Managing Diversity in a Global Economy Syllabus –September 8, 2011 - December 15, 2011 Course #: ______ Thursday 6:20 – 8:50 PM Room: ________ Instructor: Deborah Brown Telephone 646-456-4883 Email: firstname.lastname@example.org There are truths on this side of the Pyrenees which are falsehoods on the other. ~ Blaise PascalIntense global competition in just the past decade has created a demand for managers and leaderssophisticated and adept in working with culturally diverse teams both domestically as well as globally.But until recently U.S. managers have been very parochial in their view. The body of research andbusiness literature bears out that we have and, to a disturbing degree, continue to labor under thedangerous misapprehension that what is true for Americans working in the United States is universal.Stop to consider, for example, that of more than 11,000 articles published in 24 management journals,approximately 80 percent reported on studies focused on U.S. companies conducted by Americanresearchers.But hard-won lessons have proven that the U.S. can hardly claim a "gold standard" of management,Only through a willingness to break down conceptual and theoretical biases do we become truly adeptat cross-cultural management. Global economic activity is unprecedented and the pace of globalcompetition will only accelerate. Any notion of success transcends national boundaries. When youconsider that 70 percent of cross border ventures fail within the first three years, your realize, that thecritically important question is no longer whether organizational dynamics are universal or culturallyspecific, but rather when and how to be sensitive to culture.Your success as a leader, manager, or team member in today’s global or domestic-multiculturalenvironment will largely hinge on your ability to recognize what differences are operating and learn toharness the potential advantages of diverse ways of understanding and solving business challenges. Wewill have to manage and think differently—to test and expand on the limits of our knowledge.This class will explore the various ways to perceive, describe, interpret and evaluate cultural differencesas a springboard to understanding how to leverage the diversity of cultural background amongemployees for competitive advantage.
This class is designed to provide you with an in depth understanding of organizational behavioral issuesfrom both a global and domestic perspective. You will: Understand your own cultural influences and propensities/presuppositions Develop insight into how the behavior of people in organizations around the world. Understand the systematic, predictable patterns of organization behavior across cultures. Describe and compare organizational behavior within countries and cultures; to better understand and improve the interaction of co-workers, team members and leaders. Leverage cultural diversity through an integrated approach to managing diversity. Understand the intersect of gender and culture in organizations.Students are expected to attend class, complete assigned readings prior to class and participate in classdiscussions. Homework assignments are to be submitted on their scheduled due dates. Lateassignments will not be accepted unless previously discussed and approved. Failure to attend class orsatisfactorily participate in class discussions will result in a lower corresponding grade. Exceptions willbe made for health and religious reasons.Midterm = 30 % of gradeFinal = 40 % of gradeReaction papers = 15%Quality of Participation 15%TEACHING METHODSThe course will rely heavily on experiential problem solving to unpack strategies to overcome ournatural parochial tendencies and/or the ethnocentric default option. Through case studies, reflectionand integration exercises, students will learn to see, understand and transcend their culturalconditioning and why it is crucial that they reject the domination of one reality over another.
Students written work is evaluated for effectiveness, as well as content. The writing must express ideasclearly, logically, and maturely, using Standard English sentence structure, grammar, and spelling.Students must acknowledge all sources of information by following a standard citation format.The use of cell phones, texting and Blackberries during class will not be permitted.Details of assigned homework will be posted on Blackboard as will the bibliography of readings. Theschedule detailed below is intended as a guideline and will remain flexible.Week Date Subject/In-class activity Readings/Deliverable Due Dates1 9/8 Communication tools for understanding culture Reading: Communication Tools, by LeBaron2 9/15 The vital role of cultural fluency Reading: Cultural Fluency, by Inoues Reaction paper due3 9/22 Through a looking glass – Our own cultural Reading: Working with underpinnings Americans by Stewart-Allen & Denslow. Part 1 & 2 Personal Reflections Paper4 9/29 Through a looking glass – How we do business Reading: Working with Americans by Stewart-Allen & Denslow. Part 3 & 4 Discussion Questions5 10/6 Behavior of people in organizations around the Reading: Global Smarts by world. Hodge Understand the systematic, predictable patterns Chapters 1 – 4 of organization behavior across cultures Application exercise from U.S. Application exercise and video media6 10/13 The impact of culture on organizations Reading: Power distance, individualism and job related attitudes in a culturally diverse work group by Boechner
7 10/20 In class mid-term exam8 10/27 Leveraging cultural diversity in organizations Reading: Making Difference Matter by Thomas The Loudest Duck by Liswood Create your own case study9 11/3 Managing in a multi-cultural work environment Reading Cultural Intelligence by P. Christopher Earley, Elaine Mosakowski Global Leadership Success Through Emotional and Cultural Intelligences by Ilan Alon, Alon Ilan, James M. Higgins 12 pages. Quiz10 11/10 The intersect of culture and gender in Reading: Global Smarts by organizations Hodge. Chapter 13 Organizational Influences on Women’s Career Opportunities by Harris Women Matter by McKinsey and Company Integration Exercise11 11/17 Women’s Progress into the World of Expatriates Breaking Barriers by Altman and Shortland Discussion Questions12 11/24 Thanksgiving Day – No Class13 12/1 In class final exam (written half)14 12/8 Final exam (verbal presentation)15 12/15 Exam review
Readings: Alon, Ilan and Higgins, J. (2005) Global leadership success through emotional and cultural intelligences. Business Horizons, Volume 48, Issue 6, November-December 2005, Pages 501-512. Bochner, S., and Hesketh, B. (1994). Power distance, individualism and job related attitudes in a culturally diverse work group. Journal of Cross-Cultural Psychology, 25 (2), 42-57. Earley P. C. and Mosakowski, E. Cultural Intelligence. Retrieved August 2010, from http://home.sandiego.edu/~pavett/docs/msgl_503/CulturalIntelligence-HBR.pdf Hodge, Sheida (2000) Global Smarts: The Art of Communicating and Deal Making Anywhere in the World. New York, Wiley. Inoue. Y. (2007) Cultural Fluency as a Guide to Effective Intercultural Communication: The Case of Japan and the U.S. Retrieved, August 2006 from http://www.immi.se/intercultural/nr15/inoue.htm LeBaron, M. "Cross-Cultural Tools for Understanding Cultural Differences. Communication." Retrieved, July, 2010, from http://www.beyondintractability.org/essay/communication_tools/ Liswood, L. A. The Loudest Duck: Moving Beyond Diversity while Embracing Differences to Achieve Success at Work. Wiley New York. McKinsey and Company. “Women Matter-Gender Diversity, a Corporate Performance Driver.” Retrieved July 2010 from http://www.mckinsey.com/locations/swiss/news_publications/pdf/women_matter_english.pdf Ohbuchi, K., and Takahashi, Y. (1994). Cultural styles of conflict management in Japanese and Americans: Passivity, covertness and effectiveness of strategies. Journal of Applied Social Psychology, 24 (1), 1345-1366. Page, Scott. (2011). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools and Socieities. Princeton University Press. Stewart-Allen, A. and Denslow, L. (2002) Working With Americans: How to Build Profitable Business Relationships Financial Times Management. Thomas, D. and Ely, R. (1996) Making Difference Matter: A New Paradigm for Managing Diversity Harvard Business Review, Vol. 74, Issue 5. Yochanan, A. and Shortland, S. (2008) Women and international assignments: Taking stock—a 25-year review. Special Issue: Part One: Breaking Barriers for Purposes of Inclusiveness. Volume 47, Issue 2, pages 199–216.