Cross-Cultural Management Syllabus

Dr. Michelle MIELLY

Grenoble Graduate School of Business MBA Full-time and Part-time Program

2010-2011

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Cross-Cultural Management
Grenoble Graduate School of Business Masters of Business Administration

Description of the Seminar

This 15-hour seminar is designed to provide the basics in cross-cultural communication & management and empower students to handle a broad array of cultural differences in increasingly complex work environments. The intensive globalization of international business and trade has created a highly interrelated and interdependent world in which people from various nations and cultures must work together, often in remote teams in different time zones and geographic regions. Individuals, team members and managers working in such an environment must be knowledgeable about other cultures and cultural differences, and must maintain up to date information on relevant international politics and issues of diplomacy. This seminar covers some of the fields theoretical findings and practical applications in intercultural management and enables the participants to apply this knowledge in a multicultural and multinational business environment. Active and assertive participation in the class is a critical element of the learning process.

Seminar Objectives
Awareness of the significance of cultural differences in everyday work life, expressed through different behaviors and practices Self-awareness: greater insight into ones own culture, as well as into ones own cultural limitations due to filters interfering with objectivity A greater ability to compare and assess a target culture in relation to ones own culture of origin Increased sensitivity to, curiosity, and knowledge about other cultures, and a recognition of different norms and practices for communication =(greater cross cultural communication proficiency) Greater intercultural competence* in general: *the ability for successful communication with people of other cultures. Through case study & theoretical analysis: Increased exposure to specific business situations where culture-dependent factors play a major role (diversity management, cross cultural problem-solving, cross cultural communication, international HR management, change management, remote team management). Greater understanding of the multinational context where remote (transnational, virtual, global) teams are becoming the norm, and where new communication techniques and tools must be acquired for better coping with this phenomenon

Main Course Activities

1/ Reading your Assignments & Leading Class discussions: Dynamic class discussions about these assignments & round-table discussions-analyses-presentations of main points in groups Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

2/Cross-Cultural Management Executive Summary activity. See below for further information: objective is to locate pertinent academic research in management sciences with a focus on cultural issues (or correlated issues) in your home region, then to summarize in professional executive summary format. Written 2-page summary is due to be uploaded on Monday January 24th 2011 by midnight French time). Come prepared to discuss your findings on Jan 25th. 3/ Group field work assignment + phone interview to interview a professional with cross cultural experience in order to generate a report, then writing a 12-to-14-page group report & completing a peer evaluation form in class. Final report due to be uploaded on Moodle by Thurs. June 23rd 2011 (midnight). No papers will be accepted after that date. Additional Activities for fun: Comparison of your culture to two others (compare your home culture to your host culture, and then compare any other two cultures you choose). You can generate a comparative profile on Geert Hofstedes site http://www.geert-hofstede.com/hofstede_dimensions.php & come ready to discuss. Take the Implicit Associations Test (IAT) on Harvards Psychology Department Site (Project Implicit, https://implicit.harvard.edu/implicit/). You must complete a brief registration to participate, and it is easiest to select Demonstration tests to begin.

Grading & Assessment

10% Attendance, Preparation, & Participation (Active attendance, punctuality, completion of all homework assignments & active participation demonstrating your completion, activity levels in class). 30% Cross-cultural Management Executive Summary (2 pages max) 60% Field Interview & Written group Report + peer evaluations

Methodology
This seminar uses a variety of methods to ensure effective learning in a practical context: lectures given by the instructors, group analysis of reading assignments with thorough Q & A sessions on the readings, group interaction for role plays and scenarios based on cultural incidents, and group/teamwork-oriented projects such as the fieldwork interview and final interview report written by a group of 5. In this way students are encouraged to think independently and critically: rather than report back on readings and key theories studied, they respond and react in terms of their own culture and values system(s). It allows for maximum student interaction & teamwork during class by use of many exercises as well as mini case studies done in groups. There is a behavioralist focus in this class, since part of it is based on sound communication practices. We will therefore use the role plays to highlight effective and non effective behaviors in a variety of intercultural communication situations.

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Zero-Tolerance Policy applies to the following:

Plagiarism of any form (including in your reports any ideas other than your own without citing them accordingly). You must formally cite your precise sources for anyone elses work/concepts/theories that you implement in your papers. It is very easy for us to spot plagiarism, particularly using TURNITIN, so be forewarned that you will receive a 0 for your report if any passage, even the smallest, is plagiarized. Use of cell phones, blackberries, PDAs, laptops, email, SMS, etc. during class. Leave electronics in your bags, and turned off, unless you need the laptop for an in-class presentation. Otherwise, we kindly ask you to take old-fashioned handwritten notes for this class to avoid potential distractions. Unexcused absences and tardiness. Your attendance is mandatory and 50% of your overall grade depends on your attendance and attitude. If you are absent or late for a reason beyond your control, you must provide instructor with a note from a doctor or other form of proof.

About the READINGS and DISCUSSIONS.

Given the significant nature of intercultural management for graduate students completing an MBA, and given the very limited amount of time we have together 15 hours in classyou are expected to spend ample time outside of the classroom for this course. You must arrive having read all of the assignments and be ready for a critical analysis of these assignments. At the beginning of each class we will break into 4-5 discussion groups and each group will be randomly assigned one of the articles or chapters to condense into a group summary, where each person will be expected to provide input and insight on the reading and the notions put forth. When taking reading notes, we ask that you respond to the following 3 questions:

1/ What are the main ideas presented here/new things I have learned from this reading? List at least 3 points per reading assignment 2/ What are some of the authors underlying assumptions about culture? 3/ How will I be able to make this knowledge immediately actionable?

Course Outline
Pre-session 1 readings for discussion: Rosenzweig, P. National Culture and Management Hofstede Cultures& Organisations excerpt Bennett, Milton. A Developmental Model of Intercultural Sensitivity Chapter from Outliers (M. Gladwell) The Ethnic Theory of Plane Crashes

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Session

Topics

Exercises/Activities

Homework for next Class Readings: Trompenaars, Riding the Waves of Culture Chap 4 (Universalism vs. Particularism) Patel T. The role of dynamic cultural theories in explaining the viability of international strategic alliances: A focus on IndoFrench alliances

Approach to culture - Comparing Onions to Icebergs

Introduction to culture & cultural differences

Session 1 Oct 11th

Morning

Visions of culture Models of Culture Comparative Cultures Values & Practices Stereotypes & Ethnocentrism

Comparison of values; discussion of significance for practices, norms, and behaviors Time /Space /Context (Hall) Dimensions of Culture (Hofstede) Groups meetings for final projects (groups of 6 members)

8:00 AM to 11:15 AM

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Globalization & Identity in Intercultural Management Corporate vs. National Cultures (Organizational vs. Inherited Cultures)

Session 2 Dec 10th Universalism &

Afternoon
Particularism

Dynamic Cultural Theory

3 PM to 6:15 PM Models of Culture &

Inherent limitations of cultural models

Homework for next Round-Table Group Class discussions of readings; Universalist vs. Readings: Particularist cultures and ethical issues faced by Govindarajan & managers Gupta, Building an Effective Global Business Discussion of Team. Comparative Profiles; major differences found Barsoux &Schneider Managing Across Cultures (Chap 8 The Apprehending cultural Multicultural Team) differences in a complex global team Goleman, Working with environment Emotional Intelligence (Chap. 7; Social Radar) Due Jan 24th Complete your Individual Assignment: Cross Cultural Executive Summary (due at 11:59 PM on Moodle) Homework for next Class Readings: Round-Table Group discussions of readings Discussion of personal journals & methods for ethnographic observations Role plays: Communicating to & aligning with a Remote Team Critical Exercises Incident Sustainable learning and change in international teams: from imperceptible behaviour to rigorous practice by Heimer and Vince In France The Sun Revolves around the Earth Chapter 6 from Sway by Brafman & Brafman Prepare Interview & Field work assignment

Culture & communication Culture Bridging Skills

Culture & Management: The Multi-Cultural Virtual Team Influence of culture on management practice Managing Teams remotely Working in culturally diverse teams Teams Cognitive & Cultural Diversity Emotional Intelligence in Teams

Session 3 Jan 25th

Morning 9:45 AM to1:00 PM

Global Team Meetings Agenda template Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Round-Table Group discussions of readings: Focus on Asia & India; Exploring Assumptions Associations:

Homework for next Class

Readings:

Explicit Walking Through Jelly: & Language Proficiency,

Cultural Approaches to Learning

Emotions, and Disrupted Collaboration in Global Take an IAT during Work. class on subject of By Beyene, Hinds, and Durnell Cramton choice + debrief

Session 4 June 21st

9:45 to 1:00 pm

East meets West: Understanding communication styles Direct vs. Indirect Implicit vs. Explicit

Compensation & Cocaine Chapter 7 from Sway by Brafman & Brafman

Complete your Group Field Work Assignment papers. Final paper (e-version only) must be uploaded to Moodle by June 23rd

2011 11:59 PM

At the heart of intercultural relationships: Language

Round-Table Group discussions of readings Discussion of personal journals & methods for ethnographic observations Role plays: Communicating to & aligning with a Remote Team

Session 5 June 24th

3:00 PM to 6:15 PM

Relationship between irrationality, decisionmaking, altruism, and cultural values

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Class Projects Assignment 1/

Group Assignment: Field Interview & Report. This is the most significant
assignment of the course. As a member of a 6-person team, the goal is for you to identify a professional within an organization with a significant level of cross cultural experience and knowledge (a local in Grenoble or remote), to interview as a group. This may be a person from your past employer, or one with which you are familiar in any case. The individual you interview needs to occupy a managerial role, and to have dealt extensively with intercultural issues (expatriation, cross cultural communication, managing remote teams or being a member of a remote global team, marketing products to multiple geographic zones, managing, coordinating, or mediating across multiple sites/subsidiaries, etc). As a group you will need to thoroughly organize yourselves before going on your field assignment or interview by doing some due diligence up front (company history, completing a pre-interview written questionnaire; min. 5 questions) to be sent to the person to be interviewed. It is always a good idea to interview additional persons in the managers team if access is granted. Each person in group should contribute equally to final product. It can be divided into several sections, but the paper as a whole should reflect at least three components: 1/ Research & Theory, 2/ Managerial & Corporate Context and 3/ Recommendations & Expertise to be applied. Please see below for further details.

Assignment 2/
Individual Assignment; Cross Cultural Management Executive Summary
The goal is for you to carry out research, find pertinent academic sources on your home culture in business, and to write up the main conclusions/findings in the form of the executive summary. You must find an academic article or book chapter (not a website, not popular management literature, such as HBR) written about your native culture in the business contextit can be in English or in your native language. The article may be about Cross cultural issues, or any other business subject, but it should have as a primary focus on the culture of your country/ your home region. This article should appear in a business-related or management sciences journal of any kind (OB, Ethics, International Business, Marketing, Intercultural Management, MIS, Strategy, SCM, and the like.) This will require you to spend some time researching the library collections in house and online using tools like EBSCO, NetLibrary, Emerald Online, and the like. The goal is for you to turn in before your second class the executive summary of article written up in one to two pages, along with the title, author, and all other bibliographical information necessary. The summary should have identified the primary research question that the text raises, and you should be able to identify points with which you agree and disagree. The second point, the ability to find something you may disagree with, is essential. Your ability to locate areas of interest and convergences as well as those where your opinion diverges means that you can assess your culture better in relation to others. You must be prepared to discuss, debate, and question the article and its main premises, and must be able to state at least 2 pieces of information gained from article (new information or information to develop further).

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

Details on writing an Executive Summary for a Research Article

On the courses Moodle site I have uploaded a cut-and-paste version of various websites giving you advice for How to Write an Executive Summary. Most of the time an executive summary is associated with a business plan, and it provides the first pages of the business plan intended to grab the investors interest. This is a different exercise in terms of task and audience, but similar in terms of form. The goal is for you to familiarize yourself with some business/management literature specifically focusing on intercultural, cross cultural, or regional issues from your home region. Select one article to summarize and list clearly the author(s), title of journal, title of article, date, pages, etc. on first page Summarize the most important findings in a simplified format using your own words and not those of author Use an appendix at the end of summary if you want to include any visual information (graphs tables etc) Include a final section Reaction/ Opinion at the end of summary, and come prepared to discuss this in class. Whether you agree or disagree with the author, you must in any case prepare your arguments accordingly, using the existing models, theories, and concepts covered in this class and readings. The learning objective here is to take some critical distance from your home culture and to be better prepared to explain its specific aspects in the international business context. Zero plagiarism policy strictly enforced (cite your sources) and use Typed and are due uploaded on Moodle by Monday Jan 24th , 11:59 PM.

Details on Writing Group Final Reports based on Interviews:

You must choose to interview a manager whom you have identified as having significant intercultural experience and knowledge. This person cannot be one of your classmates. We ask that you transcribe word for word the interview--you can choose to type as the person speaks, but using a video recorder or webcam would make things easier. You can for example focus on any of the following themes (or others related to the topic which may not be listed): Cultural experience of an expatriate and/or accompanying family: analysis of experience abroad National & corporate cultures in perspective Transnational Technology Transfers & cultural issues Managing, leading, and aligning a culturally diverse team Intercultural Conflict Management Intercultural Negotiations, Agreements, and Meetings Remote global team management: challenges and best practices Strategies for leveraging best communication practices across cultures Direct & indirect communication styles and challenges in business context

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

You are free to be creative in writing & organizing these reports, but we do ask that you include at least 3 sections based on the following: A. Research/theoretical part: you relate the interview subject to the intercultural management theory or concept studied in class (based on the readings you completed for the course and other existing theories). For example, you should analyze some critical events or situations discussed with the person in light of national and corporate cultural dimensions (Power Distance, Uncertainty Avoidance, Attribution theory, cognitive typologies, Universalism, Ethnocentrism) or other studies and models of culture (Bennett, Hall, Hofstede, Trompenaars, etc) discussed in your readings. Here you should explain the interview findings and experiences of the manager from an intercultural perspective (Was there poor communication? Cross cultural awareness? Lack of knowledge of other culture(s)? Failure to address different needs? Lack of clear strategy? Were there ill-guided management decisions? Positive outcomes?) and back this up with research on the subject. Include any relevant studies based on the countries/nationalities involved as well (India, China, Italy, Germany, US, France, Hong Kong) and remember to always cite your sources. We will give a zero (0) for any papers containing plagiarized ideas or passages. B. Corporate Cross-cultural issues in a MANAGERIAL context: this is the part of the paper where you describe the persons working context, role in the organization, role in corporate strategy, and role as a manager. Now look at the cross cultural communication and management aspects of this context--what are the specific principles and aspects of Intercultural Management at play here? C. Expertise & Recommendations to be applied: Now you play the role of Consultant and make Recommendations in your Report. Now you should give your own opinions and recommendations for Whats Next? by addressing the following: 1/ Your personal opinion/reaction to the manager: What works here? What could be improved? What is your assessment of the situation? What did this persons case make you think of? What are the major issues you see at stake? ? 2/ Explanation of any cultural problems/issues presented or detected in interview 3/ Who or What is responsible for problem(s) and why (structural problem, issue coming from corporate strategy/corporate cultural, national cultural difference, other organizational constraints, etc.) 4/ Were there any cultural stereotypes/cultural biases you detected? 5/ Identify any of the various intercultural conflicts you detect in the case study and discuss the differences in terms of norms, beliefs, values, relationship to time, space, power, communication styles, management styles, corporate culture, etc. 6/ Give your recommendations (What can the parties involved do to improve the situation? What seems to be working well here? What advice could you give the person? What would you do first, in terms of priority? What would be the changes you could propose? How would you go about addressing and communicating the changes throughout the organization?)

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

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Checklist for Writing your Group Final Reports from the Interview: Cross Cultural Management
______ Include the word-for-word transcript of the interview (at end of report). This does not count towards total length of paper. ______ Length of report itself: 12 pages (min) (15 pgs. max.), double-spaced (not 1.5 spaced) ______Font: 10-point (min.) to 12-point (max.)--preferably Times New Roman or Arial. ______Numbers: Please put page numbers & names of group members in the footer at the bottom of each page. ______Make sure you have put group members names & emails on front page ______Make sure to include the company name, name of person(s) interviewed & their contact information on the first page. ______Include an outline/table of contents at beginning of document listing sections, writers, and pages (i.e. so we know who wrote what section) ______Use theoretical/research references in a bibliography (list of work cited at end of document; not counted in total number of pages ______Balanced division of labor. Please make sure that you designate a team leader/manager and that this persons name is indicated on the front page of the report. It is possible to have two managers but not more than two. Team leaders/managers are responsible for balancing the workload, delegating and assigning the different tasks to be completed so that each person does the same amount of work in the group. ______ Three team meetings required. Please list on the first page of the report the three dates when your team met: 1 meeting before the field interview (preparation meeting to prepare written questionnaire and oral questions), 1 meeting post-interview to divide the work and writing assignments, and one final meeting to smoothly integrate the sections written into a coherent document that flows from one section to another. ______Keep your Paper On Target. Remember that this is a paper based on Intercultural Management issues for managers in an applied Business Administration context. Therefore, when interviewing and writing the report you must keep this clearly in mind: your report (based on the interview and on our coursework) will be focused on Intercultural management issues in marketing and not on strategic management, accounting, finance, MIS, innovation, or internal HR issues. You may briefly mention correlated factors, but the majority of your paper should reflect a strong focus and understanding of Intercultural management/cultural differences as you perceive them from both the interview and from the literature on the subject we have read in class. ______Spell Checking and Grammar Checking is obligatory: you must use the computers in the schools computer lab to run a grammar and spell check (under the Tools menu in Word) if you do not have the software for English language spell and grammar check. Failure to do this will result in a lower grade, and it is clear to the reader if you have done this or not. ______Self-Editing/Rereading your papers. A fundamental aspect of good academic writing is the editing process; in other words the ability to carefully select the information essential to include in your final papers. Since for this particular paper you should assume in-depth knowledge on the part of the reader (your instructor) then you should definitely spend none of your precious space describing or defining any of the theories you include, since I clearly know those theories. You will simply use those theories and other scholarly research on cross cultural management to illustrate issues encountered in the course, in the interview, and to make connections between the interviewees case and Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

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other areas of intercultural management issues. In other words, be selective about what you write, cut out any unnecessary information (give yourself the test of asking Is this sentence/statement absolutely essential to the main ideas I present here?) If the answer is no, CUT out that sentence. ______Peer Review/Editing of your Papers. You may ask another student in the group to read your paper and to make their suggestions for improving its writing and content before turning it in to me. You may note who edited/corrected your section even if that person only reads one section, it usually leads to a higher quality final product. ______Paragraphs, Indentions, and New Sections. Make sure that it is easy for the reader to notice where you are making a transition from one subject to another by beginning a new paragraph (which you indent with a 5-space indention to the right). Make sure that you do not add extra lines between sections (only double spacing not triple or quadruple spacing). If you have organized your paper into three sections, for example Related Research Issues, and Recommendations then you should use these as section subtitles or section headings. This greatly facilitates things for the reader and shows that you have organized your thoughts well. In addition you can include small graphs or tables if they serve to illustrate your main points. ______General Organization. You can organize the paper in any order you choose; this is at your groups discretion. However, it is important that you include the 3 major components as listed above. One important thing to remember is that I am very interested in reading your reactions and recommendations, and hope that you will spend the majority of the paper writing from your own perspective, in light of the readings we did and in light of your own personal & professional experiences. Since you will be taking on the role of an intercultural marketing management consultant for this paper, the recommendations enable me to see how you could potentially handle a difficult situation in the future and how you personally can produce value for any company whose environment is culturally complex and constantly changing. ______Citing Sources & Compiling a List of Works Cited is a fundamental requirement of responsible research. Otherwise it is plagiarism and results in a 0. You may use footnotes, endnotes, or annotations directly in the text, but whatever you do, make sure you note precisely in your text when you are making reference to another persons ideas, and cite where these ideas come from (interview, book, article, web page, television or radio recording, etc.) Page numbers are necessary if you are citing an article or book. You can find a variety of citation standards to use, including that suggested by Harvard Business School (this guide has been put up on the courses Moodle page). At the end of your paper you should have a bibliographic list (in alphabetical order of Authors name) under the title Works Cited. Who Grades my Paper? In this course, only the professor who taught you will be reading and correcting your papers.

Bibliography
Adler, N. International Dimensions of Organizational Behavior, Ontario: South-Western Publishing, 2002. Barsoux, Jean-Louis and Susan C. Schneider. Managing Across Cultures. New York: Prentice Hall, 2002. Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

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Goleman, Daniel. Working with Emotional Intelligence. New York: Bantam, 1998. Govindarajan, Vijay. Anil K. Gupta. Building an Effective Global Business Team. In Sloane Management Review (MIT): July 2001. Hall, Edward T. The Silent Language, NY, 1959, The Hidden Dimension, NY, 1966, Beyond Culture, NY, 1976, The Dance of Life, NY, 1983 Hall, Edward T. and Mildred Reed Hall. Understanding Cultural Differences, Germans, French and Americans Intercultural Press, 1990. Harvard Business Essentials: Negotiation. Cambridge: HBS Publications, 2003. Hofstede, Geert. Cultures and Organizations, Software of the mind, Intercultural Co-operation and its Importance for Survival, Beverly Hills: 1991 Lewis, Richard D. When Cultures Collide: Managing Successfully Across Cultures, London: Nicolas Brealey Publishing, 1999. Lewis, Richard D. The Cultural Imperative: Global Trends in the 21st Century. London: Intercultural Press, 2007. Mendenhall, Mark and Gary Oddou. Readings and Cases in International Human Resource Management. Southwestern College Publishing, Ontario: 2000. Patel, T. and Anja Schafer. Making Sense of Diversity of Ethical Decision-making in Business: An Illustration of the Indian Context. Journal of Business Ethics 10: Feb. 2009. Patel, T. The role of dynamic cultural theories in explaining the viability of international strategic alliance: A focus on Indo-French alliances; Management Decision, Vol. 45 No. 10, 2007. Rosenzweig, Philip M. National Culture and Management. Harvard Business School Note. Cambridge, MA USA 1994. Trompenaars, Fons. Riding the Waves of Culture, Understanding Cultural Diversity in Business, McGraw-Hill Companies, London, November 1997.

Professor
Michelle MIELLY email: michelle.mielly@grenoble-em.com Michelle Mielly is American and has worked in a variety of organizational settings in France, the U.S., Costa Rica, and West Africa, particularly through her activity with NGOs and local development initiatives. Her higher education includes a matrise from the University of Grenoble III, a Masters of Arts (Pennsylvania State U) and a Ph.D. (Harvard University). She has over 15 years experience teaching in higher education (Grenoble Ecole de Management, Institut Polytechnique National de Grenoble, Harvard University, Universit Pierre Mends France, Pennsylvania State University, Boston University, Ecole Doctorale des Sciences de Gestion.) As an intercultural management consultant Michelle has created trainings in Europe and in the U.S. on Intercultural Communication, Effective Intercultural Presentations, Culturally Targeted Communications, Diversity Awareness and Management, Remote Global Team Management, East-West Intercultural Relationshipbuilding, Effectively Communicating with North American counterparts, and Intercultural Team Building and Leadership, among others. Among her clients are APC-MGE Schneider Electric, Xerox Research Center Europe, GREX, ARKEMA, Lyon-Infocit, Volubill, Movea, WinSoft, and Sofradir. Her research interests include intercultural dialogue-building through NVC (Nonviolent Communication), Globalization, mtissage, ethics, emotional intelligence & cross cultural communication strategies towards empathic reciprocity. Michelle is currently Program Director for the MSc in Management Consulting Program at GGSB and enjoys teaching and tutoring final projects in intercultural management, Organizational Behavior, Sustainable Development, International business, Ethics, etc. to a broad variety of students in the school.

Cross Cultural Management Syllabus 2010-11 MBA FT 11 & PT 7 GGSB

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