NTU Course
Overview

Cross-Cultural Management

Offered in 112-2Updated
  • Notes

    The course is conducted in English。Class Time: 19:00-21:45.

  • Limits on Course Adding / Dropping

    • Restriction: students in GMBA Degree Students or Restriction: students of the College of Management (including students taking minor and dual degree program) or Restriction: Exchange students or Visting Students of the College of Management

  • NTU Enrollment Status

    Enrolled
    0/50
    Other Depts
    0/0
    Remaining
    0
    Registered
    0
  • Course Description
    This course aims to equip you with a comprehensive understanding of management within a multicultural context. Using examples, case studies, and group activities, we will delve into relevant concepts and theories. Given our location in Taiwan, a region deeply influenced by Confucianism, we will explore key aspects of culture and their implications for cross-cultural management. It is my hope that the knowledge you gain throughout this semester will prove invaluable in your future career, enhancing your performance in intercultural settings. The topics we will cover this semester include Cultural Differences, Cross-Cultural Communication, Ethics in Cross-Cultural Contexts, Cross-Cultural Negotiation and Conflict Management, Cross-Cultural Leadership, Managing Cross-Cultural Teams, and Global Career.
  • Course Objective
    At the end of the course, students will be able to: • Understand Culture: Gain a comprehensive understanding of the concept of culture and its impact on management practices, with a focus on Chinese culture. • Master Cross-Cultural Communication: Learn strategies to overcome communication barriers and enhance intercultural communication. • Navigate Ethical Dilemmas: Understand the ethical dilemmas that can arise in cross-cultural settings and learn strategies to address them. • Lead Multicultural Teams: Develop skills for managing multicultural teams effectively, leveraging diversity for team success. • Understand the Implications of Culture Intelligence in International Business.
  • Course Requirement
  • Expected weekly study hours before and/or after class
  • Office Hour
    By Appointment
    *This office hour requires an appointment
  • Designated Reading
    Designated readings are listed in the course syllabus and are uploaded to NTU Cool platform.
  • References
  • Grading
    20%

    Cultural Analysis Report

    For this assignment, students should analyze the case study provided in class and answer the assignment question: As a Manager for the firm, develop a strategic approach to managing this situation. Use the Framework 1: Markkula Center for Applied Ethics at Santa Clara University as a template. Use th theories discussed in weeks 1-4 to address the assignment to. In addition, students should analyze the culture of their team members and consider whether their proposed solutions are affected by their own cultural dispositions.

    30%

    Attendance and Participation

    The various in-class activities will include case discussions, application activities, peer reviews, and workshops. Attendance and participation are mandatory for activities. More information on these activities will be shared in class.

    20%

    Cross-Cultural Communication Plan

    For this assignment, students will develop a communication plan for a hypothetical multicultural team project. The plan should address potential communication barriers and strategies to overcome them. This assignment will allow students to apply the concepts learned in the Intercultural Communication module and pursuant lessons. This project will be presented in the mid-term.

    30%

    Cross-Cultural Management Strategy

    For the final assignment, students will create a management strategy. The strategy should consider aspects like managing multicultural teams, negotiation and conflict management, and leadership in a cross-cultural context. This assignment will draw on all the concepts learned throughout the course. This topic will be presented in the final session.

    1. NTU has not set an upper limit on the percentage of A+ grades.
    2. NTU uses a letter grade system for assessment. The grade percentage ranges and the single-subject grade conversion table in the NATIONAL TAIWAN UNIVERSITY Regulations Governing Academic Grading are for reference only. Instructors may adjust the percentage ranges according to the grade definitions. For more information, see the Assessment for Learning Section。
  • Adjustment methods for students
  • Make-up Class Information
  • Course Schedule
    2/21Week 1Lectured by: Prof. Leon van Jaarsveldt • Session 1: Introduction to Intercultural Management and Defining Culture o Importance of Intercultural Management, o Definition of Culture, o Hofstede’s Cultural Dimensions, o The GLOBE Project, o Recommended Readings:  “What is Culture?” by Speaking of Culture, Hofstede, G. & Hofstede, G. J. (2005)  How Culture Drives Behaviours: https://www.youtube.com/watch?v=l-Yy6poJ2zs o References:  Kluckhohn and Strodtbeck's Values Orientation Theory. https://scholarworks.gvsu.edu/cgi/viewcontent.cgi?referer=&httpsredir=1&article=1040&context=orpc  Cultures and Organizations – Software of the mind, 2nd edition. McGraw Hill  Geert Hofstedes Cultural Dimensions (Videos and Web-resource): http://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/  The GLOBE project: https://globeproject.com/studies
    2/28Week 2Session 2: Public Holiday 2/28
    3/6Week 3Lectured by: Prof. Leon van Jaarsveldt • Session 3: Ethics in Cross-Cultural Contexts o Definition of Ethics, o Ethical Dilemmas in Cross-Cultural Contexts, o Case Studies o Recommended Readings: “  Talking About Ethics Across Cultures” by Harvard Business Review, “Ethics in a Multicultural Context” by SAGE Publications Inc
    3/13Week 4Lectured by: Prof. Leon van Jaarsveldt • Session 4: Introduction to international/global communication o Barriers to Cross-Cultural Communication, o Strategies for Effective Cross-Cultural Communication o Recommended Readings:  “Communication Across Cultures” by Cambridge University Press & Assessment  Osland, J., S. & Bird, A. (2000). Beyond sophisticated stereotyping: Cultural sensemaking in context, Academy of Management Executive, 14, 65-79. https://www.jstor.org/stable/4165609?seq=1#metadata_info_tab_contents
    3/20Week 5Lectured by: Prof. Leon van Jaarsveldt • Session 5: Managing a Global Career o Cross-Cultural Transitions, o Global Careers, o Case Study: Cases from Foreigners in Taiwan In this case study, we will invite former GMBA graduates working in Taiwan to share their experiences working in the Taiwan environment.
    3/27Week 6Lectured by: Prof. Leon van Jaarsveldt • Session 6: Managing Multicultural Teams o Diversity in Teams, o Benefits and Challenges of Multicultural Teams, o Recommended Readings: “MANAGING MULTICULTURAL TEAMS” by CIPD o Case Study:  Managing Multicultural Teams. (2006). Jeanne M. Brett, Kristin J. Behfar, and Mary (Molly) Kern. Harvard Business Review, November, 84-91. http://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=22671287&site=ehosthttp://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=22671287&site=ehost-live&scope=sitelive&scope=site
    4/3Week 7Lectured by: Prof. Leon van Jaarsveldt • Session 7: Management in Cross-Cultural Contexts o Cultural Synergy, o Strategies for Effective Cross-Cultural Management o Recommended Readings:  Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert House (2006). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE, Academy of Management Perspectives, 20, 67-90 https://www.jstor.org/stable/4166219?seq=1#metadata_ info_tab_contents o Case Study: Erin Meyer (2015). When culture doesn’t translate, Harvard Business Review, October, 66-72. http://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=109338458&site=ehosthttp://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=109338458&site=ehost-live&scope=sitelive&scope=site
    4/10Week 8Midterm: Assignment 2 Presentation & Class Discussion
    4/17Week 9• Session 9: Cross-Cultural Negotiation and Conflict Management o Global Negotiation, o Conflict Management Styles, o Cross-Cultural Conflict Management, Case: John L. Graham and Mark N. Lam (2003). The Chinese negotiation. Harvard Business Review, October, 82-91. http://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=10986120&site=ehosthttp://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=10986120&site=ehost-live&scope=sitelive&scope=site o Recommended Readings: Ron Shapiro. Conflict management styles and techniques:  http://www.shapironegotiations.com/conflict-management-styles-and-techniques/
    4/24Week 10Lectured by: Ambassador Leonard Chao • Session 10: Business Challenges Where the East Meets the West o Cultural Differences and Similarities Between Eastern and Western Countries o Business Etiquette and Practices in Eastern and Western Contexts
    5/01Week 11Lectured by: Ambassador Leonard Chao • Session 11: The North-South Divide in the Conduct of Global Business o Definition and Causes of the North-South Divide o Economic, Social, and Political Implications of the North-South Divide o Case Study: The Globalization of CEMEX o Recommended Readings:
    5/08Week 12• Session 12: Is “Geopolitics” a Reality or Myth? o Definition and History of Geopolitics o Geopolitical Factors and Forces in the Contemporary World o Case Study: The Geopolitics of Energy Lectured by: Ambassador Leonard Chao
    5/15Week 13Lectured by: Ambassador Leonard Chao • Session 13: What Lies in the Future for “Taiwan’s Diplomacy”? o Definition and Challenges of Taiwan’s Diplomacy o Taiwan’s Diplomatic Relations and Strategies o Case Study: Taiwan’s Participation in the World Health Organization
    5/22Week 14Lectured by: Ambassador Leonard Chao • Session 14: Retrospect and Prospect of “Cross-Strait Relations” o Definition and History of Cross-Strait Relations o Current Issues and Trends in Cross-Strait Relations o Case Study: The 1992 Consensus and the 2016 Election
    5/29Week 15Lectured by: Prof. Leon van Jaarsveldt • Session 15: Review and Preparation for Final Presentations o Review of Key Concepts and Topics o Preparation and Guidance for Final Presentations
    6/05Week 16• Session 16: Final Presentations