module specification

This module begins by exploring and explains national differences in the way we work and manage people at work, as well as some of the key differences in national institutions. The topic is investigated in both international and intra-national contexts, and draws on perspectives from social anthropology, social psychology, organisational behaviour and management theory. The module moves on to consider the implications for, and related practice at Global HRM levels.

It provides you with a rigorous framework of knowledge and understanding of the mechanisms of people management in an international context. The module aligns with a number of the core knowledge membership standards and core behavioural membership standards set out in the Professional Map of the Chartered Institute of Personnel Development (CIPD). However, the module content will be valuable whatever your chosen career specialism.

Module Aims

a) you will have the necessary competencies to lead, manage and develop culturally diverse teams effectively. 

b) you will be culturally and socially aware, equipped to develop ethical, inclusive and sustainable strategies for leadership and management.  

c) you will be able to deliver best practice people management in the context of Global HR function or to organisations working in an international context.

You will appraise and evaluate theories related to the nature and meaning of culture and cross-cultural management (LO1). You will evaluate concepts and ideas related to leadership, multi-cultural teams, communicating and negotiating across cultures (LO2). You will consider gender issues, religion, ethics and values in cross-cultural perspective (LO 2). You will investigate different institutional and governance systems and their use in particular cultures. You will explore how practice differs in diverse international human resource management contexts and the implications for practitioners operating in a global HRM context (LO3).

The module makes use of a range of teaching and learning methods.  These include tutor input, videos, group discussions, role-plays and exercises using case studies.

There will also be significant opportunities for your self-reflection. This will be stimulated from your learning on the materials covered during formal class delivery by the lecturer, and also from your “friendly consulting” with your peer students during informal class exercises. Further reflection will be prompted from guest speaker appearances and from structured experiential activities on the module, such as the formative team presentation.

The module will be supported by pre-session work and by web pages that will facilitate student learning.

On completion of the module, you will be able to:

LO1. Evaluate and apply a range of established socio-cultural theories.

LO2. Evaluate and apply the main functions and competencies of leaders and managers in a cross-cultural context, and critically discuss and explain the relevance of current leadership theories, including inclusive leadership.

LO3. Critically evaluate the available theories and evidence relating to a range of cross-cultural capabilities, including leadership, team motivation and engagement, performance management, negotiation and conflict management.

There will be one individual summative assessment used on this module. This will require you to analyse people management practice in one specific country, using the analysis to make recommendations to deliver sustainable and effective performance in the context of international HRM activities.

Here is the link to the electronic reading list of the closest relevant current list. An updated list will be provided (including a new core book by Brewster et al (2014) International Human Resource Management. 4th Ed. London: Kogan Page.

https://rl.talis.com/3/londonmet/lists/6D43FD2A-1CD1-DB52-B3D0-283D054C846F.html?lang=en-GB&login=1

(see module menu in Weblearn).