HR6055 - Organising and Managing Across Cultures (2017/18)
| Module specification | Module approved to run in 2017/18 | ||||||||||||||||||||
| Module title | Organising and Managing Across Cultures | ||||||||||||||||||||
| Module level | Honours (06) | ||||||||||||||||||||
| Credit rating for module | 15 | ||||||||||||||||||||
| School | Guildhall School of Business and Law | ||||||||||||||||||||
| Total study hours | 150 | ||||||||||||||||||||
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| Assessment components |
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| Running in 2017/18(Please note that module timeslots are subject to change) |
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Module summary
This module provides an introduction to the developing field of cross-cultural management, explored in relation to both international and intra-national contexts, and drawing on perspectives from social anthropology, social psychology, organisational behaviour and management theory. It is assessed via a group report and presentation, and an unseen examination based on a case study given in advance.
Module aims
The aims of this module are to develop students’ insight into the meaning of culture and the relevance of the concept to a range of issues of management and organisation; to enable them to critically assess the contribution of key theorists of cross-cultural management to understanding the challenges of organising in culturally diverse contexts; and to draw on this analysis to develop solutions and recommendations for managing in culturally complex contexts.
The module also aims to develop skills including the following:
• Researching, academic reading and writing, communications (including oral presentations), teamwork and interpersonal skills, problem solving, application of knowledge and presentation of data
Syllabus
The topics covered in this module include:
• the nature and meaning of culture
• theories of cross-cultural management
• communicating and negotiating across cultures
• multi-cultural teams
• ethics and values in cross-cultural perspective
• international human resource management: cross-cultural issues and implications
• gender issues in expatriation
• management, religion and spirituality
Learning and teaching
The learning and teaching strategy draws upon blended learning based upon a combination of tutor-led and tutor-facilitated approaches involving lecture based input and student class discussions. These discussions are supported by case studies, simulations and group exercises designed to enable students to enhance their conceptual and skills development and reflect on their understanding of culture and cultural differences.
Relevant electronic media and web based resources will be utilised to support and develop student learning.
The module engages the students in practising the following academic and employability related skills, which are also assessed: academic reading and researching; communication (written and oral); interpersonal and team-working skills; problem solving and decision making; creativity.
Learning outcomes
On completing the module students will be able to demonstrate:
- increased awareness of, and sensitivity to, their own and others’ cultural background and influences
- critical understanding of the impact of culture on organisational behaviour and management practice
- effective use of a range of theoretical concepts to analyse and explain issues of management and organisation in a cross-cultural context
- appropriate research, analytical, communications and problem solving skills for exploring the influence of culture and for suggesting how complex issues of management and organisation can be addressed.
Assessment strategy
The coursework assessment comprises a group presentation (15%) and paper (25%). This assessment develops and tests students’ awareness of their own and others’ cultures by requiring them to work in a team and to identify and research a topic of mutual interest; to develop this research into a coherent paper and a lively and interesting presentation, applying appropriate theory and drawing out the implications for management. The examination (60%) requires them to apply their knowledge of relevant theory and concepts to analyse the issues found in a research-based case study and, based on this analysis, to propose how problems or issues within the case could be addressed.
Bibliography
Adler, N. (with Gundersen, J.) (2008) International Dimensions of Organizational Behavior(5th edition) Prentice Hall
Chalkalson, N. (2012) The Mindful Workplace: Wiley-Blackwell Cherniss, C & Goleman, D. (2005) The emotionally Intelligent Workplace : Jossey-Bass
French, R. (2010) Cross-Cultural Management in Work Organisations (2nd edition) London: CIPD
Harzing, A-W, and Pinnington, A. (2010) International Human Resource Management (3rd edition) London: Sage
Hofstede, G. (2001) Culture's consequences : comparing values, institutions and organizations across nations Sage
Hofstede, G., Hofstede, G.J and Minkov, Michael (2010) Cultures and Organizations: software of the mind, intercultural cooperation and its importance (3rd edition)London: McGraw-Hill (eresource)
Jandt, F. (2010) An Introduction to Intercultural Communication: Identities in a Global Community (6th edition) Sage
Perkins, S. &Shortland, S. (2006) Strategic International HRM - choices and consequences in multinational people management London: Kogan Page.
Steers, R., Sanchez-Runde, C. and Nardon, L. (2013) Management across Cultures: Developing Global Competencies (2nd ed) Cambridge: Cambridge University Press
Thomas, D.C. (2008) Cross-Cultural Management: Essential Concepts London: Sage
Trompenaars, F. and Hampden-Turner, C. (2012) Riding the waves of culture : understanding diversity in global business McGraw-Hill (e-resource)
Electronic journals
Cross-cultural Management
International Journal of Cross-cultural Management
International Journal of Human Resource Management