| MEDICINE | |||||
| 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) | Integrates the knowledge, skills and attitudes acquired from basic and clinical medical sciences, behavioral sciences and social sciences, and uses them in health service delivery. | |
| 2) | In patient management, shows a biopsychosocial approach that takes into account the socio-demographic and sociocultural background of the individual, regardless of language, religion, race and gender. | |
| 3) | In the provision of health services, prioritizes the protection and development of the health of individuals and society. | |
| 4) | Taking into account the individual, societal, social and environmental factors affecting health; does the necessary work to maintain and improve the state of health. | |
| 5) | By recognizing the characteristics, needs and expectations of the target audience, provides health education to healthy/sick individuals and their relatives and other healthcare professionals. | |
| 6) | Shows a safe, rational and effective approach in health service delivery, prevention, diagnosis, treatment, follow-up and rehabilitation processes. | |
| 7) | Performs invasive and/or non-invasive procedures in diagnosis, treatment, follow-up and rehabilitation processes in a safe and effective way for the patient. | |
| 8) | Provides health services by considering patient and employee health and safety. | |
| 9) | In the provision of health services, takes into account the changes in the physical and socioeconomic environment on a regional and global scale, as well as the changes in the individual characteristics and behaviors of the people who apply to it. | |
| 10) | Takes good medical practice into account while carrying out his/her profession. | |
| 11) | Fulfills its duties and obligations within the framework of ethical principles, rights and legal responsibilities required by its profession. | |
| 12) | Demonstrates decisive behavior in providing high-quality health care, taking into account the integrity of the patient. | |
| 13) | Evaluates his/her performance in his/her professional practice by considering his/her emotions and cognitive characteristics. | |
| 14) | Advocates improving the provision of health services by considering the concepts of social reliability and social responsibility for the protection and development of public health. | |
| 15) | Can plan and carry out service delivery, training and consultancy processes related to individual and community health in cooperation with all components for the protection and development of health. | |
| 16) | Evaluates the impact of health policies and practices on individual and community health indicators and advocates increasing the quality of health services. | |
| 17) | The physician attaches importance to the protection of his/her own physical, mental and social health, and does what is necessary for this | |
| 18) | Shows exemplary behavior and leads the healthcare team during service delivery. | |
| 19) | Uses resources cost-effectively, for the benefit of society and in accordance with the legislation, in the planning, implementation and evaluation processes of health services in the health institution he/she is the manager of. | |
| 20) | Establishes positive communication within the health team it serves and assumes different team roles when necessary. | |
| 21) | Is aware of the duties and responsibilities of the health workers in the health team and acts accordingly. | |
| 22) | In the professional practices, works in harmony and effectively with the colleagues and other professional groups. | |
| 23) | Communicates effectively with patients, their relatives, healthcare professionals, other professional groups, institutions and organizations. | |
| 24) | Communicates effectively with individuals and groups that require a special approach and have different socio-cultural characteristics. | |
| 25) | In the diagnosis, treatment, follow-up and rehabilitation processes, shows a patient-centered approach that associates the patient with the decision-making mechanisms. | |
| 26) | Plans and implements scientific research, when necessary, for the population it serves, and uses the results and/or the results of other research for the benefit of the society. | |
| 27) | Reaches and critically evaluates current literature knowledge about his/her profession. | |
| 28) | Applies the principles of evidence-based medicine in clinical decision making. | |
| 29) | Uses information technologies to increase the effectiveness of its work on health care, research and education. | |
| 30) | Effectively manages individual work processes and career development. | |
| 31) | Demonstrates skills in acquiring and evaluating new knowledge, integrating it with existing knowledge, applying it to professional situations and adapting to changing conditions throughout professional life. | |
| 32) | Selects the right learning resources to improve the quality of the health service it offers, organizes its own learning process |