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

North Terrace Campus - Trimester 1 - 2024

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 have an opportunity to study concepts and theories from cross-cultural psychology and management. They apply the acquired knowledge and gain relevant skills during hands-on activities such as scenario-based discussions, case studies and simulations.

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Course Details

Course Code	INTBUS 7015
Course	Cross-Cultural Management and Negotiation (M)
Coordinating Unit	Management
Term	Trimester 1
Level	Postgraduate Coursework
Location/s	North Terrace Campus
Units	3
Contact	Up to 36 hours per Trimester
Available for Study Abroad and Exchange	Y
Incompatible	COMMGMT 7015
Assumed Knowledge	COMMGMT 7006
Assessment	Exam/assignments/tests/ group projects as prescribed at first lecture

Course Staff

Course Coordinator: Dr Olga Muzychenko

Course Timetable

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

Course Learning Outcomes

On successful completion of this course, students will be able to:

1	Recognize socio -cultural factors and understand their effect on individuals, organisations and the business environment
2	Identify culturally contingent management practices and analyse challenges and opportunities they create for organisations operating in a global setting
3	Demonstrate cultural sensitivity and communicate effectively across cultures
4	Use understanding of cultural differences in behaviour and mindsets to prepare for international negotiation
5	Apply theory to design effective managerial responses to cross-cultural situations at the interpersonal 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)
Attribute 1: Deep discipline knowledge and intellectual breadth Graduates have comprehensive knowledge and understanding of their subject area, the ability to engage with different traditions of thought, and the ability to apply their knowledge in practice including in multi-disciplinary or multi-professional contexts.	1,2,4,5
Attribute 2: Creative and critical thinking, and problem solving Graduates are effective problems-solvers, able to apply critical, creative and evidence-based thinking to conceive innovative responses to future challenges.	2,4,5
Attribute 3: Teamwork and communication skills Graduates convey ideas and information effectively to a range of audiences for a variety of purposes and contribute in a positive and collaborative manner to achieving common goals.	1,2,3
Attribute 4: Professionalism and leadership readiness Graduates engage in professional behaviour and have the potential to be entrepreneurial and take leadership roles in their chosen occupations or careers and communities.	2,3,4,5
Attribute 5: Intercultural and ethical competency Graduates are responsible and effective global citizens whose personal values and practices are consistent with their roles as responsible members of society.	1, 2,3,4,5
Attribute 8: Self-awareness and emotional intelligence Graduates are self-aware and reflective; they are flexible and resilient and have the capacity to accept and give constructive feedback; they act with integrity and take responsibility for their actions.	1,2,3,5

Learning Resources

Required Resources

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 Modes

This course is offered in blended learning mode with the face-to-face component offered as intensives.

Workload

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

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).

Learning Activities Summary


Topic 1	Understanding culture: Values, world views and socio-cultural systems. Reference material: Course Material folder on MyUni	Activities: Self-awareness exercise
Topic 2	Cultural dimensions theories: The practical applicability and limitations. Reference material: Course Materials folder on MyUni	Activities: Case study, self-awareness exercises
Topic 3	The impact of cultural differences on individuals. Verbal and non-verbal communication across cultures. Reference material: Course Materials folder on MyUni	Activities: Case study, self-awareness exercises
Topic 4	Conflict and ethics across cultures. Reference material: Course Materials folder on MyUni	Activities: Case studies and mini scenarios
Topic 5	Decision making and leadership across cultures. Reference material: Course Materials folder on MyUni	Activities: Case studies
Topic 6	Cross-cultural negotiation: The process and strategies Reference material: Course Materials folder on MyUni	Activities: Case study, role play
Topic 7	Cultural aspects of international business negotiations. Reference material: Course Materials folder on MyUni	Activities: Presentations, case study
Topic 8	Motivating across cultures. Reference material: Course Materials folder on MyUni	Activities: Role play
Topic 9	Organisational culture and national culture. Cultural aspects of mergers and acquisitions. Reference material: Course Materials folder on MyUni	Activities: Case study
Topic 10	Managing multicultural teams. Reference material: Course Materials folder on MyUni	Activities: Case study
	in class test

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

Assessment Task	Task Type	Weighting	Hurdle	Learning Outcome
Reflective report	Individual	30%	No	1,3
Report	Group	30%	No	1,2,4,5
Peer feedback	non graded	0	No	3,5
Participation	Individual	10%	No	1-5
In class test	Individual	30%	Yes (45%)	1-5
Total		100%

For specific due dates please see the MyUni page.

Assessment Related Requirements

To gain a pass for this course, a mark of at least 45% out of 100% must be obtained on the in class test as well as a total mark of 50% overall.

Assessment Detail

Individual assignment: Culture visit and reflective report

You are asked to visit a national culture that is unfamiliar to you, interact with
members of that culture and write a report about your experiences. The
objective is to simulate, as closely as possible, what it would be like for you
to go and work in a culture new to you.

If you are unable to conduct a culture visit, you are allowed to write a critical
incident as an alternative assignment. However, please do not choose this
alternative lightly. You will learn much more from conducting the culture
visit.

Group assignment: Report and team dynamics analysis

Report: A local firm in the industry of your choice asked you to prepare a report that
assesses cultural differences and similarities between their home country and
one of the BRICS (Brazil, Russia, India, South Africa and China) or CIVETS
(Columbia, Indonesia, Vietnam, Egypt, Turkey, South Africa) countries and the
potential effect of these differences and similarities on management practices
for effective business operations in that country.

Team dynamics analysis: As a group, using frameworks and theories introduced in this
course please identify and analyse cross-cultural issues pertaining to the
dynamics of your teamwork. Describe how you resolved the identified issues to
communicate and work effectively in the cross-cultural context.

Class participation:

In-class test: An open-book in-class test is likely to include a case study.

Submission

You are required to submit your assignments as Word.doc(x) file. Please upload your file on MyUni via Turnitin. PDF files, assignments not complying with formatting requirements, and not uploaded on Turnitin will not be accepted.

A hard copy with a signed assignment cover sheet must be submitted to the lecturer in class unless an alternative arrangement was made.

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.

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.

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