Cross-Cultural Skills for Managers

January 2015
Description of the Course
This course is designed to provide the basics in cross-cultural 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. So there is the more straightforward, knowledge-building part of the cultural
management equation, and then there is the personal development aspect requiring both
interpersonal and intercultural intelligence and skills which are acquired across time and situations
and honed through experience. This course 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.

Course Objectives

Awareness of the significance of cultural differences in everyday work life, expressed through
different behaviors and practices

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 intercultural competence

Greater understanding of the multinational globalized context where remote (transnational,

virtual, global) teams are the norm, and where exponential technological advances require
adaptive cross cultural communication techniques and tools 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
2. Quiz
3. Group work and Cultural Incident role-play
4. Final Exam
Grading & Assessment
Group Assessment

22-% (8% Individual +12% Group) -Reading Assignment (Three reading assignments per group)
and other activities

10% - Analyzing the differences between India and Assigned country using Hofstede dimensions

20 % - Final Project
Individual Assessment

10% Quiz

40 % End-term Exam
Methodology
This course 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.
About the READINGS and DISCUSSIONS. Given the significant nature of intercultural
management and given the limited amount of time we have together, you 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.

In each class we may break class into 2-3 discussion groups and each group is required to
present the summary of assignment, 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:

What are the main ideas presented here/new things I have learned from this
reading? List at least 3 points per reading assignment

What are some of the authors underlying assumptions about the topic?

How will I be able to make this knowledge immediately actionable?

Course Outline: Session/Module/Reading Material

Sessions 1 & 2:

Why cross-cultural management? The nature of culture, Level of Culture, Hofstede

Cultural Dimensions, Trompenaars 7 cultural Dimensions

Sessions 1 & 2 (150 minutes)
30 minutes

20 minutes

15 minutes

35

20 minutes

30 minutes

Hofstede
Culture
dimensions

Trompenaars
7
cultural
Dimensions
and
Reconciling
cultural dilemmas

Cultural
Differences
Cross Cultural Quiz
Overview
course

of

the

Video
Crosscultural
Misunderstanding

The nature
of culture,

Discussion
on situations

Iceberg
Activity

Activity
Sharing
reward

the

Readings:

National Culture and Management by Prof. Philip M. Rosenzweig, HBS

Hofstedes Dimensions of Culture

Trompenaars, Fons & Wooliams, Peter (2011) Lost in Translation HBR, April

Homework & Readings for next Session

Culture and Leader Effectiveness: The GLOBE Study. Student Instructions: Please read this

and familiarize yourselves with the Cultural Dimensions listed in this summary, as well
as the concept of the Country Clusters

Malcolm Gladwell. Ethnic Theory of Plane Crashes. Outliers. . Please read this and be

prepared to discuss the cultural dimensions presented in this story and link them to
the GLOBE study and to Hofstedes dimensions.

Trompenaars, Fons & Hampden-Turner, Charles. Relationships and Rules. Riding the Waves of
Culture: Understanding Cultural Diversity in Global Business. 2nd Ed.

For session 4: Comparison of your culture to other culture (compare your home culture
to other culture you assigned to you). You can generate a comparative profile on Geert
Hofstedes site http://www.geert-hofstede.com/hofstede_dimensions.php & come ready
to present differences in the form of you prefer.

Sessions 3:

Discussion on Globe Dimensions, Comparison of Globe and Hofstede Dimensions,

Discussion on Universalism vs. Particularism

Sessions 3 (70 minutes)
10 minutes

20 minutes

15 minutes

Brief
Discussion-

Round
Discussion-

Table

GLOBE Study
summary

Ethnic Theory
Plane Crashes

of

20 minutes

Round
Discussion

Table

Case Discussion and Activity

Trompenaars, Riding
the Waves of Culture
Chap 4 (Universalism
vs. Particularism)

Sessions 4 & 5:

Understanding Indian Culture and differentiating with other national culture, the effect

of cultural Values on Management: Halls Cultural Value Dimensions

Sessions 4 & 5 (150 minutes)
35 minutes

35 minutes

Presentation by Students
Group on Comparing
Nations using Hofstede
Dimensions

Halls Cultural Value

Dimensions

70 minutes
Activity

10 minutes
Video Managing Cultural
Differences

Readings:
National Culture and Management by Prof. Philip M. Rosenzweig, HBS

Homework & Readings for next Sessions (7)

Goleman, Daniel. Social Radar. Working with Emotional Intelligence

Mindfulness for Intercultural Interaction by Halen Spencer-Oatey

Early, P. Christopher & Mosakowski (2004). Cultural Intelligence. HBR, October

Sessions 6:

Business Communication Across Culture: Use of language: Verbal and Non-verbal

(Prof. Lipi Das)

Sessions 7 & 8: Emotional Intelligence, Mindfulness for Intercultural Interactions, Cultural

Intelligence, Misperception, Cross-cultural Misevaluation, Developing Intercultural Relationships

Sessions 7 & 8 (150 minutes)

20 minutes

20 minutes

20 minutes

Round Table
Discussion-

Round Table
Discussion-

Round Table
Discussion

Emotional
Intelligence

Mindfulness
for
Intercultural
Interaction

Cultural
Intelligence

15 minutes

35 minutes

40 minutes

Summarizing
Round
Table
Discussion

Developing
Intercultural
Relationships

ActivityIdentifying
Assumptions

Readings:

Mindfulness for Intercultural Interaction by Halen Spencer-Oatey

Early, P. Christopher & Mosakowski (2004). Cultural Intelligence. HBR, October

Homework & Readings for next Sessions (7)

1. Sebenius, J.K. (2002). Hidden Challenge of Cross-Border Negotiations. HBR, March.
2. Rosenbaum, Andrew. How to Steer Clear of Pitfalls in Cross-Cultural Negotiation

Sessions 9:

Negotiating Globally- Facet of Negotiation, Cross Cultural Negotiation Practices, , Cross

Cultural Negotiation-Avoiding the pitfalls

Sessions 6 (70 minutes)

10 minutes
Facet of Negotiation

35 minutes
Cross
Cultural
Negotiation Practices
Examples
Weiss
Framework

Strategic

10 minutes
Round Table Discussion
Hidden Challenge of
Cross-Border
Negotiations
How to Steer Clear of
Pitfalls in Cross-Cultural
Negotiation

15 minutes
Video
Cross
Cultural
Negotiation Avoiding the
Pitfalls

Readings:

Sebenius, J.K. (2002). Hidden Challenge of Cross-Border Negotiations. HBR, March.

Rosenbaum, Andrew. How to Steer Clear of Pitfalls in Cross-Cultural Negotiation

Homework & Readings for next Sessions (10 & 11)

1. Brett, J., Behfar, K., & Kern, M.C. (2006). Managing Multicultural Teams. HBR,
Novermber
2. Govindarajan, V. & Gupta, A.K. (2001). Building an Effective Global Business Team. MIT
Sloan Management Review, Summer.

Sessions 10 & 11: Multicultural Team: Why Multicultural team, Strategies for Managing
Multicultural Team, Managing Virtual team
Sessions 10 & 11 (150 minutes)
10 minutes
Example of
Dysfunctional
Multi-cultural
team (Video)

20 minutes

20 minutes

20 minutes

40 minutes

10 minutes

20 minutes

Why
Multicultural
team
and
Strategies
for
Managing
Multicultural
team

Round Table
Discussion

Round Table
Discussion

Building
A
Global Sales
team

Building
Virtual team

Building an
Effective
Global
Business
Team.

Managing
Multicultural
Teams

Case
Discussion
Meeting of
Minds

(Video)

Video and
Lecture

Reading

Trompenaars, Fons & Hampden-Turner, Charles. Multicultural Team. Riding the Waves of
Culture: Understanding Cultural Diversity in Global Business. 2nd Ed.

Homework & Readings for next Sessions (12)

Case - From Regional Star to Global Leader

Sessions 12:

Leadership in International Context: Leadership Approach in US, China, India, Japan,

Becoming Global leader

Sessions 12 (70 minutes)
20 minutes
Leadership Approaches
in Selected Nations:
Video and Lecture

10 minutes
Round Table Discussion
Motivating and leading
across culture

30 minutes

10 minutes

Case Discussion From

Regional Star to Global
leader

Becoming Global Leader

Reading

Culture and Leader Effectiveness: The GLOBE Study

Homework & Readings for next Sessions (13&14)

Javidan, M. Teagarden, M., & Bowen, D. (2010). Making it Overseas. HBR, April

Clouse, M. A. & Watkins, M.D. (2009). Three keys to Getting an overseas assignment right.
HBR, Oct. 2009.

The case of Floundering expatriate

Sessions 13 & 14:

Cultural Issues in Merger and Acquisitions, Expatriation and Repatriation issues

Sessions 13 & 14 (150 minutes)

50 minutes

20 minutes

Cultural Issues in
Merger
and
Acquisitions-

Expatriation
Repatriation
issues

Case Discussion

Lecture

Sessions 15 & 16
Project Presentation

and

35 minutes

25 minutes

Case Discussion

Round Table Discussion -

The case of Floundering

expatriate

Three keys to Getting an overseas

assignment right (HBR, Oct. 2009)

Assignment -Analyzing the differences between India and Assigned country using Hofstede
dimensions
Comparison of your culture to other culture assigned to your group.
You can generate a comparative profile on Geert Hofstedes site
http://www.geert-hofstede.com/hofstede_dimensions.php
How these differences manifest in business settings:
Interactions between firms (negotiation with suppliers, dealing with
customers, joint ventures etc. OR
interaction among people within a firm (Leadership, team
management, motivation etc.)
Mode of Presentation As you prefer
th

Dates of Presentation 12 Jan. 2015

Duration of Presentations -5 minutes
Assessment Weightage 8%
th

Submission of Assignment 12 Jan. 2015

Group No.

Country

Group 1

USA

Group 2

Finland

Group 3

Netherlands

Group 4

South Korea

Group 5

Russia

Group 6

France

Group 7

Germany

Group 8

UK

Group 9

Sweden

Group 10

Australia

Group 11

South Africa

Final Projects
Intercultural Role Play/Meeting Simulation based on a Cultural Incident & Final Group
Reports
Role Play:

You will organize and prepare a role play which simulates a cross cultural situation (involving
at least two cultures).
Business Situation
Interactions between firms (negotiation with suppliers, dealing with
customers, joint ventures etc. OR
interaction among people within a firm (Leadership, team management,
motivation etc.)
Duration of Role Play -15 minutes to 20 minutes.
You are welcome to use any additional visual supports such as poster boards, writing on white
board, a PowerPoint template, a meeting agenda all is possible.
Every member is required to participate as actively as possible in the meeting simulation and is
expected to have roughly the same amount of speaking time.

In last 2 sessions, All groups will present their role plays in front of the class, and the
class embers observing will fill out evaluation forms with feedback to give back to groups.
Report: Whether you present or not to the class, everyone is expected to turn in a Report on the
Role play experience.

Report is consisting of 1 pages per team member, and 1 -2 pages for the introduction (Brief
about both the culture and differences between these using the different frameworks
discussed in the class), and 1 page for the conclusion. The Introduction and Conclusion
should be written by the entire group together, and edited collectively. The total number of
pages should not exceed 10 total. You can add to this a list of works cited (bibliography
page) making sure that any authors, concepts, websites, articles etc. are listed there.

The 1 page contribution of each student in the group should adhere to the following format and
guidelines:
State your name & role (nationality, function in the organization/business scenario) and
your function in the overall role play.
Describe your own perceptions of how you interacted in this role play.
In your description, please answer the following questions:
How did you feel about performing in this role?
What were the questions that immediately arose in your mind when you were assigned this
role?
What was difficult or challenging about assuming this role? What was easy?
What did you discover about yourself (in terms of intercultural awareness/competency)
through this role play?

What did you discover about your teammates in this role play (in terms of intercultural
awareness/competency?)
Any surprise discoveries for yourself or your teammates?
Which cultural dimensions from the theories, concepts, and models studied apply to your
role in the role play/your interactions/your perceptions?
What potential changes do you see yourself making in your own behavior(s) in order to be
more culturally competent in your international business career?

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.
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.
Hofstede, Geert. Cultures and Organizations, Software of the mind, Intercultural Co-operation
and its Importance for Survival, Beverly Hills: 1991

Readings for Group Discussion

1. Malcolm Gladwell. Ethnic Theory of Plane Crashes. Outliers. (G1-G3) (session 3)
2. Trompenaars, Fons & Hampden-Turner, Charles. Relationships and Rules. Riding the Waves of Culture:
nd

Understanding Cultural Diversity in Global Business. 2 Ed. (G4-G6) (session 3)

3. Goleman, Daniel. Social Radar. Working with Emotional Intelligence (G7-G9)

4. Mindfulness for Intercultural Interaction by Halen Spencer-Oatey (G10-G-11, G1)
5. Early, P. Christopher & Mosakowski (2004). Cultural Intelligence. HBR, October (G2 to G4)
6. Sebenius, J.K. (2002). Hidden Challenge of Cross-Border Negotiations. HBR, March. (G5-G7)
7. Rosenbaum, Andrew. How to Steer Clear of Pitfalls in Cross-Cultural Negotiation (G8-G10)
8. Brett, J., Behfar, K., & Kern, M.C. (2006). Managing Multicultural Teams. HBR, Novermber
(G11, G1- G2)
9. Govindarajan, V. & Gupta, A.K. (2001). Building an Effective Global Business Team. MIT
Sloan Management Review, Summer. (G3-G6)
10. Javidan, M. Teagarden, M., & Bowen, D. (2010). Making it Overseas. HBR, April (G7-G9)
11. Clouse, M. A. & Watkins, M.D. (2009). Three keys to Getting an overseas assignment right. HBR,
Oct. 2009. (G10- G11)