BA50039E – Cross Cultural Management | My Assignment Tutor

Module Study GuideAcademic Year 2020–2021BA50039E – Cross Cultural ManagementLevel: 5Credits: 20Table of contentsKey team contact details ……………………………………………………………………………………………………… 31 Module overview 4Introduction…………………………………………………………………………………………………………….. 4Module summary content and aims…………………………………………………………………………… 4Learning outcomes to be assessed …………………………………………………………………………… 5Indicative Contact Hours ………………………………………………………………………………………….. 52 Assessment and feedback 6Summative assessment grid…………………………………………………………………………………….. 6Assessment brief including criteria mapped to learning outcomes………………………………… 7Learning materials…………………………………………………………………………………………………. 103 Things you need to know 12Engagement …………………………………………………………………………………………………………. 12Need help, just ask………………………………………………………………………………………………… 12Getting support for your studies………………………………………………………………………………. 13Student support …………………………………………………………………………………………………….. 13Module evaluation – have your say! ………………………………………………………………………… 13Key team contact details Module LeaderDalvony SavicSubject Area & School/CollegeThe Claude Littner Business SchoolEmaildalvony.savic@uwl.ac.ukPhone0208 231 4097LocationParagon House, 11th Floor, Brentford Module TutorDalvony SavicEmaildalvony.savic@uwl.ac.ukPhone0208 2084097LocationParagon House, 11th Floor, Brentford Module/Course AdministratorAndroula LambrouEmailAndroula.lambrou@uwl.ac.ukaPhone0208 231 2107LocationParagon House, 4th Floor, Brentford Subject LibrarianSarah SimpsonEmailSarah.Simpson@uwl.ac.ukPhone02082312648LocationPaul Hamlyn Library, St Mary’s Road, Ealing The Course Leader overseeing this module is Waqar Abbasi and can be contacted atWaqar.Abbasi@uwl.ac.ukThe Dean of the Claude Littner Business School is Dr Suresh Gamlath, and can be contacted atclbsinfo@uwl.ac.ukThe Deputy Dean of the Claude Littner Business School is Dr Amelia Au-Yeung, and can becontacted at Amelia.Au-Yeung2@uwl.ac.ukThe External Examiner responsible for this module is TBC1 Module overviewIntroductionWe have introduced UWLFlex – our new, online, flexible learning platform.UWLFlex has been designed to complement face-to-face learning and build on our reputation forexcellence in teaching, learning and student support. We will be able to deliver a University experiencethat is more collaborative, active, and relevant for an increasingly digital world thus enabling us toprovide you with an improved student experience. UWLFlex will provide you with an enhanced range ofonline tools, to help facilitate your learning whether this takes place primarily on site or online.Module summary content and aimsThe aim of the module is to introduce you to culture as a major force in international business within thecontext of a global economy. In this module, we define culture, review its various classifications in theworld of business, assess its role in business theories, and discuss a variety of conceptual,methodological and practical issues relating to the measurement and application of culture at variouslevels of analysis (national, industry, corporate, individual). In particular, we focus on the complex task ofcapturing and assessing the cultural encounter, present empirical evidence, provide illustrations, andsample cultural combinations.In addition to mapping cultural differences, we discuss applications of culture and cultural differences ina variety of business contexts in management (e.g., strategy, organisation theory, organisationbehaviour, human resource management) but also in other business areas (e.g., finance, marketing).We address real life applications in the context of cross-cultural negotiations, international expansion,and cross-border alliances/ mergers & acquisitions, and provide specific examples such as strategyformulation and expatriate selection.Specific expectations students can have of tutors:• Support by emailing the tutor.• Constructive formative feedback will be provided.• Lecture slides, seminar/webinars activities and any relevant solutions, if appropriate, will bemade available on BlackboardSpecific expectations tutors will have of students:• Attend all classes and arrive at classes punctually• Come prepared to all the sessions (e.g., watch the lecture videos, undertake the recommendedreadings, complete the MCQ questions etc) and behave professionally.• Actively participate and engage in class activities.• Inform tutor via email in advance when not able to attend any classesIndicative Content• Cross cultural management as an everyday activity• Meaning of Culture in general and its uses and limitations• National Culture-different models and approaches• The different approaches to organisational culture• Culture and organisational structure• Communication and negotiation• Culture and leadership• Culture and human resource management, Motivation and exchange• Intercultural competencies and Ethical issues within cross cultural managementLearning outcomes to be assessedAt the completion of this course, you will master the terms, concepts, methodologies and applicationsrelevant to the role played by culture in diverse business applications, be conversant in the theories,instruments, realities, debates and recent developments in the field, and be capable of researching,devising and applying solutions to key decisions involving culture as an input. By the end of this module,you should be able to:LO1 Define and conceptualise ‘culture’: a difficult and contested area. Distinguish betweendifferent levels of culture, Identify the comparative ‘ethical’ approachLO2 Understand the role of culture in international business context and examine the relativeimpact of societal culture as a contingent factor affecting organisational arrangements.LO3 Assess and leverage the impact of culture in management and other business functions andconsider ways in which HR strategies are affected by culture at different levels (institutional orvalues).LO4 To consider the effect of culture as an explanatory factor within existing approaches tounderstanding leadership and identify ways of enhancing intercultural communication and tohighlight the importance of culture in negotiation processesLO5 Identify philosophies underpinning the management of people and their links to culture.LO6 To increase awareness of the factors influencing motivation in a cross-cultural contextIndicative Contact Hours Teaching Contact Hours42 hoursIndependent Study Hours158 hoursTotal Learning Hours200 hours 2 Assessment and feedbackSummative assessment grid Type ofAssessmentWord Countor equivalentThreshold(ifProfessionalBody-PSRBapplies)WeightingPassMarkSubmissiondue-date &timeMethod ofSubmission& Date ofFeedbackIndividualPresentation(LO1 – LO3)IndividualPowerPointsubmission(No oral)N/A50%40%Week 8Via Turnitin15 workingdays aftersubmissionIndividualReport(LO1 – LO6)2000 words+/- 10%N/A50%40%Week 14Via Turnitin15 workingdays aftersubmission AssessmentAssessmentSupport TakesPlaceAssessmentSupport to beProvidedStudent PreparationRequired Prior to or Afterthe Support SessionHow will the SupportSession to beDeliveredA1Week 5Assignmentguidance will beprovidedStudents are expected tohave chosen the twonations of interest andrationale.Afterseminar/webinarsactivitiesA1Week 7Formativefeedback to beprovided.Students are expected tohave their power pointsslides ready to show to thetutor.Afterseminar/webinarsactivitiesA2Week 10Structure of thereport. Step bystep guidance willbe providedStudents must attend thisseminar/webinar.Afterseminar/webinarsactivitiesA2Week 13 and14Formativefeedback to beprovided on draft.Students are expected tosubmit their draft.These seminars arededicated toproviding feedbackonly. Assessment brief including criteria mapped to learningoutcomesAssessment 1: Individual Presentation weighting: 50%Week 8You are required to prepare a PowerPoint presentation with up to 12 slides on the cross-culturalmanagement issues based on the following scenario:When a major international product developer needed to produce a product X quickly, the projectmanager assembled a team of employees from two different countries. From the start, the teammembers could not agree on a delivery date for the product. Diverse teams have different ideaswhat and how to proceed and these differences may lead to conflicts among team members.Nevertheless, in this case, these conflicts arose from cultural differences. As tensions mount,conflict over progress and feedback becomes personal, disrupting team members’ communicationabout even mundane issues.You need to choose from one pair of the two countries given below who are involved in the projectand try to resolve the conflicts.• China and India• Greece and Australia• Germany and Brazil• U.S.A. and Japan• France and Russia• Singapore and Mexico• Cyprus and GhanaThe CCM issues referring to the scenario given that you must consider are the following:• Direct vs Indirect Communication• Trouble with accents and fluency• Differing attitudes toward hierarchy and authority• Conflicting norms for decision makingAssessment criteria: A1The marking criteria are designed to assist you in successful completion of this assignment usethem to ensure that you meet the relevant learning outcomes for this module. Assessment criteriaMaximum MarksBusiness Scenario– Description of the business scenario– Explanation of the reasons such conflictscould happen, based on theories.10% Concept, Models, Theories– Various relevant concepts, models andtheories of CCM must be given andapplied to the given scenario with citedsources20%Analysis– The management issues and conflicts thatmight arise between the two nations.– The role of culture in international businesscontext and the impact of societal culture asa contingent factor affecting organisationalarrangements.– Consider ways in which HR strategies areaffected by culture at different levels(institutional or values).30%Use of data and references– Reliable and credible sources must beused.20%Presentation– Communicate findings effectively– Display the presentation professionally20%Total100% Assessment 2: Individual Report Based on Assessment 1Assessment task: Critical EvaluationWeighting: 50% week 14Word count or equivalent: 2,000Assignment 2 is a follow-on from the assignment 1 in which you will refer to the selected nations ofyour presentation. In this assignment, you are also requested to work on strategies to resolve theconflicts.Your report must consider the following:The different levels of culture the comparative ‘ethical’ approach.The role of culture in international business context and examine the relative impact of societalculture as a contingent factor affecting organisational arrangements.The impact of culture in management and other business functions and consider ways inwhich HR strategies are affected by culture at different levels (institutional or values).The effect of culture as an explanatory factor within existing approaches to understandingleadership and identify ways of enhancing intercultural communication and to highlight theimportance of culture in negotiation processesIdentification of philosophies underpinning the management of people and their links toculture.Assessment criteria: A2The marking criteria are designed to assist you in successful completion of this assignment usethem to ensure that you meet the relevant learning outcomes for this module. Assessment criteriaMaximum MarksIntroduction– Business scenario description illustratedby an example.– Rationale of the relevance of the topic– Aim of the report10%Concept, Models, Theories– Relevant concepts, models and theoriesshould be applied to the scenario.20%Task Analysis– The management issues must beanalysed with respect to the relevantconcept, models and theories of CCM– Conflict between different cultures withrespect to the two nations specificallymust be looked at, applying concept,models and theories.40%– Conclusion & Recommendations ofpossible solutions.10%Use of data and references– Credible and up to date sources must beused for references.– Body of work must be properly cited.20%Total100% On that basis, the standards/grades will be determined as follows: 0 – 20% Very poor or non-existent understanding of the relevant concepts and principles demonstrated together with an almost totally unconvincing,unclear and irrelevant analysis of and application of concepts. Also, an inability to evaluate the issues and respond to the questions asked. It is likelythat the overall written presentation is weak.21 – 39% Unsatisfactory and inadequate understanding of the relevant concepts and principles demonstrated together with an almost totallyunconvincing, unclear and irrelevant analysis of and in applying concepts. Also, a less than satisfactory inability to evaluate the issues and performthe required tasks. The format of the written presentation is also likely to be poor.40 – 49% Limited understanding of the relevant concepts and principles demonstrated together with a less than perfectly convincing, clear andrelevant analysis of and in applying concepts. Also, an adequate and just about satisfactory ability to evaluate issues and respond to the questions.50 – 59% Adequate understanding of the relevant concepts and principles demonstrated together with a reasonably convincing, clear and relevantanalysis of and in applying concepts. Also, a satisfactory ability to evaluate issues as well as present information in a satisfactory format.60 – 69% Good understanding of the relevant concepts and principles demonstrated together with a good, convincing, clear and relevant analysis ofand in applying concepts. Also, a strong ability to evaluate issues as well as present information in a standard/relevant format.70 – 79% Excellent understanding of the relevant concepts and principles demonstrated together with a, extremely strong, convincing, clear andrelevant analysis of and in applying concepts. Also, a very strong ability to evaluate issues as well as present information in a standard/relevant format.80 – 100% An outstanding demonstration of having understood the relevant concepts and principles demonstrated together with anexcellent/outstanding, clear and relevant analysis of and in applying concepts. Also, an outstanding ability to evaluate issues as well as presentinformation in a standard/relevant and acceptable format. For guidance on online submission of assignments, including how to submit and how to access onlinefeedback, please refer to the UWL Blackboard student-help pages at: uwl.ac.uk/blackboardhelpLearning materialsThe reading list for this module is available on Blackboard in the module area and online by searchinguwl.rl.talis.com. This shows real-time availability of books in the library and provides direct links toonline resources, recommended by your lecturer.Remember to log into Blackboard daily to receive all the latest news and support available atyour module sites!Subject guides (subject-guides-libguides) are also available to help you find relevant information forassignments, with contact details of the Academic Support Librarian for your School.Essential ReadingFrench, R., (2015) Cross-cultural management in work organisations. 3rd ed. London: CharteredInstitute of Personnel and Development.Thomas, D.C. and Peterson, M.F. (2014) Cross Cultural Management: Essential Concepts (3rdedition). London: SageFurther ReadingBrewster, C. (1999) International HRM: Contemporary issues in Europe. London: RoutledgeCameron, K.S and Quinn, R.E. (2011) Diagnosing and Changing Organisational Culture: based onCompeting Value Framework (3rd edition). San Francisco: John Wiley & SonsFrench, R. (2010) Cross-Cultural Management in Work Organisations (2nd edition). London: CIPDHarris, H. & Brewster, C. (2003) International human resource management. London: Chartered Instituteof Personnel and DevelopmentHarzing, A-W, and Pinnington, A. (2010) International Human Resource Management (3rd edition).London: SageHofstede, G. (2003) Culture’s Consequences: Comparing Values, behaviours, institution andorganisations across nations. Sage PublicationJandt, F. (2007) An Introduction to Intercultural Communication: Identities in a Global Community (5thedition). Sage PublicationMahadevan (2017) Cross-cultural Management – A very short, fairly interesting and reasonablybook. London: Sage Publication Ltd.Perkins, S. & Shortland, S. (2006) Strategic International HRM – choices and consequences inmultinational people management. London: Kogan Page.Steers, R., Sanchez-Runde, C. and Nardon, L. (2010) Management across Cultures: Challenges andStrategies. Cambridge: Cambridge University PressThomas, D.C. (2008) Cross-Cultural Management: Essential Concepts. London: SageThomas, D.C. and Peterson, M.F. (2014) Cross Cultural Management: Essential Concepts (3rd edition).London: SageTrompenaars, F. and Hampden-Turner, C. (1997) Riding the Waves of Culture; Understanding culturaldiversity in Business (2nd edition) Nicholas BrealeyUseful websitesInsights, H., (2021). Introduction to Cross-Cultural Management. [online] Hi.hofstede-insights.com.Available at: [Accessed 2 February 2021].Globeproject.com. (2021). GLOBE Project. [online] Available at: [Accessed 2 February 2021].Journals:Cross-Cultural Management JournalCross- Cultural Management: An International JournalInternational Journal of Cross-cultural ManagementInternational Journal of Human Resource ManagementJournal of Business Research3 Things you need to knowEngagementTeaching at UWL during the academic year 2020-21 will be conducted using the UWLFlex model andmay involve a range of on site and online teaching and learning activities. Whether you are engagingwith teaching and learning activities on site or via the UWL Virtual Learning Environment, we expect thesame level of commitment and engagement from you. If you are unable to attend scheduled on site oronline activities or complete activities in the time frames set out, you should let your tutors know. Youshould aim to stick to assessment deadlines; if you are concerned that you will not be able to completeyour assessments on time, you should talk to your tutors. Your engagement, whether online or on site,will be tracked and if we see that you are not engaging, we will get in contact with you. However, weencourage you to let us know if you are struggling so we can work with you to find solutions and getyou back on track as soon as possible. Give yourself the best possible chance to succeed by engagingwith the full range of learning and teaching activities available to you.All students should refer to the Attendance and Engagement Monitoring Policy particularly if yourcourse is accredited by a professional body, or if you are an International student on a Tier-4 visa, or astudent on an Apprenticeship course which have additional requirements.Need help, just askThe University recognises that there are times when you may encounter difficulties during your courseof study and provisions are made to help you. If you are struggling with meeting deadlines please talkto us, whether it’s your course/module leader, personal tutor or any member of staff, speak to them sothey can get you the support you need to succeed. You can extend your deadline if you have a goodreason why you are not able to submit a piece of coursework on time, apply online for an extensionbefore your deadline. An extension will allow you an extra 10 working days. If an extension is notsufficient and circumstances beyond your control are preventing you from completing yourassessment, then you can, apply online for mitigation.Please remember late submission without extension or mitigation will result in penalties depending onhow late it is, see University Academic Regulations.You are reminded that the University applies penalties to students who commit an academic offence, inwhich case the Academic Offences Regulations will be used to deal with any cases of academicmisconduct including examination offences, plagiarism and other means of cheating to obtain anadvantage.You are encouraged to seek advice from the Students’ Union Advice Service; UWLSU support you withall aspects of your academic experience by providing advice and guidance to ensure you are fullyinformed of the academic regulations set out by the University as well as advocate for student views.You are expected to behave in line with UWL expectations, irrespective of whether your interactionswith staff and other students are in person or online. As you will be engaging with others online and arange of online materials, it is important to consider how to stay safe online and ensure yourcommunications are secure and appropriate. If you have any questions about how to manage youronline UWL activities, please contact your module leader.If you have an issue about the module, you should speak to your Module Leader or Course Leaderinformally in the first instance. Your Course Representative can also raise your concerns at CourseCommittees, which take place each semester. If you are unable to resolve it informally, you shouldrefer to the Complaints Procedure which is outlined in the student handbook and consult the Students’Union about it. The University aims to ensure that issues are resolved informally as quickly as possibleto have minimum impact on your studies.Getting support for your studiesThroughout your course of study, you will have access to a wide variety of sources of supportdepending on your individual circumstances and needs. Your first point of call for getting generalacademic support is your Personal Tutor. As well as approaching your Module Leader with anyquestions specifically related to your module and your Course Leader with questions on your Course,do contact your Personal Tutor or Apprenticeship Support Link Tutor for academic advice in relation toyour studies and your academic development.Apart from the University-wide support framework, which encompasses the Module Leaders, CourseLeader, the Subject Librarian, and your Course Administrator, you will also have at your disposal theUWL Engagement Team. The Engagement Team offers One-to-One Academic Support opportunitiesand Academic Skills Workshops throughout the year, helping you to develop skills relevant to yourdegree. Workshops include for instance Essay Planning and Writing; Critical Thinking; ReflectiveWriting; Group Work and Presentation Skills. Maths Support and English Language Supportopportunities are available too. For more information email or to register for weekly updates emailAcademic.Support@uwl.ac.uk or you can visit our website to find out more about the support offered bythe Engagement Team, such as Peer Mentoring or online academic skills resources at:uwl.ac.uk/current-students/support-current-students/academic-supportStudent supportIn addition to the support listed in the previous section, there is also more help offered by UWL StudentSupport Services. These are located in The Street at St Mary’s Road, Ealing campus, but offer drop-insessions at all UWL sites. They offer a wide range of support and advice services consisting of StudentAdvice, and Funding & Immigration advice; Careers; Counselling; Disability/Mental Health; Inter-faithAdvisor; Placement & Employment; Volunteering; Student Welfare; and Scholarships and Bursaries.Contact Student Services (general) for more information at studentservices@uwl.ac.uk or call020 8231 2345.Module evaluation – have your say!Towards the end of the module you will be invited to provide some anonymous feedback to the ModuleLeader through an online survey. This is your opportunity to give some direct feedback about themodule through a series of questions and free text. Your constructive feedback will help the ModuleLeader and teaching team to understand the module experience from your perspective and helpsinform the development of the module. At the end of the survey period, a response to the survey will beavailable on Blackboard so that you can see exactly how your voice has been heard.

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