INTBUS 7015 - Cross-Cultural Management and Negotiation (M)

North Terrace Campus - Trimester 2 - 2015

This course explores the effect of cultural differences on organisational behaviour and negotiation in the global context. It exposes students to issues and problems that inevitably arise in international business when managers have to deal with culturally determined differences in values, attitudes and behaviours. The course assists students in developing cross-cultural communication competence and management and negotiation skills to successfully solve problems and capitalise on opportunities in a multicultural environment. Specific topics include understanding the foundations of culture and cultural frameworks; cross-cultural verbal and non-verbal communication and communication styles; motivation, leadership and decision making across cultures; negotiation and conflict resolution in global business settings; understanding organisational culture; managing multicultural teams and culturally diverse organisations. Students will have an opportunity to study concepts and theories from cross-cultural psychology and management and apply the acquired knowledge in hands-on activities such as scenario-based discussions, case studies and simulations in order to gain relevant skills.

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Course Details

Course Code	INTBUS 7015
Course	Cross-Cultural Management and Negotiation (M)
Coordinating Unit	Adelaide Business School
Term	Trimester 2
Level	Postgraduate Coursework
Location/s	North Terrace Campus
Units	3
Contact	Up to 3 hours per week
Available for Study Abroad and Exchange	Y
Incompatible	COMMGMT 7015
Assessment	Exam/assignments/tests/tutorial work as prescribed at first lecture

Course Staff

Course Coordinator: Dr Olga Muzychenko

Dr. Olga Muzychenko

Course Timetable

The full timetable of all activities for this course can be accessed from Course Planner.

Course Learning Outcomes

This course has the following objectives:

to provide you with a sufficient knowledge and understanding of the socio-cultural dimensions and its implications for communication and management differences across cultures;
to enable you to understand differing approaches to management issues that exist around the world;
to enable you to gain sound perspectives on competent practice in communicating and managing within a culturally diverse context;
to help you develop cultural sensitivity needed to succeed in any kind of cross-cultural interactions;
to assist you with developing capability to competently apply course concepts in cross- cultural situations that require responses at the individual, managerial and organisational levels.

University Graduate Attributes

This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

University Graduate Attribute	Course Learning Outcome(s)
The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner.	1,5
An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems.	3,5
Skills of a high order in interpersonal understanding, teamwork and communication.	2,3,4
An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities.	1,2

Learning Resources

Required Resources

Text book: Saee, J. 2007. Managing organisations in a global economy: An intercultural perspective. 2nd edition. Cengage Learning, United States.
Course materials posted on MyUni: Case studies, exercises, and library links to readings.

Recommended Resources

Adler, N. (2003). International Dimensions of organisational behavior (3rd Edition) South-Western College Publishing, Ohio, USA

Axtel, (1998). Gestures: the dos and taboos of body language around the world.

Bartlett, C.A. & Ghoshal, S. (1989). Managing Across Borders. Harvard Business School Press.

Brislin, R. (1993). Understanding culture’s influence on behavior. Fort Worth: Harcourt Brace.

Cope, B. & Kalantzis, (1997). Productive diversity: A new Australian model for work and management. Sydney: Pluto Press.

Furnham, A. & Bochner, S. (1989). Culture shock: Psychological reactions to unfamiliar environments. London: Routledge & Kegan Paul.

Gudykunst, W. & Ting-Toomey, S. (1988). Culture and interpersonal communication. NewburyPark: Sage.

Hall, E. (1977) The silent language. NY: Fawsett.

Hall, E. T. (1976). Beyond culture. New York: Anchor Press.

Hofstede, G., Hofstede, G.I., and Minkov, M. (2010). Cultures and organisations: Software of the mind. London: McGraw Hill.

Irwin, H. (1996). Communicating with Asia. Understanding people and customs. Australia: Allen & Unwin.

Kluckhohn, F. & Strodtbeck, F. (1961). Variations in value orientation. New York: Harper & Row.

Lewis, R. (1999). When cultures collide: Managing successfully across cultures. Nicolas Brealey Publishing, London

Littlejohn, S. (1996). Theories of Human Communication. Wadsworth Publishing Company, California, USA

Lustig, M. & Koester, I. (1993). Intercultural competence: Interpersonal communication across cultures. New York: Harper Collins.

Martin, J.N. & Nakayama, T.K. (1997). Intercultural communication in context. USA: Mayfield Publication Company.

Morris, D. (1994). The human animal. London, BBC books.

Trompenaars, F., and Hampden-Turner, C. (1997). Riding the Waves of Culture, Nicholas Brealey, London.

Trompenaars, F., and Hampden-Turner, C. (2001). Building Cross-cultural competence: How to create wealth from conflicting values . New York: John Wiley and Sons.

Trompenaars, F., and Hampden-Turner, C. (2004). Managing people across cultures. Chichester: Capstone.

Wiseman, R. & Koester, I. (1993). Intercultural communication competence. Newbury Park: Sage.

Journals
International Journal of Intercultural Relations
Journal of International Business Studies
Journal of Cross-Cultural Psychology
International Sociological Journal
Harvard Business Review
International Journal of Cross-cultural Management

Online Learning

In preparation for each lecture please visit MyUni course site www.myuni.adelaide.edu.au to access course materials. The lecturer’s PowerPoint files, case studies and exercises for each session will be posted on MyUni weekly. Power point lecture notes offer both a summary of important material and some supplementary information. My Uni will also be used be the lecturer to post important messages.
Learning & Teaching Activities

Learning & Teaching Modes

No information currently available.

Workload

No information currently available.

Learning Activities Summary

No information currently available.

The University's policy on Assessment for Coursework Programs is based on the following four principles:

Assessment must encourage and reinforce learning.
Assessment must enable robust and fair judgements about student performance.
Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
Assessment must maintain academic standards.

Assessment Summary

No information currently available.

Assessment Detail

No information currently available.

Submission

No information currently available.

Course Grading

Grades for your performance in this course will be awarded in accordance with the following scheme:

M10 (Coursework Mark Scheme)
Grade	Mark	Description
FNS		Fail No Submission
F	1-49	Fail
P	50-64	Pass
C	65-74	Credit
D	75-84	Distinction
HD	85-100	High Distinction
CN		Continuing
NFE		No Formal Examination
RP		Result Pending

Further details of the grades/results can be obtained from Examinations.

Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

Final results for this course will be made available through Access Adelaide.

Student Feedback

The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
Student Support
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
Fraud Awareness

Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

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Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator