Unit convenor and teaching staff |
Unit convenor and teaching staff
Brett White
Yang Yang
Moderator
Meena Chavan
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
Admission to MRes
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
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Unit description |
Unit description
To succeed in a globalised business environment, it is imperative for managers to understand contemporary approaches to leading and managing in culturally diverse environments and explore strategies and tactics for managing international assignments and teams.
Core objectives of this unit are to enhance multicultural competence skills and impart an understanding of how cultural diversity affects managerial behaviour and processes which is highly valued by future employers. The unit utilises a range of assessments such as simulations, experiential exercises, forums, reflective tasks, case studies, presentations and group activities in order to synthesise students' understanding of cross-cultural theories and their ability to apply their learning. |
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Name | Weighting | Hurdle | Due |
---|---|---|---|
Case Study | 30% | No | Week 2 - Week 13 |
Report | 30% | No | 17 May 5pm |
Research Based Project | 40% | No | Week 14 |
Due: Week 2 - Week 13
Weighting: 30%
Due: Week 2 - Week 13
Weighting: 30%
Weekly Case Analysis & Presentation
Submission : Case analysis to be submitted via Turnitin on iLearn and presentation in class
Estimated student workload: 10 hours
Marking Criteria: Please see rubrics on iLearn
Length of case study analysis: Not specified as each case has differing requirements but as
a general guide line no more than 4 A4 pages.
Please note groups will clearly notify the sections done by each individual student in the case analysis document before uploading the case analysis on turn it in.
Group assessment mark will not be a common mark but will be based on individual contribution to the case analysis and presentation.
Please note: Although this is a group assignment, you will receive an individual mark based on your contributions to your group.
Late Submissions (All assignments)
No extensions will be granted. There will be a deduction of 10% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 20% penalty). This penalty does not apply for cases in which an application for disruption of studies is made and approved. No submission will be accepted after solutions have been posted.
Task Overview
The class will be divided into 10 groups and each group will pick a case in a draw in the first week. Each group will discuss and present the analysis for the week’s case study within a time period of 30 minutes in class plus 10 minutes of class discussion. Students are supposed to read the week’s case study before coming to class and come ready to discuss, defend and question other students. Each group only presents once during the 13 weeks of the semester. Students will upload the case analysis on Turnitin .The process of analysing a case study will be taught to you in the first lecture and a "How to analyse a case study" document can be found on iLearn.
Deliverables
The case analysis should address the following:
A. Introduction
A Brief of the case environment, company, industry, country, culture and case problem
B. Body
Should include the following sections: Identification of major stakeholders and their problems, objectives and concerns, recommended solutions, managerial implications.
C. Conclusion
Briefly summarize the essential complexities posed in this case and the practical implications and lessons learned.
D. Case question
Every case study has case questions at the end of the case which will serve as a direction to analyse the case study you do not have to answer these case questions.
Presentations must engage the audience and facilitate discussion in the class.
Detailed marking rubrics for this assessment can be seen on iLearn.
This Assessment Task relates to the following Learning Outcomes:
• Interpret and analyse the diversity of cultures and its implication as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market
• Appraise the multicultural 'big picture' in which global trade and government forces operate, and summarise the major culture-based challenges faced by international managers (political, social, legal, economic and technological)
• Investigate major cultural differences in views on strategy for international alliances, including decision making and controls, labour relations and management of a range of culture-based tactics for international negotiations
• Classify, characterise and critique particular leadership styles globally in given situations for varying motivational techniques depending on circumstances
Due: 17 May 5pm
Weighting: 30%
Report (Individual Assignment)
Length: approx 5,000 - 6000 words
Due Date: 17 May, 2018 - 5pm
Submission: Online submission only via Turnitin
Estimated student workload: 10 hours
Grading Criteria: See rubric on iLearn.
The assignment is a research based report and requires the student to become more knowledgeable about using varied research sources and understand research methodology.The assignment will develop critical thinking and analytical skills and enable students to synthesize information and develop informed views.
This assignment requires students to explore and apply an advanced body of knowledge to a range of current contexts in the Cross Cultural Management/Business or Cross Cultural Leadership/International Business discipline.
Students will identify a current topic in the professional practice or discipline of Cross Cultural Management/Business or Cross Cultural Leadership/International Business. Some generic examples are given on ilearn but please brainstorm with the lecturer with your specific interests before you commence on the research.
Detailed comprehensive information on writing, referencing and submitting this assignment can be found on ilearn.
This assessment task relates to the following Learning Outcomes:
Due: Week 14
Weighting: 40%
Research Based Project – (Individual assignment- 40%)
Length: - Approximately 5,000 - 6,000 words
The assignment is research based and requires the student to become more knowledgeable about using varied research sources and understand research methodology. The assignment will develop critical thinking and analytical skills and enable students to synthesize information and develop informed views.
This assignment requires students to explore and apply an advanced body of knowledge in a range of current contexts in the Cross Cultural Management/Business or Cross Cultural Leadership/International Business discipline.
Students are required to select a relevant topic of interest to them and conduct a literature review. You must choose a topic no later than week 4 and discuss with your lecturer. Advice and helpful resources are available from the lecturer and on the unit iLearn page. Please ensure you liaise with your lecturer on a weekly basis from week 1.
This Assessment Task relates to the following Learning Outcomes:
• Interpret and analyse the diversity of cultures and its implication as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market
• Classify, characterize and critique particular leadership styles globally in given situations for varying motivational techniques depending on circumstances
Consultation: Wednesdays 4pm - 5pm or by appointment with the lecturer
Number and length of classes: 3 hours face-to-face teaching per week
Timetable: http://www.timetables.mq.edu.au
You must attend lectures. Medical certificates must be provided if you are not able to attend a class.
Students are expected to arrive on time, participate in class discussions, and not leave until the class ends. If you have a recurring problem that makes you late, or you must leave early, please discuss this with the lecturer. Students should be respectful of each other and ensure that everyone is able to participate without distraction. Mobile phones should be switched to 'Do Not Disturb'. Students who regularly disrupt the class will be asked to leave.
Required Texts and Other Material
Deresky, H., 2016, International Mangement: Managing Across Borders and Cultures, Texts and Cases, Global Edition (9th ed), Pearson Higher Education, USA
The text is available at the Co-Op bookshop and online from the publisher - An eBook is also available.
This book contains all the required chapter readings and case studies in addition to any material posted on iLearn. Please ensure that you have the 2016 9th edition, as this version contains all allocated case studies. Some copies are available in the library. The lectures provide support and additional information, providing further context. They are not a replacement for the textbook.
Week | Date | Lecture Topic & Reading | Case Study and Activities |
Week 1 | Thursday, 1 March | Assessing the environment: Political, Economic, Legal, Technological - Chapter 1 | Forces at work |
Week 2 | Thursday, 8 March | Managing Interdependence: Social Responsibility, Ethics, Sustainability - Chapter 2 | Case Study 1: Facebook's Intenet.Org Initiative: Serving the Bottom of the Pyramid. Activity - Predatory competition |
Week 3 | Thursday, 15 March | Understanding the Role of Culture - Chapter 3 | Case Study 2: Vodafone in Eygpt: National Crises and Their Implications for Multinational Corporations. Activity - Business trip to Japan |
Week 4 | Thursday, 22 March | Communicating Across Cultures - Chapter 4 | Case Study 3: Hailing a New Era: Haier in Japan. Activity - Cultural differences in business communication |
Week 5 | Thursday, 29 March | Cross-cultural Negotiation and Decision-Making - Chapter 5 | Case Study 4: MTV Networks. Activity - Cross-cultural negotiations |
Week 6 | Thursday, 5 April | Formulating Strategy - Chapter 6 | Case Study 5: Ali Baba v Tencent: The Battle for China's M-Commerce Space. Activity - Renault & Nissan in South Afica |
Week 7 | Thursday, 12 April | Implementing Strategy - Chapter 7 | Case Study 6: Business Model and Competitive Strategy of Ikea in India. Activity - Cross-culture mergers and acquisitions |
Mid-Semester Break 16 April - 27 April | |||
Week 8 | Thursday, 3 May | Organisational Structure and Control Systems - Chapter 8 | Case Study 7: Walmart in Africa. Activity - Images of Organisational Culture |
Week 9 | Thursday, 10 May | Staffing, Training and Compensation for Global Operations | Case Study 8: Fiat Chrysler Automibles. Activity - Career opportunities overseas |
Week 10 | Thursday, 17 May | Developing a Global Management Cadre - Chapter 10 | Case Study 9: Leading across cultures at Michelin. Activity - Expat life in EU |
Week 11 | Thursday, 24 May | Motivating and Leading - Chapter 11 | Case Study 10: Ethical Leadership: Ratan Tata and India's Tata Group. Activity - Servant Leadership |
Week 12 | Thursday, 31 May | International Workplace Relations - See iLearn | TBA |
Week 13 | Thursday, 7 June | Final Review and Examination Briefing |
Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:
Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct
Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
For all student enquiries, visit Student Connect at ask.mq.edu.au
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Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.
This graduate capability is supported by:
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by: