Cross Cultural Management
Course Outline
Madhukar Shukla
While the individual is an insoluble puzzle,
in the aggregate he becomes a mathematical certainty. You can never foretell
what any one man will do, but you can say with precision how an average number
will behave. Individuals vary but the percentages remain constant.
I. OBJECTIVES:
This course
will help the participants to:
·
Develop a cognitive framework to appreciate the impact
of culture on managerial behavior and business processes
·
Develop behavioral and cognitive skills to operate in
the cultures of key countries
·
Apply his/her understanding of cultural nuances to
managerial/ leadership effectiveness, interpersonal communication/ negotiations,
designing systems and structures, HR practices, etc.
II. COURSE DESIGN & COVERAGE:
This course
is designed to provide both conceptual and experiential learning to help
appreciating how culture influences behaviour and why it is important for
practicing/ potential managers to understand the culture relativities.
To fully
benefit from the course, regular class attendance, pre-class preparation, and
participation is essential.
The course is
designed in four modules:
Module 1: Understanding
Culture (Sessions 1-4)
This module will help the
students to gain insight into the underlying structures of culture and how
these mould our perceptions, attitudes and mental models of reality. The focus
of this module is to establish that cross-cultural sensitivity requires going
deeper than just business etiquettes.
Session 1
|
Introduction to the Course
|
Readings:
|
|
|
1.
|
T Morrison & Wayne Conway
|
The Color of Money
|
2.
|
-do-
|
The Relativity of Time
|
3.
|
-do-
|
What's in a Name
|
4.
|
-d-
|
How's Your Foreign Image
|
|
|
|
|
|
Session 2-4
|
Understanding Culture: Key Concepts
|
Readings:
|
|
|
5.
|
Stephen Dahl
|
Determinants of Culture & Identity
|
6.
|
Edward T Hall &
|
Key Concepts: Underlying Structure of Culture
|
7.
|
-compiled-
|
High and Low Context Cultures
|
8.
|
June Cotte & S Ratneshwar
|
Juggling and Hopping: What does it mean to Work
Polychronically
|
|
|
|
|
|
|
Quiz-1
in Session 5
Module 2: Frameworks for Mapping the Culture (Sessions 5-8)
This module
discusses two comprehensive frameworks which help one to analyse and compare
different cultures and derive their implications for management practices.
Session 5-6
|
Dimension of Cultural Differentiation - Geert Hoefstede
|
Readings:
|
|
|
9.
|
-compiled-
|
Geert Hoefstede's Model
|
10.
|
Geert Hoefstede
|
The Cultural Relativities of Organisational Practices
and Theory
|
11.
|
-compiled-
|
Defining the Self
|
12.
|
-compiled-
|
Culture - Power Distance
|
|
|
|
|
|
|
|
Session 7-8
|
Dimension of Cultural Differentiation - Cluckhohn
|
Readings:
|
|
|
13.
|
Henry W Lane, Joseph Distefano & Martha Maznevski
|
Mapping the culture: Cultural Orientation Framework
|
|
|
|
|
|
|
Mid-Course
Quiz- 2 in Session 9
|
Module
3: Studies of National Culture (Sessions 9-16)
In this
module - which will be handled by the students - we will use the frameworks
discussed in the previous module to understand the nuances of cultures of
different countries. Please go through the evaluation section given later to
know what is required from you.
Session 9-16
|
Country Studies - National Cultures
|
|
|
9
|
Japan
|
|
|
10
|
USA
|
|
|
11
|
France
|
|
|
12
|
India
|
|
|
13
|
UK
|
|
|
14
|
Saudi Arabia
|
|
|
15
|
Germany
|
|
|
16
|
China
|
|
Suggested Readings in Book II:
|
|
|
These are only
preliminary readings. You will have to find more for your project
|
|
i.
|
RT Moran & PR Harris
|
Doing Business with Asian
(Japan & China)
|
|
ii.
|
Guntram Rahn
|
Cultural Differences and
Doing Business in Europe and Japan
|
|
iii.
|
RT Moran & PR Harris
|
Doing Business with North
Americans (USA)
|
|
iv.
|
Pew Research Center
|
Among Wealthy Nations, US
Stands Alone in its Embrace of Religion
|
|
v.
|
Rob Riel
|
A Cultural Profile of
French People
|
|
vi.
|
Gilles Asselin & Ruth
Mastron
|
Business Customs and
Practices in France
|
|
vii.
|
RT Moran & PR Harris
|
Doing Business with
Europeans (England & France)
|
|
viii.
|
Romuald E J Rudzki
|
British Social Culture
|
|
ix.
|
-compiled-
|
Indian Society: Caste
System and Family
|
|
x.
|
Valerie Frazee
|
Working with Indians
|
|
xi.
|
---
|
Islam
|
|
xii.
|
Halvor Moxnes
|
Honor and Shame
|
|
xiii.
|
---
|
Saudi Arabia: Guardian of
Islam
|
|
xiv.
|
RT Moran & PR Harris
|
Doing Business with
Mid-Easterners (Saudi Arabia)
|
|
xv.
|
---
|
Core German Cultural Values
|
|
xvi.
|
---
|
Culture of German
Management
|
|
xvii.
|
compiled
|
Doing Business in Germany
|
|
xviii.
|
Hsu O'Keefe & William
O'Keefe
|
Chinese and Western
Behavioural Differences
|
|
xix.
|
Economist
|
The Gentle Art of Lobbying
in China
|
|
xx.
|
Jack Scarborough
|
Comparing Chinese and
Western Cultural Roots
|
|
xxi.
|
LW Gertmenian
|
Cultural Insights on Doing
Business in China…
|
|
|
|
|
|
|
|
|
|
|
|
|
You will also find
some useful links for your Country Study:
HERE
Quiz-3
in Session 17
Module 4: Implications for Management Theory &
Practice (Sessions 17-20)
Session 17
|
Adjusting to the New Culture
|
Readings:
|
|
|
14.
|
Joyce S Osland
|
The Journey Inward: Expatriate Hero Tales &
Paradoxs
|
15.
|
William B Heart
|
The Intercultural Sojourn as the Hero's Journey
|
|
|
|
|
|
Session 18-19
|
Cultural Differences in Management/Business Practices
|
Readings:
|
|
|
16.
|
Geert Hofstede
|
Cultural Constraints in Management Theories
|
17.
|
Madhukar Shukla
|
Cross-Cultural Differences in Business Environments
|
18.
|
John B Cullen
|
Why Do Nations Differ in HRM?
|
19.
|
Zofia Krokosz-Krynke
|
Organizational Structure and Culture: Do Individualism/Collectivism
and Power Distance Influence Organizational Structure?
|
|
|
|
|
|
Quiz-4
in Session 20
Session 20
|
Competencies for Global Manager & Conclusion
|
Readings:
|
|
|
1.
|
Robert Rosen & Patricia Digh
|
Developing globally Literate Leaders
|
2.
|
Vladimir Pucik & Tania Saba
|
Selecting and Developing the Global vs Expatriate
Manager
|
|
|
|
|
|
III. EVALUATION:
The evaluation
for the course will be based on 4 components. These are:
1.
|
Quizzes
|
28 marks
|
Group
Assignment (2 & 3)
|
2.
|
Group
Presentation on Country Study]
|
20 marks
|
3.
|
Term Project
(Country Study) ]
|
20 marks
|
4.
|
End-Term
|
32 marks
|
]: see Group Presentation and Term Project
given below
There will be 4
quizzes, each of 7 marks. There will be no makeup quiz (unless
you have been officially granted leave from the institute on the day of the
quiz)
The grade cutoffs
marks will be as follows:
|
A+
|
80 and above
|
|
|
A
|
75.0
|
-
|
79.5
|
|
|
B+
|
70.0
|
-
|
74.5
|
|
|
B
|
65.0
|
-
|
69.5
|
|
|
C+
|
60.0
|
-
|
64.5
|
|
|
C
|
55.0
|
-
|
59.5
|
|
|
D+
|
50.0
|
-
|
54.5
|
|
|
D
|
45.0
|
-
|
49.5
|
|
|
F
|
Below 44.5
|
|
*****
Group Presentation
& Term Project
(Country Studies)
·
For the purpose of this part of the course, the class
will be divided into 8 groups.
·
Each group will be assigned one country to prepare a
presentation - to be made in the scheduled session - and a paper on its
culture. The presentation and the paper should cover:
o
Cultural history and background of the country
o
How the culture of the country influences (and is
influenced by) areas such as formation of self-concept/identity, family
structure/life, kinship patterns, gender relations, customs and etiquettes,
etc.
o
Use one (or more than one) framework(s) - Edward T
Hall/ Geert Hoefstede/ Clyde Kluckhohn - to analyse the salient features of
the culture
o
Implications for business practices/ organisational
systems & structures
o
Do's & Don'ts
o etc.
(this etcetera is important ;-)
·
Please submit a 1500 words synopsis of your
presentation to me, at least a week (7 X 24 hrs) before your
presentation - so that I can get it photocopied, to be distributed
before/during/after your presentation (your choice)
·
Submission of the synopsis and the quality of synopsis
constitute 10 marks of the evaluation for presentation
·
Please plan a presentation of about 60-75 minutes.
·
Please note that there is an intrinsic logic in
sequencing of the countries for the presentations - exchange of presentation
dates are not permissible.
·
The final Term Project, based on your presentation (and
incorporating the feedback from the presentation) has to be submitted in the 20th
session. The structure of the Project will be same as the one given above. You
can also add examples, cases etc. to highlight the points.
·
Your Term Project will be considered complete only
when you have submitted:
o Hard
Copy of your Country Study Report
o Soft
Copy of your Presentation
o Soft
Copy of your Country Study Report
·
Note: The soft copies are needed, so that I
can get a CD burned with all the report, and the class gets a copy each
containing all presntaitons and Country Reports.
*****
|