COMMGMT 3500NA - Managing Across Cultures III

Ngee Ann Academy - Trimester 2 - 2016

The objective of this course is to provide students with a basic understanding of the fundamental principles and practices of International Management. The course focuses on the foundations of international management, the role of culture, cross-cultural communication and negotiations, MNC strategies and structures, and international human resource management. There will be a focus on appropriate theory and the course will aim to provide opportunities for the practical implementation of the main concepts covered.

  • General Course Information
    Course Details
    Course Code COMMGMT 3500NA
    Course Managing Across Cultures III
    Coordinating Unit Business School
    Term Trimester 2
    Level Undergraduate
    Location/s Ngee Ann Academy
    Units 3
    Available for Study Abroad and Exchange Y
    Assumed Knowledge COMMGMT 2501 or COMMGMT 1001
    Course Description The objective of this course is to provide students with a basic understanding of the fundamental principles and practices of International Management. The course focuses on the foundations of international management, the role of culture, cross-cultural communication and negotiations, MNC strategies and structures, and international human resource management. There will be a focus on appropriate theory and the course will aim to provide opportunities for the practical implementation of the main concepts covered.
    Course Staff

    Course Coordinator: Dr Peter Sandiford

    Lecturer in charge: Dr John Knight
    Course Timetable

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

  • Learning Outcomes
    Course Learning Outcomes
    On successful completion of this course, students will be able to:
     
    1.            Critically analyse the drivers and consequences (political, economic, socio-cultural, technological, legal and ecological) of globalization, its impact on specific regions and the emerging concerns about its influences on countries around the world.

    2.            Understand and appreciate the need for ethics and social responsibility in international management, and the growing pressures on firms to act in an ethically and socially responsible manner in their global business operations

    3.            Compare different theoretical approaches to the concept of culture (at national, regional and organisational levels) and implications of these differences for international and cross-cultural managers

    4.            Apply theories of culture and management to address the challenges of managing individuals, groups and organisations in an increasingly diverse global context

    5.            Integrate and apply the basic elements of international strategic management, including the pressures and cost/benefits of strategies that emphasize global integration versus local adaptation; evaluate the specialized strategies required for emerging economies and for international new ventures

    6.            Compare and evaluate practices related to the management, motivation and leading of employees in an international and cross-cultural context

    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)
    Deep discipline knowledge
    • informed and infused by cutting edge research, scaffolded throughout their program of studies
    • acquired from personal interaction with research active educators, from year 1
    • accredited or validated against national or international standards (for relevant programs)
    1,2,3,4,5,6
    Critical thinking and problem solving
    • steeped in research methods and rigor
    • based on empirical evidence and the scientific approach to knowledge development
    • demonstrated through appropriate and relevant assessment
    1,4
    Teamwork and communication skills
    • developed from, with, and via the SGDE
    • honed through assessment and practice throughout the program of studies
    • encouraged and valued in all aspects of learning
    4,6
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    6
    Intercultural and ethical competency
    • adept at operating in other cultures
    • comfortable with different nationalities and social contexts
    • Able to determine and contribute to desirable social outcomes
    • demonstrated by study abroad or with an understanding of indigenous knowledges
    1,2,3,4,5,6
    Self-awareness and emotional intelligence
    • a capacity for self-reflection and a willingness to engage in self-appraisal
    • open to objective and constructive feedback from supervisors and peers
    • able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
    2,4,6
  • Learning Resources
    Required Resources
    Because of the nature of this course two core textbooks make up the basic reading required:
    • Deresky, H & Christopher, E. (2012) International Management: Managing Cultural Diversity, 2nd Edition, Frenchs Forest NSW: Pearson.
    This text provides a broad introduction to the subject area and serves as a basic core to the lecture programme.
    • Jackson, T. (2002) International HRM: A Cross-Cultural Approach, London: Sage.
    This text provides a useful analysis of a variety of national and organisational approaches to management. It is available through the library as an e-book so it is not necessary to purchase the book itself.
    Recommended Resources
    There are a number of other relevant textbooks available in the library. In addition, it is important to refer to more specialist sources, such as the following (some of these have multiple editions):
    • Gannon, MJ. (1994) Understanding Global Cultures, London: Sage
    • Hofstede, G. (2001) Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations, 2nd Ed., London: Sage.
    • Porter, ME. (1990) The Competitive Advantage of Nations, London: MacMillan Press
    • Stiglitz. JE. (2007). Making Globalisation Work. New York: WW Norton.
    • Trompenaars, F. (1993) Riding the Waves of Culture: Understanding Cultural Diversity in Business, London: Nicholas

    You have access to numerous resources in the library including scholarly journals and alternative contemporary texts on management. You are encouraged to read widely and critically with a focus on recent work (less than 5 years old) in periodicals, refereed academic journals and books.
    In addition the Communication Skills Guide (see Communication Skills Guide) and The University of Adelaide Writing Centre web page (see Writing Centre) are helpful resources for your academic writing and observance of the protocols and conventions of the Harvard referencing style

    A daily reading schedule drawing from the core texts and other relevant materials will be recommended as the course progresses, including journal articles and various online materials. At this level of study it is important to explore the topic areas beyond the core textbook readings. The tutorial preparation includes some specific sources, including journal articles. In addition, lectures will include some key references that you might find relevant, interesting and useful in following up key issues and theories. These will also be useful in preparing your written assignments. You should make use of the on-line and electronic databases and other information sources available in the main library. Familiarity with these information sources is important for searching the academic literature — for example, journal articles via ABI Inform and business/industry information via Dow Jones Interactive.

    There are many readings which are relevant to this course but the following journals are of particular relevance:

    • Cross Cultural Management: An International Journal
    • International Journal of HRM
    • Journal of International Management.
    • International Journal of Commerce and Management.
    • International Journal of Hospitality Management
    • Management International Review.
    • International Business Review.

    Some recommended International Business/Management web pages include:

    • Austrade
    • CIA World Factbook
    • Global Edge
    • New Internationalist (search on international management)
    • OECD
    • Whats not seen
    • UNCTAD
    • WTO
    Online Learning
    The course utilises MyUni as a communication tool. Students should be actively scanning the MyUni course webpage regularly for lecture slides, recordings, general course information, assessment details and tutorial preparation exercises. In addition, possible additional readings and links may be suggested.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course will be taught through lectures supported by a series of tutorials. Tutorials are an important component of your learning in this course and are integral to the course assessment. The tutorials give participants the opportunity to discuss and apply theoretical content covered in lectures and preparatory reading as well as providing support for each part of the course assessment. Students are expected to prepare fully for tutorial activities, actively participate in these and reflect on their learning within them.

    The communication skills developed in tutorials by regularly and actively participating in discussions are considered important by the School and are highly regarded by employers and professional bodies.

    This is an intensive course and you need to familiarise yourself with readings before each week’s learning as time is limited during the week’s learning sessions (lectures and tutorials). The tutorials also require preparation – and it is essential that you bring written notes/preparation to each tutorial.

    Full details of the preparation required will be provided on MyUni in advance of each of the two intensive weeks. These activities include reading research articles, conducting case study analysis, self-reflection, watching video material etc. Materials will be provided when they are not available from internet sources
    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    The University expects students to commit approximately 108 hours of learning activities for each three-unit course. This is an intensive course and does require considerable preparation for teaching sessions and assessment tasks. Students are expected to read specified material to prepare for lectures AND fully prepare for tutorial activities. In addition to this, students must prepare a record of their learning in the tutorials on a daily basis. Students in this course are expected to attend all lectures plus one tutorial class each day.
    Learning Activities Summary

    No information currently available.

  • Assessment

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

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

    Assessment Summary
    Learning Log part one:
    Individual 10%

    Learning Log part two:
    Individual 15%

    Written Report:
    Group  25%

    Examination:
    50%
    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
  • 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.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.