HR6055 - Organising and Managing Across Cultures (2020/21)
|Module specification||Module approved to run in 2020/21|
|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|
|Running in 2020/21||
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.
The topics covered in this module include:
• the nature and meaning of culture (learning outcome 1)
• multi-cultural teams (learning outcome 1)
• communicating and negotiating across cultures (learning outcome 2)
• theories of cross-cultural management (learning outcome 2)
• ethics and values in cross-cultural perspective (learning outcome 2)
• international human resource management: cross-cultural issues and implications (learning outcome 3)
• gender issues in expatriation (learning outcome 3)
• management, religion and spirituality (learning outcome 3).
On completing the module students will be able to:
• Demonstrate increased awareness of, and sensitivity to, their own and others’ cultural background and influences
• Evaluate the impact of culture on organisational behaviour and management practice, using a range of theoretical concepts to analyse and explain issues of management and organisation in a cross-cultural context
• Deploy 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.
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.
French, R. (2015) Cross-Cultural Management in Work Organisations (3rd edition) London: CIPD
Adler, N. (with Gundersen, J.) (2008) International Dimensions of Organizational Behavior(5th edition) Prentice Hall
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)
International Journal of Cross-cultural Management
International Journal of Human Resource Management