wide choice from

authors like Hofstede, Trompenaars, but also others like Hall, Inglehart, Adler, the ‘European values’

study and the GLOBE project etc. Issues to consider are the way national cultures are addressed – in

their own right or also in a universalist way comparing values and norms involved and the way

perceptions are looked at as individual characteristics or the outcomes of socialisation processes. With

the critical analysis you also have to consider the implications for business and the way individuals

operate or could operate across cultural borders.

Multinationals and the role of expats

Your next task is to assess the policies multinationals could adopt to select the employees they need,

looking at various policies of multinationals with regard to the home-country and host-countries

where they operate. Possible options for HRM should be discussed in terms of recruitment, training

and other activities to prepare employees for expatriate assignments. Explain, based upon articles

from academic journals, how companies (could) prepare and support expatriates and their relativeswith training, the reward and other aspects of working in another country or culture.

The following should be considered:

• Explain how expatriates could be prepared on the basis of one or more relevant concepts from

the course;

• How could expatriates adapt to other cultures and improve the management of organisations

(e.g., cultural awareness, resolving ethical dilemmas) make managerial decisions and

communicate across and between various cultures?

• What is most crucial for individuals with the ambition for an international career and what is

the relevance of cultural intelligence for an expat operating across cultural borders?


16/17


16

• Critically evaluate this concept in terms of systematical and adequate evaluation of cultural

skills of employees;

• Last, but not least: how can multi-cultural awareness be raised and the impact of stereotyping

be decreased?

Support your reasoning with evidence from readings and relevant academic journal articles. Whilemany relevant textbooks could be consulted, students should be most cautious about using references

from the internet.

Requirements

1. Write your answers in proper academic style - particularly ensuring you use ‘third person’

narrative -, Harvard-style in-text citation and referencing with a correct list of references.

2. If you paraphrase (i.e. rewrite any materials in your own words), you must identify the original

source. You must demonstrate evidence of extensive research into the topic.

3. Some useful information may be retrieved from the internet. However, work at postgraduate level

of academic study should not contain material from the internet as this is unreliable in most cases

and often concerns obscure information. Only in cases where websites contain reliable information

students are allowed to include websites as their source of information.

4. For the individual project, utilise a sufficient number of academic-style resources (e.g. textbooks,

books and journals) to support your points and try to ensure that you use no or only a small numberof internet sources. Please note how many marks are allocated for academic and theoretical

content.

5. For the team presentation and report, you are more likely to find also relevant information from

other sources, such as sites for business and management. Consult also the general business papers

like The Financial Times or The Economist. Be sure to use information from legitimate news media

sites rather than from blogs, social networking sites, and other personal accounts.

6. Note that the required word limit for your assignments excludes the cover page, reference list and

any footnotes or appendices.


17/17


17

Marking criteria

Marks

allocated

to criteria:

ContentsDoes the report or essay set up a clear main question to address? Is there evidence of

understanding the topic?

20

Argument

Is there a clear and sound argument? Is there evidence of critical and independent thinking?

30

Synthesis

Does the report bring together the literature in a significant and coherent manner? Is there

evidence of substantial research?

20

Clarity of structure

Is the paper well organised and logically constructed to achieve a comprehensive piece of

writing while being mindful of the needs of the reader?

10

Presentation, referencing and spelling

Is the paper clearly written, spell checked and grammatically sound and referencedappropriately?

20

6. Other Details

The majority of information relevant to you while you study at the University has been brought

together into your programme handbook. Please refer to your programme handbook for any further

information you might require including:

• How to submit assignments,

• Deadlines and extenuating circumstances,

• Plagiarism and referencing,

• Who to go to for advice or if you are concerned,

• How to provide us with feedback,

• Key administrative procedures.

Course Study Guide Cross Culture

Documents

Transcript of Course Study Guide Cross Culture