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    Cross Cultural Behavior

    Track:All tracks
    Follow-up / Interfaces:Strategy and Change Management; International HR
    Pre-requisites:Pre-reading and preparation tasks
    Didactics:

    Lecture, case studies, role plays, group tasks, individual tasks, plenum discussions
    Exam:Term Paper
    ECTS points:4
    Lecturer:Dr. Mark Baker

    Aims and objectives: 

    The aim of this course is to increase students' understanding of the importance of intercultural intelligence for international business. The participants will develop their awareness of and ability to analyze different cultural patterns to be able to adapt their thoughts and behavior for international business exchanges. 

    General learning objectives:

    The participants of the MBA program should gain an understanding of what culture is as the background influence that shapes our perception and experience of reality. Beginning with an awareness of their "culture within", the participants then have a ground perception with which to assess the culture without be that national or international.
    The participants will develop their cognitive, emotional and behavioral Cultural Intelligence through role plays and cases.
    Graduates are capable of sensing and understanding the cultural communication differences to their counterparts and adapt their communicative behavior towards the interaction and its intended outcomes.
    Specific emphasis is placed on developing the ability to lead multi-cultural, virtual teams, negotiating and leadership styles.
    Graduates are convinced that understanding other people and other cultures and being able to communicate to them (in English) is a pre-requisite for international business success. 

    Course textbook: 

    Baker, M. (2010) Cross Cultural Behavior, The Workbook

    Earley, C.P., Ang, S. & Tan, J. (2010) CQ: Developing Cultural Intelligence at Work, Stanford 

    Content of Cross Cultural Behavior: 

    1. Culture: Defining and examining its purpose and role

    • Characteristics, scope and value of culture
    • Culture shock 

    2. Cultural Self-Awareness: The culture within

    • Different levels of Self-identity
    • Iceberg model of culture
    • Self-Reference Criteria
    • Culture shock

    3. Cultural Intelligence: Assessing, defining and developing cognitive, emotional and physical CQ

    • CQ self-assessment
    • Developing Cultural Intelligece
    • Developing Cognitive CQ - Hofstede´s Work Values
    • Cultural Characteristics of the German, Dutch, Chinese, Japanese, Indian and U.S. values
    • Developing Emotional CQ
    • Developing Physical CQ

    4. Developing CQ Skills: communication, decision making, negotiating, team leading, leadership styles and international organizations

    • Unterstanding high and low context speech
    • Conversational styles and nonverbal behaviors
    • Cultural decision making
    • Developing and leading multi-cultural teams
    • Gesteland´s cultural patterns in negotiating
    • Multi-cultural leadership

    5. Managing an international Career

    • Global work assignments
    • The right reason, the right people and the right return
    • Living successfully in a foreign country - individual and company
    • Checklists for culture shock

    Recommended supplemental readings:

    Beneke, J. (1998). Thriving on diversity. Cultural differences in the workplace. In: J. Beneke (Eds.), Working papers in international business communication, Vol. 4.Bonn: Dümmler

    Bennett, J.M. (1993). Towards ethnorelativism: A developmental model of intercultural sensitivity. In R.M. Paige (Ed.), Education for the intercultural experience (pp. 21-71). Yarmouth: Intercultural Press.

    Böhm, D., Ahrens, R., Albrecht, H. & Reichenbach, T. (2003). Respect to the other culture – the key to business success. In: H. Kopp (Ed.), Area studies, business and culture. Münster: Lit.

    Bolten, J. (2002). Intercultural Negotiation Training.Sternenfels: Wissenschaft & Praxis

    Dahl, S. (2001). Culture and transformation. London: ECE Publishing.

    Earley, C.P., Ang, S. & Tan, J. (2006) CQ: Developing Cultural Intelligence at Work, Stanford

    Edalatian, J. (1992): Unternehmensorganisation und –kultur im Iran. Hamburg: Kovac.

    El-Ansary, A.I. (1986). Managerial gap analysis. In: E. Kaynak (Ed.). International Business in the Middle East. New York: De Gruyter.

    Gesteland, R.R. (2002). Global Business Behavior (3rd edition). Copenhagen: Business School Press.

    Hall, E.T.  & Hall, M.R. (1990). Understanding cultural differences. Yarmouth: Intercultural press

    Hampden-Turner, C. & Trompenaars, F. (1997). Riding the waves of culture. London: Nicolas Brealey Publishing.

    Hampden-Turner, C. & Trompenaars, F. (2004). Managing people across cultures. Albany: Capstone Publishing.

    Hofstede, G.H. (1980). Culture’s consequence, international differences related values. Beverly Hills: Sage.

    Hofstede, G.H. (2004). Cultures and Organizations (2nd edition). London: Higher Education.

    Thomas, D.C. & Inkson, K., (2003) Cultural Intelligence, San Francisco, Berrett-Koehler

    Kaynak, E. (1986). International Business in the Middle East. New York: De Gruyter.

    Kluckhohn, F. & Strodtbeck, F. (1961). Variations in value orientations. Evanstan: Row, Peterson.

    Pateau, J. (1999). Die seltsame Alchimie in der Zusammenarbeit von Deutschen und Franzosen. Wiesbaden: Campus.

    Schneider, S.C. & Barsoux, J. (2003). Managing across cultures. Harlow: Prentice Hall

    Zinzius, B. (2003). Intercultural communication as a success factor in economic relations between the USA, China and Germany. In: H. Kopp (Ed.), Area studies, business and culture. Münster.

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