Unit Guide

General Information

Unit convenor and teaching staff	Unit convenor and teaching staff Unit Convenor and Lecturer Dr. Douglas Howe douglas.howe@mq.edu.au As required, please email for an appointment. Moderator Dr. Candy Lu candy.lu@mq.edu.au
Credit points	Credit points 3
Prerequisites	Prerequisites 42cp
Corequisites	Corequisites
Co-badged status	Co-badged status
Unit description	Unit description This unit examines new and emerging developments and challenges that international mangers are currently facing and are likely to face in the coming years while managing across borders, where people from diverse cultures interact, both within and between firms. Given that changes in the global business environment continue unabated, particular attention is paid to managing the increasingly diverse workforce in the Australian context, as well as in the context of Australian firms that conduct business in Asia and beyond. The unit provides a setting for understanding the implications of this diversity on the management of cross-cultural dynamics in a multi-cultural business environment. The unit equips students with knowledge of mandatory policy requirements when managing a diverse workplace in order to avoid expensive law suits and punitive damages.

Important Academic Dates

Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates

Learning Outcomes

On successful completion of this unit, you will be able to:

Become aware of the diversity of cultures and its implications as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market.
Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

General Assessment Information

Refer to the Assessment Guide on iLearn.

Assessment Tasks

Name	Weighting	Due	Short Extension
Assessment 1 Tutorial Reports	20%	Weeks 3-11	No
Assignment 2 - Case Study	20%	Weeks 3-11	No
Assignment 3 - Media Report	20%	Week 5	No
Final Examination	40%	University Examination Period	No

Assessment 1 Tutorial Reports

Due: Weeks 3-11
Weighting: 20%
Groupwork/Individual:
Short extension ³: No
AI assisted?:

Individual Weekly Case Analysis Report: A ONE page (300 words), typed (12 point, Arial or Verdana) report in response to the specified questions is required to be submitted in tutorials in weeks 3 to 11 (9 reports). These reports will form the basis of tutorial discussions. The best 8 of the 9 reports will be selected. Each selected report is worth 2.5% of the final grade.

There is no extension of time for submission for the weekly Case Analysis Report. Late submissions will be penalised 20% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late. Note: electronic assignments will NOT be marked. This penalty does not apply for cases in which an application for Disruption to Studies is made and approved.

Refer to the Assessment Guide on iLearn for details of this Assessment

On successful completion you will be able to:

Become aware of the diversity of cultures and its implications as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market.
Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Assignment 2 - Case Study

Due: Weeks 3-11
Weighting: 20%
Groupwork/Individual:
Short extension ³: No
AI assisted?:

This Case Study Report and Presentation is to be completed in groups, which will be organised in your tutorial class. Each student group is required to participate in a presentation of the Case Study.

There is no extension of time for submission of the Group Report or the Presentation. Late submissions will be penalised 20% per day (or part thereof) of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late. Late assignments should be submitted to MQC front desk to be date stamped and forwarded to your tutor for marking. Note: electronic assignments will NOT be marked. This penalty does not apply for cases in which an application for Disruption to Studies is made and approved.

Refer to the Assessment Guide on iLearn for details of this Assessment.

If you do not attend tutorials and join a group you will be unable to receive marks for this assessment. Any student not in a group by week 4 will find it very difficult to successfully complete the unit.

On successful completion you will be able to:

Become aware of the diversity of cultures and its implications as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market.
Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Assignment 3 - Media Report

Due: Week 5
Weighting: 20%
Groupwork/Individual:
Short extension ³: No
AI assisted?:

Each student shall submit an Individual Media Report of 1.500 words, excluding reference list and appendices.

There is no extension of time for submission of the Individual Media Report. Late submissions will be penalised 20% 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 -40% penalty). Late assignments should be submitted to MQC front desk to be date stamped and forwarded to your tutor for marking. Note: electronic assignments will NOT be marked. This penalty does not apply for cases in which an application for Disruption to Studies is made and approved.

Refer to the Assessment Guide on iLearn for details of this Assessment.

On successful completion you will be able to:

Become aware of the diversity of cultures and its implications as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market.
Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Final Examination

Due: University Examination Period
Weighting: 40%
Groupwork/Individual:
Short extension ³: No
AI assisted?:

A compulsory 2.5 hour, 'closed book', final examination will be set during the exam period.

Details of the final examination will be posted on iLearn nearer the examination time.

The specific date for the final examination will be posted on the University web site; http://students.mq.edu.au/student_admin/exams/

On successful completion you will be able to:

Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Delivery and Resources

CLASSES:

This Unit has 3 hours face-to-face teaching per week, consisting of 1 x 2 hour lecture and 1 x 1 hour tutorial.

Absences in lectures and tutorials If you have a recurring problem that makes you late, or forces you to leave early, have the courtesy to discuss this with your lecturer/tutor, this will not be allowed as it interrupts the class.

Students must be quiet during classes, unless of course when class participation is required.

Mobile phone must be turned OFF and not simply set to ‘silent’. Students who disturb or disrupt in lectures and tutorials will be asked to leave.

REQUIRED AND RECOMMENDED TEXTS AND/OR MATERIALS

Prescribed Text

International Management - Strategic Opportunities and Cultural Challenges (5th edition). Dean McFarlin & Paul Sweeney 2015. Published by Routledge.

ISBN 978-0-415-82527-6 (hardback)

ISBN 978-0-415-82528-3 (paperback)

ISBN 978-0-203-40649-6 (e-book)

Students should have their own copy of this text. There are copies in the library shelves and in library reserve. Lectures support and add to the textbook but cannot replace it.

Recommended Texts

Cross-Cultural Management - Culture and Management across the World, Jean-Francois Chanlat, Eduardo Davel & Jean-Pierre Dupuis, 2013: Published by Routledge.

Understanding Cross-Cultural Management, Marie-Joelle Browaeys & Roger Price, 2nd edition, 2011: Published by Pearson. Taran Patel, 2008:

Cross-cultural Management – A Transactional Approach, Elizabeth Christopher & Helen Deresky, Published by Routledge. 2nd edition, 2012:

International Management - Managing Cultural Diversity. Published by Pearson Education Australia.

Classroom sessions are backed up online with lecture notes, case studies, articles and discussion points on the major topics above that make up the unit content.

Supplementary research resources

Official website of Geert Hofstede: http://www.geert-hofstede.com/

Global edge Global business resources: http://globaledge.msu.edu/

Country profile: http://www.kwintessential.co.uk/resources/country-profiles.html

Virtual Library on International Development?http://www2.etown.edu/vl/intldev.html

The World Index of Chambers of Commerce & Industry: http://www.worldchambers.com/

The United Nations: http://www.un.org/

Unit Web Page

Course material is available on the learning management system (ilearn). The web page for this unit can be found at: https://ilearn.mq.edu.au/login/MQ/

Unit Schedule

BBA340 Unit Schedule of Lectures and Tutorials

Week	Lecture Topic	Tutorial Activity	Chapters
1 16/07	Introduction to the unit Legal and political foundations	Overview of unit and assignments. Group and Case Allocation and Case Discussion Please read the case study “Kitchen Best: Ethics when doing cross boundary business in southern China” for the tutorial class next week. This case is on iLearn.	Chapters 1 & 2
2 23/07	International ethics and social responsibility	Sample case study will be discussed:	Chapter 3
3 30/07	Understanding the role of culture	Case study: Cultural Challenges of Integration	Chapter 4
4 06/08	Perceptions, interpretation, and attitudes across cultures Communicating across cultures	Case Study: Language & Gobalisation; “Englishnization” at Rakuten	Chapters 5&6
5 13/08	Cross cultural conflicts and negotiations	Case study: Negotiation in China; How Universal?	Chapter 7
6 20/08	Developing International strategy	Case study: Siemens AG: Global Development Strategy	Chapter 8
7 27/08	Foreign market entry and ownership options	Case Study: United Cereal: Lora Brill’s Eurobrand challenge.	Chapter 9
8 03/09	Motivating & Leading across cultures	Case study: Castiglioni Family & MV Augusta	Chapter 10
9 10/09	Building an effective international workforce	Case study: Colgate-Palmolive Careers	Chapter 11
10 17/09	Evaluating & rewarding employees worldwide	Case Study: Asimco: Developing Human Capital in China	Chapter 12
11 24/09	Managing cultural groups: from small work	Case study: Managing a Global Team; Sun Microsystems	Chapter 13
12 01/10	Movie	Discussion of issues and implications
13 08/10	Unit review and exam preparation	Exam review and preparation	Review

Learning and Teaching Activities

Participant -centred and experiential learning

This unit will be taught via the participant-centred and experiential learning method of teaching. “Experiential learning takes place when a person is involved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity” (John Dewey, 1938). Face-to-face lectures would comprise of seminars of two hours' duration. Students will partake in lectures, cases, and discussions/activities (experiential exercises) in class

Policies and Procedures

Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:

Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html

Assessment Policy http://mq.edu.au/policy/docs/assessment/policy.html

Grading Policy http://mq.edu.au/policy/docs/grading/policy.html

Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html

Grievance Management Policy http://mq.edu.au/policy/docs/grievance_management/policy.html

Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.

In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.

Student Code of Conduct

Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/

Results

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.

Attendance at Macquarie City Campus;

All Students are required to attend at least 80% of the scheduled course contact hours each Session. Additionally Macquarie City Campus monitors the course progress of international students to ensure that the student complies with the conditions of their visa relating to attendance. This minimum level of attendance includes all lectures and tutorials.

Tutorial attendance will be recorded weekly. If any scheduled class falls on a public holiday this will be rescheduled as advised by your Lecturer. Attendance at any mid-Session or in-class test is compulsory unless otherwise stated.

Unavoidable non-attendance due to illness or circumstances beyond your control must be supported by appropriate documentation to be considered for a supplementary test. Other non-attendance will obtain zero for the test. You should refer to the Disruptions to Studies Policy for more details.

Student Support

Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/

Learning Skills

Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.

Student Services and Support

Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.

Student Enquiries

For all student enquiries, visit Student Connect at ask.mq.edu.au

IT Help

For help with University computer systems and technology, visit http://informatics.mq.edu.au/help/.

When using the University's IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students.

Graduate Capabilities

Capable of Professional and Personal Judgement and Initiative

We want our graduates to have emotional intelligence and sound interpersonal skills and to demonstrate discernment and common sense in their professional and personal judgement. They will exercise initiative as needed. They will be capable of risk assessment, and be able to handle ambiguity and complexity, enabling them to be adaptable in diverse and changing environments.

This graduate capability is supported by:

Learning outcomes

Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Assessment tasks

Assessment 1 Tutorial Reports
Assignment 2 - Case Study
Assignment 3 - Media Report
Final Examination

Learning and teaching activities

This unit will be taught via the participant-centred and experiential learning method of teaching. “Experiential learning takes place when a person is involved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity” (John Dewey, 1938). Face-to-face lectures would comprise of seminars of two hours' duration. Students will partake in lectures, cases, and discussions/activities (experiential exercises) in class

Discipline Specific Knowledge and Skills

Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.

This graduate capability is supported by:

Learning outcomes

Become aware of the diversity of cultures and its implications as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market.
Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.

Assessment tasks

Assessment 1 Tutorial Reports
Assignment 2 - Case Study
Final Examination

Learning and teaching activities

This unit will be taught via the participant-centred and experiential learning method of teaching. “Experiential learning takes place when a person is involved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity” (John Dewey, 1938). Face-to-face lectures would comprise of seminars of two hours' duration. Students will partake in lectures, cases, and discussions/activities (experiential exercises) in class

Critical, Analytical and Integrative Thinking

We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.

This graduate capability is supported by:

Learning outcomes

Become aware of the diversity of cultures and its implications as they relate to business management and demonstrate a consciousness of the intricacy of operating in the global market.
Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Identify major cultural characteristics, including communication styles that characterise regions, nations, communities, organisations, groups and individuals.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Assessment tasks

Assessment 1 Tutorial Reports
Assignment 2 - Case Study
Assignment 3 - Media Report
Final Examination

Learning and teaching activities

This unit will be taught via the participant-centred and experiential learning method of teaching. “Experiential learning takes place when a person is involved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity” (John Dewey, 1938). Face-to-face lectures would comprise of seminars of two hours' duration. Students will partake in lectures, cases, and discussions/activities (experiential exercises) in class

Problem Solving and Research Capability

Our graduates should be capable of researching; of analysing, and interpreting and assessing data and information in various forms; of drawing connections across fields of knowledge; and they should be able to relate their knowledge to complex situations at work or in the world, in order to diagnose and solve problems. We want them to have the confidence to take the initiative in doing so, within an awareness of their own limitations.

This graduate capability is supported by:

Learning outcomes

Develop critical thinking ability and problem solving skills through experiential learning activities and case studies.
Describe major cultural differences in views on strategy for international alliances, including controls, labour relations and management and a range of culture-based tactics for international negotiation.
Present arguments for adopting particular leadership styles globally in given situations, and for varying motivational techniques depending on circumstances.

Assessment tasks

Assessment 1 Tutorial Reports
Assignment 2 - Case Study
Assignment 3 - Media Report
Final Examination

Learning and teaching activities

This unit will be taught via the participant-centred and experiential learning method of teaching. “Experiential learning takes place when a person is involved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity” (John Dewey, 1938). Face-to-face lectures would comprise of seminars of two hours' duration. Students will partake in lectures, cases, and discussions/activities (experiential exercises) in class

Changes from Previous Offering

Tutorial case studies have been changed since the last offering.

Individual tutorial reports will now be separately assessed and worth 20% of the final grade.

Research & Practice

This unit uses research from external sources. This unit gives you practice in applying research findings in your assignments.

References – Academic Journals

There is a range of journals in the fields of business, management, strategic management and culture. Most are available on the library databases:

International Journal of Intercultural Relations
Cross Cultural Management: An International Journal
Academy of Management Executive
Academy of Management Review
Journal of Strategic Marketing
Sloan Management Review
Harvard Business Review
Long Range Planning

References – Periodicals

There is a range of periodicals and web pages in the fields of business, management and strategic management. We will visit these materials in tutorials as part of our discussion of the subject.

Business Week
The Economist
Fortune
The Asian Wall Street Journal
Far Eastern Economic Review
McKinsey Quarterly

Newspapers:

Australian Financial Review