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Intercultural Management

Informacje ogólne

Kod przedmiotu: WZ.ISP-04.0-C.06s Kod Erasmus / ISCED: (brak danych) / (0413) Zarządzanie i administracja
Nazwa przedmiotu: Intercultural Management
Jednostka: Instytut Spraw Publicznych
Grupy: Zarządzanie, II stopnia, stacjonarne, 1 rok, sem. letni, przedmioty obowiązkowe dla 1 roku
Punkty ECTS i inne: 3.00 LUB 4.00 (w zależności od programu)
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Język prowadzenia: angielski

Zajęcia w cyklu "Semestr letni 2018/2019" (zakończony)

Okres: 2019-02-23 - 2019-06-14
Wybrany podział planu:


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Typ zajęć: Wykład, 30 godzin więcej informacji
Koordynatorzy: Łukasz Sułkowski
Prowadzący grup: Łukasz Sułkowski
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Egzamin
Cele kształcenia:

As a result of consistent work undertaken throughout the course, the student should be able to:


1. Understand basic dimensions of culture and how they affect human communication.


Every culture has a slightly different answer to life’s fundamental questions: Whose needs come first, the group’s or the individual’s? How should superiors and subordinates relate to one another? What are the proper roles of men and women in organizations? It is impossible to know every culture in depth, but it is possible to know its key dimensions, and to develop strategies allowing us to understand cultural aspects of communication. Lectures, readings and case studies will enable course participants to develop a cognitive foundation as a basis for effective cooperation in multicultural contexts.


2. Engage in ongoing self-evaluation regarding beliefs on organization and management.


Effective cooperation in multicultural contexts requires awareness of the key aspects of one’s own cultural identity and the way it impacts what we believe about the world. Through reflection on selected texts and interaction with invited guests, course participants will have the chance to discover the color of their cultural “glasses” and see how their cultural paradigm may facilitate or hinder communication across cultures.


3. Critically examine the cultural assumptions embedded in leading management theories.


Armed with an understanding of basic dimensions of culture, course participants will be able to analyze leading tenets of management theory for underlying cultural bias. Using case studies of actual organizational practice, they will learn to solve organizational problems resulting from culturally misaligned assumptions.


4. Understand and challenge the implications of diversity for relations of power.


In any organizational context where cultures intersect, people of different backgrounds do not play on an equal field. Some ideas about how one should behave or how things should get done are privileged over others. This class will offer participants the tools to identify and challenge inequities in the distribution of social power in organizations.


5. Understand how ethical interpretations and responses vary by culture, and take personal responsibility for chosen solutions.


Efekty kształcenia:

As a result of the course, students will be able to:


1. Describe basic dimensions of culture and how they affect human communication.


2. Analyze his or her own beliefs on organization and management.


3. Draw conclusions regarding cultural assumptions embedded in leading management theories.


4. Use knowledge of dimensions of culture and take personal responsibility for chosen solutions.

Wymagania wstępne:

Students need to have completed a course in management, sociology and the psychology of management, including organizational culture and intercultural communication. English at B2 level is required.

Forma i warunki zaliczenia:

Learners are given a choice to take the class in one of two ways, depending for their motivation to take the class.


Option A:

If you are taking this class because you want to understand yourself and other people better, cooperate effectively with people different than you, be able to think critically about the ways in which cultures intersect in our world – this option is for you.


If you choose option A:

(1) You commit to coming to class every week. Each week, you read assigned texts and come to class prepared for group discussion. A reading guide and all materials are provided on the Pegaz platform. You may be absent or unprepared once; if you are absent or unprepared more than once you will automatically be moved to Option B.

(2) At the end of every other class, the instructor shares a case or topic for discussion in groups of 3-5 people (formed during the second class session). The case opens a topic you had not yet read about. You first talk about it in class, and then reflect on it together on Pegaz in light of the course readings. There are five cases for analysis, each worth 10 points towards the final grade.

(3) Three times during the semester, you take a quiz through Pegaz to check your mastery of the readings. It is an at-home, open-notes, open-book quiz. You have two attempts to take each quiz; you must wait 48 hours before you take it the second time. The quizzes are worth 5 points each. If you get over 80% on ALL three quizzes, you get an additional 10 points towards your final grade.

(4) The final test is the analysis of a case study, similar to those analyzed in class. It is an open-notes, open-book exam on the last day of the class, worth 25% of the grade.


If you choose option A, the final grade will be calculated in the following way:


1. Class preparation and participation 10% (10 pts) + up to 10 extra credit

2. Five case analyses 50% (50 pts)

3. Three quizzes 15% (15 pts) + up to 10 extra credit

4. Final test (if you need it) 25% (25 pts)


5=94-100; 4+=88-93; 4=82-87; 3+=76-81; 3=70-75; 2<70


Option B:


If you are taking this class because it is a requirement for your program or you need the grade to pass, but you are not interested in the subject, don’t have time for this class, or don’t think that what it has to offer is very important for you – that’s OK, we have all had classes like this.


Because this class is still a part of your program, you will need to know the basics required to pass, without distracting others who have more time or motivation.


If you choose option B:


(1) You commit to reading and viewing all course materials on your own, whenever it is convenient for you. A reading guide and all materials are provided on the Pegaz platform. At the same time, you willingly give up your right to come to class, understanding that class participation is a privilege of those willing to put in systematic effort by the deadlines set forth by me as the instructor.

(2) Three times during the semester, you take a quiz through Pegaz to check your mastery of the readings. It is an at-home, open-notes, open-book quiz. You have two attempts to take each quiz; you must wait 48 hours before you take it the second time. The quizzes are worth 5 points each. If you get over 80% on ALL three quizzes, you get an additional 10 points towards your final grade.

(3) The final test is a computer-based multiple-choice test offered on the last day of the class, worth 85% of the grade.

(4) Because all the tests verify is your knowledge but not your ability to use it, the maximum grade you can receive is 3.5


1. Three quizzes 15% (15 pts) + up to 10 extra credit

2. Final test 85% (85 pts)


Grading Scale


3+=76-81; 3=70-75; 2<70


Metody sprawdzania i kryteria oceny efektów kształcenia uzyskanych przez studentów:

Option A:

1. Class preparation and participation 10% (10 pts) + up to 10 extra credit

2. Five case analyses 50% (50 pts)

3. Three quizzes 15% (15 pts) + up to 10 extra credit

4. Final test (if you need it) 25% (25 pts)


Option B:

1. Three quizzes 15% (15 pts) + up to 10 extra credit

2. Final test 85% (85 pts)


Metody dydaktyczne - słownik:

Metody eksponujące - film
Metody podające - objaśnienie lub wyjaśnienie
Metody podające - opowiadanie
Metody podające - prezentacja multimedialna
Metody praktyczne - symulacja
Metody problemowe - metody aktywizujące - metoda przypadków
Metody problemowe - wykład konwersatoryjny

Metody dydaktyczne:

The pedagogical approach in this course is based on four assumptions:

(1) For real learning to happen, all learners must have a basic level of intrinsic motivation and take responsibility for the learning process;

(2) To really learn something, we need both knowledge and understanding of how to use it;

(3) Real learning requires effort over time. If learning is easy, it is here today but gone tomorrow;

(4) Trying to solve a problem before being given the solution leads to better learning;

(5) Assessment is an important part of learning.

Based on these assumptions, learners are given a choice to take the class in one of two ways, depending for their motivation to take the class.


Bilans punktów ECTS:

30 lecture hours = 1 ECTS point

10 consultation hours + 30 hours of class preparation + 20 hours of final test preparation = 2 ECTS points

Skrócony opis:

The aim of the course is to equip future leaders of public and non-profit organizations with conceptual tools to understand multicultural dynamics at play in European societies, identify probable difficulties at the intersection of cultures, and respond to these difficulties in a respectful, appropriate and effective manner.

Pełny opis:

As people and ideas travel around the world, organizations become the sites of clashing cultures – not just cultures of different nations, but also different corporations, disciplines, genders and classes. In homogenous social environments of the past, a single model of management could remain stable for generations. Today’s leaders face the challenge of a globally interconnected world, with no single model of management effective in all contexts and with all people.

The aim of the course is to equip future leaders of public and non-profit organizations with conceptual tools to understand multicultural dynamics at play in European societies, identify probable difficulties at the intersection of cultures, and respond to these difficulties in a respectful, appropriate and effective manner.

Literatura:

Required readings:

Fons Trompennars. One of the most influential management thinkers in our times, [in:] SIETAREuropa Journal, JUne 2012, pp. 2-8.

Gesteland R. 2005. Cross-Cultural Business Behavior: Negotiating, Selling, Sourcing and Managing Across Cultures, Copenhagen Business School Press; 4th Revised edition.

Hall E., 1976. Beyond culture, New York: Anchor Books.

Hampden-Turner C., F. Trompenaars. 1997. Riding the Waves of Culture, 2nd edn, London: Nicholas Brealey.

Hampden-Turner, C., F. Trompenaars, D. Lewis,Building Cross-Cultural Competence: How to Create Wealth from Conflicting Values Yale: Yale University Press.

Hofstede G., 2010. Cultures and Organizations: Software of the Mind, Third Edition, McGraw-Hill.

Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Jagielloński w Krakowie.