Cross Cultural Management
GLOBIS MBA TOP Curriculum Course search results Cross Cultural Management
Course Objectives
This course aims to help students develop cross-cultural intelligence, which is an essential quality of any global leader. The course provides cross-cultural settings and topics that are commonly observed in today’s global business environments, and helps students recognize layers of gaps that cause cultural conflicts, and learn to value deep understanding of cultural contexts surrounding individuals and organizations with which they interact. At the end of the course, students are expected to have built mind-sets and skill-sets of a competent leader who appreciates and leverages diversity in talents and organizations s/he works with.
Specifically, the coursework includes role-plays and self-evaluation as well as case studies. The objective is to foster the kind of leadership students will need to practice when faced with the following types of situations:
— Dealing with stereotypes arising from differences in gender, race, ethnicity (nationality) or other social attributes
— Conflicts between headquarters and subsidiaries, as well as among different divisions and functional organizations
— Conflicts between corporate cultures, work styles and national cultures
— Dilemmas in the practice of diversity and inclusion
This course is intended for students who wish to achieve their own goals in the context of global business (in a cross-cultural environment or with people from different cultural backgrounds), and for those who have a strong sense of purpose and keen awareness of the need to improve their cross-cultural intelligence.
Course Details
Programs: Full-time MBA, Part-time & Online MBA
Discipline: Global/Asia/Japan
Course Level: Specialized Course
Required/Elective Course: Elective Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35
Preliminary Recommended Courses
-Critical Thinking
-Organizational Behavior and Leadership
-Human Resource Management
Theme/Reading Materials
| THEME | Overview of Cross Cultural Management |
|---|---|
| CASE | LEADERSHIP CRISIS AT STEELWORKS' XIAMEN PLANT |
| THEME | Overview of Cross Cultural Management (Continued) |
|---|---|
| CASE | LEADERSHIP CRISIS AT STEELWORKS' XIAMEN PLANT |
| THEME | Developing Sensitivity to Differences in Cross-cultural Environments |
|---|---|
| CASE | Silvio Napoli at Schindler India (A)(B) |
| THEME | Developing Sensitivity to Differences in Cross-cultural Environments (Continued) |
|---|---|
| CASE | ELLEN MOORE (A): LIVING AND WORKING IN KOREA ELLEN MOORE (B): LIVING AND WORKING IN KOREA |
| THEME | Stereotypes and Cross-Cultural Management |
|---|---|
| CASE | (Re)Building a Global Team: Tariq Khan at Tek |
| THEME | Prejudice and Self-image a Cross-Cultures |
|---|---|
| CASE | Managing a Public Image: Sophie Chen Managing a Public Image: Kevin Knight |
| THEME | Strategic Challenges and Cross-cultural Management |
|---|---|
| CASE | Hailing a New Era: Haier in Japan (A)(B) |
| THEME | Strategic Challenges and Cross-cultural Management |
|---|---|
| CASE | Hailing a New Era: Haier in Japan (A)(B) |
| THEME | Corporate Culture and Cross-cultural Management |
|---|---|
| CASE | IKEA in Saudi Arabia (A) |
| THEME | Corporate Culture and Cross-cultural Management (Continued) |
|---|---|
| CASE | IKEA in Saudi Arabia (A) IKEA in Saudi Arabia (B) (to be distributed in class) IKEA in Saudi Arabia (C) (to be distributed in class) |
| THEME | Business Sustainability and Cross-cultural Leadership |
|---|---|
| CASE | Global Diversity and Inclusion at Royal Dutch Shell (A) |
| THEME | Management Sustainability and Cross-cultural Leadership |
|---|---|
| CASE | Global Diversity and Inclusion at Royal Dutch Shell (A) Global Diversity and Inclusion at Royal Dutch Shell (B): The Impact of Restructuring |
Reference:
For those who want to develop a deeper understanding, the reference listed below is recommended.
The Culture Map: Breaking Through the Invisible Boundaries of Global Business
Erin Meyer, 2014 (PublicAffairs)
Faculty
Essentials of Accounting
Accounting I (Financial Accounting)
Accounting II (Managerial Accounting)
Power and Influence
Cross Cultural Management
Business Presentation
Critical Thinking
Innovation through Virtual Teams
Design Thinking and User Experience
Leadership Development, Ethics and Values
Cross Cultural Management
Faculty
Essentials of Accounting
Accounting I (Financial Accounting)
Accounting II (Managerial Accounting)
Power and Influence
Cross Cultural Management
Business Presentation
Critical Thinking
Innovation through Virtual Teams
Design Thinking and User Experience
