PERFORMING ARTS | |||||
Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 |
Course Code: | IB4323 | ||||||||
Ders İsmi: | Special Topics in Cross Cultural Management | ||||||||
Ders Yarıyılı: |
Spring Fall |
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Ders Kredileri: |
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Language of instruction: | English | ||||||||
Ders Koşulu: | |||||||||
Ders İş Deneyimini Gerektiriyor mu?: | No | ||||||||
Type of course: | Non-Departmental Elective | ||||||||
Course Level: |
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Mode of Delivery: | Face to face | ||||||||
Course Coordinator : | Dr. Öğr. Üyesi AYLA ESEN | ||||||||
Course Lecturer(s): |
Dr. Öğr. Üyesi AYLA ESEN |
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Course Assistants: |
Course Objectives: | The increase in both diversity and globalization in business require that employees, especially managers, develop cross-cultural competence to work effectively in international assignments, on cross-cultural teams, with increasingly diverse customers and clients, and to effectively compete or collaborate with competitors, suppliers, partners, and relevant stakeholders, such as governments and other public bodies. Effective training and exposure to cultural differences around the world can help employees learn to be more successful in a variety of business settings. This course seeks to provide students with an understanding of effective cross-cultural management and the challenges that are likely to be faced while working internationally. The course focuses on international organizational behavior and human resource issues and practices in transnational organizations. The course is divided into three modules: (a) understanding the effects of culture on attitudes and behavior, (b) organizational and human resource issues such as teamwork, leadership, and negotiation, and (c) preparation for working in or working with people in international assignments. |
Course Content: | Ch1 Determinants of Culture Ch2 Dimensions of Culture in Business Ch 3 Business Cultures in the Western World Ch 4 Business Cultures in Asia, Africa & Middle East Ch 5 Cultural Dimensions & Dilemmas Ch 6 Culture & Styles of Management CH 7 Culture & Corporate Structure CH 8 Culture & Leadership Ch 9 Culture & Corporate Strategy Ch 10 Cultural Change in Organizations Ch 11 Culture & International Marketing Management Ch 12 Cultural Diversity in Organizations Ch 13 Business Communication Across Cultures Ch 14 Barriers to Intercultural Communication Ch 15 Negotiating Internationally Ch 16 Working with International Teams Ch 17 Conflicts & Cultural Differences Ch 18 Developing Intercultural Communicative Competence |
The students who have succeeded in this course;
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Week | Subject | Related Preparation |
1) | The Global Manager’s Environment -Assessing the Environment—Political, Economic, Legal, Technological Case 1: Lincoln Electric: Venturing Abroad ARTICLE 1-THE NEED FOR CORPORATE GLOBAL MINDSET | None |
2) | Managing Interdependence: Social Responsibility and Ethics Case 2: Ellen Moore (A): Living and Working in Korea ARTICLE 2-THE GLOBAL ENTREPRENENEUR ARTICLE 3-THE EFFECT OF NATIONAL CULTURE | None |
3) | Understanding the Role of Culture Case 3: Intel in China Case 4: Dr. Sergio Ceccuzzi and SMI: Negotiating Cross-Border Acquisitions in Europe Sebenius, The Hidden Challenge of Cross-Border Negotiations ARTICLE 4-MANAGING DIFFERENCES -THE CENTRAL CHALLENGE OF GLOBAL STRATEGY | None |
4) | Communicating Across Cultures Case: 5- AES in Nigeria ARTICLE 5-GLOBAL STRATEGIES IN CHANGING GLOBAL COMPETİTİVE LANDSCAPE | |
5) | Cross-cultural Negotiation Case:6- Infosys Technologies ARTICLE 6-GLOBAL GAMESMANSHIP | None |
6) | Decision Making in cross-cultural settings ARTICLE 7-LEARNING IN STRATEGIC ALLIANCES ARTICLE 8-MEASURING PERFORMANCE OF JOINT VENTURES | None |
7) | Formulating Strategy ARTICLE 9-THE DUBIOUS LOGIC OF MEGAMERGERS | None |
8) | Global Alliances and Strategy Implementation Case 8- Mabuchi Motor Co., Ltd. ARTICLE 10-GLOBAL STRATEGY LESSONS FROM JAPANESE AND KOREANS | None |
9) | Organization Structure and Control Systems Case 7-Google ARTICLE 11-GLOBAL MANAGERS PERCEPTIONS OF CULTURAL COMPETENCE | None |
10) | Staffing and Compensation for Global Operations ARTICLE 12-GLOBAL LEADERSSHİP SUCCESS THROUGH EMOTIONAL AND CULTURAL INTELLIGENCE | None |
11) | Training for overseas operations ARTICLE 13-CAN AMERICAN MANAGEMENT CONCEPTS WORK IN RUSSIA | None |
12) | 12 Week: Developing a Global Management Cadre ARTICLE 14-CHALLENGE FOR MULTINATIONALS IN CHINA CASE 9 –HONDA | None |
13) | Week: Motivating and Leading | None |
14) | How to be an expatriate Manager ARTICLE 14-CHALLENGE FOR MULTINATIONALS IN CHINA CASE 9 –HONDA | None |
Course Notes / Textbooks: | TEXTBOOK: International Management: Managing Across Borders and Cultures, Text and Cases, 7/E Deresky. 2011 Required Readings: Cases and Articles from HBR. |
References: | Mevcut değil..not avaiable |
Ders Öğrenme Kazanımları | ||||||||||||||
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Program Outcomes | ||||||||||||||
1) They acquire theoretical, historical and aesthetic knowledge specific to their field by using methods and techniques related to performing arts (acting, dance, music, etc.). | ||||||||||||||
2) They have knowledge about art culture and aesthetics and they provide the unity of theory and practice in their field. | ||||||||||||||
3) They are aware of national and international values in performing arts. | ||||||||||||||
4) Abstract and concrete concepts of performing arts; can transform it into creative thinking, innovative and original works. | ||||||||||||||
5) They have the sensitivity to run a business successfully in their field. | ||||||||||||||
6) Develops the ability to perceive, think, design and implement multidimensional from local to universal. | ||||||||||||||
7) They have knowledge about the disciplines that the performing arts field is related to and can evaluate the interaction of the sub-disciplines within their field. | ||||||||||||||
8) They develop the ability to perceive, design, and apply multidimensionality by having knowledge about artistic criticism methods. | ||||||||||||||
9) They can share original works related to their field with the society and evaluate their results and question their own work by using critical methods. | ||||||||||||||
10) They follow English language resources related to their field and can communicate with foreign colleagues in their field. | ||||||||||||||
11) By becoming aware of national and international values in the field of performing arts, they can transform abstract and concrete concepts into creative thinking, innovative and original works. | ||||||||||||||
12) They can produce original works within the framework of an interdisciplinary understanding of art. | ||||||||||||||
13) Within the framework of the Performing Arts Program and the units within it, they become individuals who are equipped to take part in the universal platform in their field. | ||||||||||||||
14) Within the Performing Arts Program, according to the field of study; have competent technical knowledge in the field of acting and musical theater. | ||||||||||||||
15) They use information and communication technologies together with computer software that is at least at the Advanced Level of the European Computer Use License as required by the field. |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution | |
1) | They acquire theoretical, historical and aesthetic knowledge specific to their field by using methods and techniques related to performing arts (acting, dance, music, etc.). | 2 |
2) | They have knowledge about art culture and aesthetics and they provide the unity of theory and practice in their field. | 2 |
3) | They are aware of national and international values in performing arts. | 2 |
4) | Abstract and concrete concepts of performing arts; can transform it into creative thinking, innovative and original works. | 1 |
5) | They have the sensitivity to run a business successfully in their field. | 3 |
6) | Develops the ability to perceive, think, design and implement multidimensional from local to universal. | 3 |
7) | They have knowledge about the disciplines that the performing arts field is related to and can evaluate the interaction of the sub-disciplines within their field. | 2 |
8) | They develop the ability to perceive, design, and apply multidimensionality by having knowledge about artistic criticism methods. | 3 |
9) | They can share original works related to their field with the society and evaluate their results and question their own work by using critical methods. | 1 |
10) | They follow English language resources related to their field and can communicate with foreign colleagues in their field. | 1 |
11) | By becoming aware of national and international values in the field of performing arts, they can transform abstract and concrete concepts into creative thinking, innovative and original works. | 3 |
12) | They can produce original works within the framework of an interdisciplinary understanding of art. | 2 |
13) | Within the framework of the Performing Arts Program and the units within it, they become individuals who are equipped to take part in the universal platform in their field. | 3 |
14) | Within the Performing Arts Program, according to the field of study; have competent technical knowledge in the field of acting and musical theater. | 2 |
15) | They use information and communication technologies together with computer software that is at least at the Advanced Level of the European Computer Use License as required by the field. | 3 |
Semester Requirements | Number of Activities | Level of Contribution |
Attendance | 14 | % 10 |
Project | 1 | % 20 |
Midterms | 1 | % 25 |
Final | 1 | % 45 |
Total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 55 | |
PERCENTAGE OF FINAL WORK | % 45 | |
Total | % 100 |
Activities | Number of Activities | Workload |
Course Hours | 14 | 40 |
Final | 11 | 40 |
Total Workload | 80 |