PHOTOGRAPHY AND VIDEO
Bachelor	TR-NQF-HE: Level 6	QF-EHEA: First Cycle	EQF-LLL: Level 6

Course Introduction and Application Information

Course Code	Course Name	Semester	Theoretical	Practical	Credit	ECTS
IB4323	Special Topics in Cross Cultural Management	Spring Fall	3	0	3	6

This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester.

Basic information

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.

Learning Outcomes

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.

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

Weekly Detailed Course Contents

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

Sources

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

Evaluation System

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

ECTS / Workload Table

Activities	Number of Activities	Workload
Course Hours	14	40
Final	11	40
Total Workload		80

Contribution of Learning Outcomes to Programme Outcomes

No Effect	1 Lowest	2 Low	3 Average	4 High	5 Highest

	Program Outcomes	Level of Contribution
1)	Knowledge of photographic and video media and ability to use basic, intermediate and advanced techniques of these media.
2)	Ability to understand, analyze and evaluate theories, concepts and uses of photography and video.
3)	Ability to employ theoretical knowledge in the areas of the use of photography and video.
4)	Familiarity with and ability to review the historical literature in theoretical and practical studies in photography and video.
5)	Ability in problem solving in relation to projects in photography and video.
6)	Ability to generate innovative responses to particular and novel requirements in photography and video.
7)	Understanding and appreciation of the roles and potentials of the image across visual culture
8)	Ability to communicate distinctively by means of photographic and video images.
9)	Experience of image post-production processes and ability to develop creative outcomes through this knowledge.
10)	Knowledge of and ability to participate in the processes of production, distribution and use of photography and video in the media.
11)	Ability to understand, analyze and evaluate global, regional and local problematics in visual culture.
12)	Knowledge of and ability to make a significant contribution to the goals of public communication.
13)	Enhancing creativity via interdisciplinary methods to develop skills for realizing projects.
14)	Gaining general knowledge about the points of intersection of communication, art and technology.