Cultural Management

Wirtschafts- und Sozialwissenschaften

Version 24.0 vom 29.04.2019

22B0747

Cultural Management

• Internationale Betriebswirtschaft und Management (B.A.)
• International Management (B.A.)

2

A major challenge of doing business internationally is to adapt effectively to different cultures. Such adaptation requires an understanding of cultural diversity, perceptions, stereotypes, and values. Even though a great deal of respective research has been conducted in recent years it must be remembered that stereotypes and overgeneralizations should be avoided as there are always individual differences and even subcultures within every country. But there are not only national cultures to be considered. Cultures develop at organizational levels as well and therefore elements and the impact of such cultures have to be understood as well.

• 1. The meanings and dimensions of culture
• 2. Relationship of Culture and Identity
• 3. Comparative management cultures
• 4. Examination of cultural differences between countries and regions
• 5. The effects of culture on corporate strategy and management, managing the cultural differences.
• 6. The impact of multinational corporations (MNCs) upon business and host economies.
• 7. The conceptual analysis of organisation behaviour theories underpinning the strategic change process
• Main schools of thought on strategic changes.
• 8. Review of the role of HRM within the context of the strategy, structure and culture of the organisation
• 9. Implications of change and innovation on the decision-making process within the operations management systems and managing supply and demand relationships.

Wissensverbreiterung
Students who successfully complete this module
- can define the term culture and can discuss some of the comparative ways of differentiating cultures.
- can describe the concept of cultural values, and relate some of the international differences, similarities and changes occurring in terms of both work and managerial values.
- can define exactly what is meant by organizational culture and discuss the interaction between national and MNC culture.
- can identify and apply the major models of organizational cultures.
- can understand different sources of growth in different markets.
- can understand different strategic choices to be taken for success.
- can understand the dynamics of different markets.
Wissensvertiefung
Students who successfully complete this module
- discuss cross-cultural differences and similarities.
- review cultural differences in selected countries and regions, and note some of the important strategic guidelines for doing business in each.
- reflect upon differences in managerial traditions in different countries.
- be able to identify sources of success in key markets.
- be able to understand the unusual methods of conducting business in major countries and markets.
K?nnen - instrumentale Kompetenz

K?nnen - kommunikative Kompetenz
Students who successfully complete this module
- review examples of verbal communication styles and explain the importance of message interpretation.
- analyze the common downward and upward communication flows used in international communication.
- examine the language, perception, culture, and nonverbal barriers to effective international communications.
- present the steps that can be taken to overcome international communication problems.
K?nnen - systemische Kompetenz
Students who successfully complete this module
- identify the major dimensions of culture relevant to work settings, and discuss their effect on behaviour in an international environment.
- discuss the value of country cluster analysis and relational orientations in developing effective international management practices.
- examine the impact of globalisation and national responsiveness on international strategic management.
- provide an overview of the nature and degree of multiculturalism and diversity in today?s MNCs.

Lectures, Reading Material, Case Studies, Video, Round-table discussions

Management Tools, Management Concepts

Kaur-Lahrmann, Ravinder

Kaur-Lahrmann, Ravinder

5

Alan Rugmann (2011) International Business - Oxford Press

Hodgetts, R.M., Luthans, F. (2000) International Management, Culture, Strategy and Behaviour, MCGraw-Hill

Schneider and Barsoux (1997), Managing Across Cultures, Prentice Hall

• Klausur 2-stündig
• Portfolio Prüfung

Zwei alternative Portfolio-Prüfungen:

PFP-1 umfasst 100 Punkte und besteht aus einem Referat (50 Punkte) und einer einstündigen Klausur (50 Punkte).PFP-2 umfasst 100 Punkte und besteht aus einer experimentellen Arbeit (50 Punkte) und einer einstündigen Klausur (50 Punkte).

1 Semester

Wintersemester und Sommersemester

Englisch