Module details for Managing Across Cultures

Description

In this module students will be introduced to current thinking on the effects of globalisation and culture on management practice and how national cultures shape the processes of employee development and organisational performance.

Aims

The aim of this Module is to provide the student with an understanding of the different approaches to managing resources in different cultural settings and of the practical challenges of cross− cultural management in a global context.

Learning Outcomes

By the end of this module the student should be able to:

1.  Analyse the relationship between national culture, organisational behaviour and management practice;

2.  Evaluate the effects of globalisation/internationalisation of business and politics on local management, national resources and cultural values;

3.  Analyse the recent trends and developments in cross−cultural management and to assess their effects on international trade and business.

Indicative Content

1 Introduction: The theoretical background

The meaning and importance of managing across− cultures, perceptions and models of culture and cultural differences in organisation theory and management studies. The context and dimensions of managing across cultures, convergence and divergence theories, and classification of the different approaches to managing in different countries.

2 Managing in the Anglo−Saxon countries

Analysing the Anglo-Saxon approach to management; Managing in the USA and the UK.

3 Managing in Asian Countries

Effects of Confucianism, Communism and economic dynamism on management and organisation in East Asia countries; Managing in China, Japan and South Korea.

4 Managing in Western European Countries

Analysing the Francophone, the Germanic and other European models of management. The impact of the EU integration and expansion on employment and labour markets. Managing in France and Germany.

5 Managing in Less Developed Countries

From colonialism to dependency: the impact of international trade, transfer of knowledge and technology, ideologies and religious beliefs on management (mismanagement) and organisation in less developed countries. Managing in selected African and Middle−Eastern countries.

6 Contemporary issues of cross−cultural management

Global ethics and global labour markets: Gender, race, disability and age concerns. International organizations' responses to changing demographics; International organizations' responses to skills shortages. International approaches to managing diversity; and the use of IT in International HRM.

Teaching and Learning Work Loads