| EUROPEAN UNION RELATIONS | |||||
| Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| IB4323 | Special Topics in Cross Cultural Management | Fall | 3 | 0 | 3 | 6 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | English |
| Type of course: | Non-Departmental Elective |
| Course Level: | Bachelor’s Degree (First Cycle) |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Dr. Öğr. Üyesi AYLA ESEN |
| Course Lecturer(s): |
Dr. Öğr. Üyesi AYLA ESEN |
| Recommended Optional Program Components: | None |
| 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. |
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The students who have succeeded in this course; The students who have succeeded in this course; 1. Understand how people, groups, organizations, and societies become infused with culture. 2. Define one’s own culture and the differences from own versus other cultures from an analytical and conceptual perspective. 3. Analyze the impact of culture on decision making, leadership and motivation. 4. Identify how cultural diversity affects communication and negotiation processes. 5. Understand the dynamics of multicultural teams and discuss how to effectively manage multicultural groups and teams. VII- Learns how cross-cultural negotiations are carried on. VIII- Understands the formation of global alliances and strategy implementation. IX- Identifies the different organizational structures and control systems. X- Understands the strategies used in staffing, training and compensation for global operations. XI- Learns how to motivate and lead international teams. |
| 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 |
| 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 |
| 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 | % 35 | |
| PERCENTAGE OF FINAL WORK | % 65 | |
| Total | % 100 | |
| Activities | Number of Activities | Workload |
| Course Hours | 14 | 40 |
| Final | 11 | 40 |
| Total Workload | 80 | |
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | To be able to examine, interpret data and assess ideas with the scientific methods in the area of EU studies. | 2 |
| 2) | To be able to inform authorities and institutions in the area of EU studies, to be able to transfer ideas and proposals supported by quantitative and qualitative data about the problems. | 2 |
| 3) | To be introduced to and to get involved in other disciplines that EU studies are strongly related with (political science, international relations, law, economics, sociology, etc.) and to be able to conduct multi-disciplinary research and analysis on European politics. | 3 |
| 4) | To be able to evaluate current news on European Union and Turkey-EU relations and identify, analyze current issues relating to the EU’s politics and policies. | 2 |
| 5) | To be able to use English in written and oral communication in general and in the field of EU studies in particular. | 1 |
| 6) | To have ethical, social and scientific values throughout the processes of collecting, interpreting, disseminating and implementing data related to EU studies. | 1 |
| 7) | To be able to assess the historical development, functioning of the institutions and decision-making system and common policies of the European Union throughout its economic and political integration in a supranational framework. | 2 |
| 8) | To be able to evaluate the current legal, financial and institutional changes that the EU is going through. | 2 |
| 9) | To explain the dynamics of enlargement processes of the EU by identifying the main actors and institutions involved and compare previous enlargement processes and accession process of Turkey. | 2 |
| 10) | To be able to analyze the influence of the EU on political, social and economic system of Turkey. | 2 |
| 11) | To acquire insight in EU project culture and to build up project preparation skills in line with EU format and develop the ability to work in groups and cooperate with peers. | 2 |
| 12) | To be able to recognize theories and concepts used by the discipline of international relations and relate them to the historical development of the EU as a unique post-War political project. | 3 |