跨文化管理_(双语)报告封面

跨文化管理百科名片跨文化管理又称为“交叉文化管理(Cross Cultural Management)”，即在全球化经营中，对子公司所在国的文化采取包容的管理方法，在跨文化条件下克服任何异质文化的冲突，并据以创造出企业独特的文化，从而形成卓有成效的管理过程。

目录简介跨文化管理的发展企业进行跨文化管理要树立正确的观念企业跨文化管理的策略选择跨文化管理的有效手段简介跨文化管理的发展企业进行跨文化管理要树立正确的观念企业跨文化管理的策略选择跨文化管理的有效手段展开编辑本段简介跨文化管理又称为“交叉文化管理(Cross Cultural Management)”，即在全球化经营中，对子公司所在国的文化采取包容的管理方法，在跨文化条件下克服任何异质文化的冲突跨文化管理，并据以创造出企业独特的文化，从而形成卓有成效的管理过程。

其目的在于在不同形态的文化氛围中设计出切实可行的组织结构和管理机制，在管理过程中寻找超越文化冲突的企业目标，以维系具有不同文化背景的员工共同的行为准则，从而最大限度地控制和利用企业的潜力与价值。

全球化经营企业只有进行了成功的跨文化管理，才能使企业的经营得以顺利运转，竞争力得以增强，市场占有率得以扩大。

编辑本段跨文化管理的发展跨文化管理并不是一个新的事物，它起源于古老的国际间的商贸往来。

早在古代古埃及人、腓尼基人、古希腊人就开始了海外贸易，并懂得了如何与不同文化背景下的人们做生意。

到了文艺复兴时期，丹麦人、英国人以及其他一些欧洲国家的商人更是建立起了世界范围的商业企业集团。

当他们与自己文化环境以外的人们进行贸资保蔷突岫杂胨遣煌幕尘跋虏挠镅浴⑿叛鲆约跋肮弑３置舾幸员苊夥⑸逋徊⑺忱迪纸灰住Ｕ庑┦率瞪暇褪窃诖邮驴缥幕木牍芾砘疃２还馐焙虻目缥幕芾砘疃耆【鲇诖邮旅骋谆疃纳倘嗣堑母鋈司椋泄匚幕拔幕钜煊胂嗨频难芯恳步鼋鍪侨死嘌Ъ业氖隆９居肫笠祷购苌僮⒁舛晕幕捌洳钜斓难芯靠缥幕芾恚不姑挥谐晌幻哦懒⒌目蒲А?跨文化管理跨文化管理真正作为一门科学，是在20世纪70年代后期的美国逐步形成和发展起来的。

ManagementLecturer: Prof. Dr. Paulo R. Motta Course Language: English1. THE CHALLENGES OF INTERNATIONAL MANAGEMENT: introducing cultural ideas for improving management actions.Definitions of CultureHow is culture learned?Frameworks for Studying CultureNational cultures and work organizationsRelationships of culture to management behaviorImplications for ManagersBIBLIOGRAPHYTo get acquainted with the theme (read three chapters - choose):THOMAS –chapter 1 ―The Challenging Role of the Global Manager‖THOMAS –chapter 2 ―Describing Culture: What It Is and Where It Comes From‖ THOMAS –chapter 3 ―Comparing Cultures: Systematically Describing Cultural Differences‖THOMAS –chapter 4, ―How Culture Works: Fundamentals of Cross-Cultural Interaction‖MORAN, HARRIS, and MORAN - chapter 1 ―Global Leaders and Cultures‖ MORAN, HARRIS, and MORAN - chapter 2 ―Global Leaders and Communications‖ MORAN, HARRIS, and MORAN - chapter 3 ―Global Leaders in NegotiationsTo pursue furtherBYE, Hege Høivik, SANDA,,Gro Mjeldheim SANDAL, VAN DE VIJVER, Fons J.R., SAM, David Lackland, ÇAKAR, Nigar Demircan and FRANKE, Gabriele Helga (2011), ―Personal Values and Intended Self-Presentation during Job Interviews: A Cross-Cultural Comparison, ―Applied Psychology: An International Review‖,60 (1): 160–182CHEVRIER, Sylvie (2009), ―Is National Culture Stil l Relevant to Management in a Global Context?: The Case of Switzerland‖, International Journal of Cross Cultural Management, 9: 169-184.D'IRIBARNE, Philippe (2009), ―National Cultures and Organisations in Search of a Theory: An Interpretative Approach‖, International Journal of Cross Cultural Management, 9: 309-321.TIPTON, Frank B. (2009), ―Modeling National Identities and Cultural Change: The Western European, Japanese, and United States Experiences Compared‖, International Journal of Cross Cultural Management, 9: 145-168.2. COMMUNICATION AND NEGOTIATION ACROSS CULTURESCross cultural communication differencesSocial contextualizationVerbal and non verbal communicationHow culture influences the negotiation processThe Managers as NegotiatorBIBLIOGRAPHYTo get acquainted with the theme:THOMAS –chapter 6, ―The Manager as Negotiator: Communicating and Negotiating Across Cultures‖MORAN, HARRIS, and MORAN - chapter 2, ―Global Leaders and Communications‖ To pursue furtherCHEN, Chao C./ CHEN, Xiao-Ping (2009), ―Negative externalities of close guanxi within organizations‖, Asian Pacific Journal of Management, 26:37-53. FRIEDMAN, Victor J./ANTAL, Ariane Berthoin (2005), ―Negotiating Reality: A Theory of Action Approach to Intercultural Comp etence‖, Management Learning, 36(1): 69–86.LEONARD, Karen Moustafa/VAN SCOTTER, James R./PAKDIL, Fatma (2009), ―Culture and Communication: Cultural Variations and Media Effectiveness‖, Administration & Society, 41; 850.OHBUCHI, Ken-ichi ATSUMI, Emi.(20100 ―Avoidance Brings Japanese Employees What They Care About in Conflict Management: Its Functionality and ‗‗Good Member Image,‖ Negotiation and Conflict Management Research, 3(2): 117–1293. MANAGING DIVERSITY: WORK GROUPS IN DIFFERENT CULTURES AND MULTICULTURAL TEAMSCooperation and competition: cultural conceptsDirecting, leading and consensus buildingGroup and Team in a Cultural PerspectiveDiversity as a management conceptDiversity in different culturesModels of the multicultural organizationHow to manage diversityBIBLIOGRAPHYTo get acquainted with the theme:THOMAS, ―The Challenge of Multicultural Work Groups and Teams‖ – chapter8 HARRIS, MORAN and MORAN, ―Managing Diversity in the Global Work Culture‖ chapter 7FRANCESCO AND GOLD, ―Groups and Teams‖ chapter 7FRANCESCO AND GOLD ―Managing Diversity‖ chapter 13To pursue furtherBOWEN, Sarah (2008), ―Beyond Self-Assessment —Assessing Organizational Cultural Responsive-ness‖, Journal of Cultural Diversity, (15), 1.KALLINY, Morris/CRU THIRDS, Kevin W./MINOR, Michael S. (2006), ―Differences between American, Egyptian and Lebanese Humor Styles: Implications for International Management‖, International Journal of Cross Cultural Management, 6; 121-134.MURDOCH, Anna (2006), ―Diversity And Complementarity Of Cultures As Principles Of Universal Civilization‖, Dialogue and Universalism, No. 5-6: 117- 128.VALLASTE, Christine (2005), ―Cultural Diversity and Its Impact on Social Interactive Processes Implications from an Empirical Study‖, International Journal of Cross Cultural Management, 5; 139-163.ZIMMERMANN, Angelika, (2011) ―Interpersonal relationships in transnational, virtual teams: Towards a configurational perspective‖. International Journal of Management Reviews, 13: 59–784. LEADERSHIP ACROSS CULTURESThe cultural context and leadership practiceBeliefs and attitudes about leadersCultural variations in leadership concepts and practicesManager‘s leadership roles by culturesBIBLIOGRAPHYTo get acquainted with the themeTHOMAS - chapter 7 ―The manager as a leader: The Leadership Role Across Cultures‖MORAN, HARRIS, and MORAN - chapter 4 ―Global Leaders and the Changing Knowledge Culture‖JAVIDON, Mansur/DORFMAN, Peter W./HOWELL, Jon Paul/HANGES, Paul J (2010), ―Leadership and C ultural Context: A Theoretical and Empirical Examination Based on Project GLOBE‖, in NOHRIA, Nitin/KHURANA, Ralesh, Handbook of Leadership Theory and Practice, Boston: Harvard Business Press.To pursue furtherBOLDEN, Richard/KIRK, Philip (2009), ―Afri can Leadership: Surfacing New Understandings through Leadership Development‖, International Journal of Cross Cultural Management, 9: 69-86.DORFMAN, Peter/HOUSE, Robert (2004), ―Cultural Influences on Organizational Leadership‖ in HOUSE, Robert J./HANGES, Paul J./JAVIDAN, Mansour/DORFMAN, Peter W./GUPTA, Vipin (edi-tors), Culture, Leadership and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks: Sage.PRIME, Jeanine/JONSEN, Karsten/CARTER, Nancy/MAZNEVSKI, Martha L. (2008), ―Managers' Perceptions of Women and Men Leaders: A Cross Cultural Comparison‖, International Journal of Cross Cultural Management, 8: 171-210.VAN EMMERIK, IJ. Hetty/EUWEMA, Martin C./WENDT, Hein (2008), ―Leadership Behaviors around the World: The Relative Importance of Gender versus Cultural Background‖, International Journal of Cross Cultural Management, 8: 297-315.5. ETHICS IN INTERNATIONAL MANAGEMENTEthics in international management decisionsHow attitudes toward ethics vary with the cultureUniversal versus culturally contingentRelativism and beliefs about values and corruptionacquainted with the theme:BIBLIOGRAPHYTo get acquainted with the theme:LANE, DISTEFANO, MAZNEVSKY and DIETZ - chapter 8 ―Competing with Integrity in Global Busi-ness‖PHATAK. BHAGAT and KASHLAK - chapter 14, ―Ethics and Social Responsibility for International Firms‖To pursue furtherBULLER, Paul F./KOHLS, John J./ANDERSON, Kenneth S. (2003), ―When Ethics Collide: Managing Conflicts Across Cultures‖, in THOMAS, David, Readings a nd Cases in International Management, Thousand Oaks: Sage.CULLEN, John B./PARBOTEEAH, K. Praven/HOEGL, Martin (2004), ―Cross- National Differences in Managers‘ Willingness to Justify Ethically Suspect Behaviors: A Test of Institutional Anomie Theory‖, Academy of Management Journal, 47 (3): 411-421.DUSSEL, Enrique/IBARRA-COLADO, Eduardo (2006), Globalization, Organization and the Ethics of Liberation, Organization, 13(4) 489–508.PALAZZO, Bettina (2002), ―A U.S. –American and German Business Ethics: An Intercultural Comparison‖, Journal of Business Ethics, 41: 195-216. PARBOTEEAH, K. Praveen (2005), ―Does National Culture Affect Willingness to Justify Ethically Suspect Behaviors? A Focus on the GLOBE National Culture Scheme‖, International Journal of Cross Cultural Management, 5(2): 123–138. TURCOTTE, Marie-France/MACLEAN, Joan/AGUILERA, Gustavo Munoz/RAVLIN, Eliza-beth/TIESSEN, James H./BESS, Dave/MACNAB, Brent/BRISLIN, Richard, Worthley, Reg/GALPERIN, Bella L./JENNER, Steve/LITUCHY, Terri R. (2007), ―Culture and Ethics Management: Whistle-blowing and Internal Reporting within a NAFTA Country Context‖, International Journal of Cross Cultural Management, 7: 5-28.WATSON, Sharin/WEAVER, Gary (2003), ―How internationalization affects corporate ethics: fo rmal structures and informal management behavior‖, Journal of International Management, 9: 75-93.6. STRATEGY, STRUCTURE AND DECISION MAKING ON A CROSS CULTURAL PERSPECTIVEHow attitudes toward the future affect planningThe strategic value of cultural differencesExamples of strategic dimensions across culturesCross cultural dimensions of decision makingCultural perspectives on problems and opportunitiesCultural and non cultural constraints on rationalityBIBLIOGRAPHYTo get acquainted with the themeLANE, DISTEFANO, MAZNEVSKY and DIETZ - chapter 5 ―Executing Global Strategy‖THOMAS –chapter 5, ―The Manager as Decision Maker: Cross Cultural Dimensions of Decision Making‖THOMAS –chapter 9, ―The Challenge of International Organizations‖To pursue furtherCARR, Chris (2005), ―Are German, Japanese and Anglo-Saxon Strategic Decision Styles Still Diver-gent in the Context of Globalization?‖, Journal of Management Studies, 42(6): 1155-1188.CHIANG, Flora F. T. and BIRTCH, Thomas A. (2010) ―Appraising Performance across Borders: An Empirical Examination of the Purposes and Practices of Performance Appraisal in a Multi-Country Context.‖ Journal of Management Studies 47 (7): 1365- 1393LEONG, Joyce L.T./BOND, Michael Harris/PING FU, Ping (2006), ―Perceived Effectiveness of Influ-ence Strategies in the United States and Three Chinese Societies‖, International Journal of Cross Cultural Management, Vol. 6(1): 101–120. NOORDERHAVEN, Niels G./BENDERS, Jos/KEIZER, Arjan B. (2007), ―Comprehensivene ss versus Pragmatism: Consensus at the Japanese–Dutch Interface‖, Journal of Management Studies, 44(8): 1349-1370.TYLER, Beverly B./GNYAWALI, Devi R. (2009), ―Managerial Collective Cognitions: An Examination of Similarities and Differences of Cultural Or ientations‖, Journal of Management Studies, 46(1): 93-126.VANCE, Charles M. (2006), ―Strategic Upstream and Downstream Considerations for Effective Global Performance Management‖, International Journal of Cross Cultural Management, Vol. 6(1): 37–56.7. INTERCULTURAL RESEARCH and TRANSFERENCE OF MANAGEMENT KNOWLEDGEEvaluating cross-cultural management studiesTransference of management knowledge and practicesCultural obstacles for applying management knowledge cross culturally Multinational management orientationBIBLIOGRAPHYTo get acquainted with the theme:THOMAS - chapter 11, ―The Challenge of Managing Across Cultures in the Future‖ HARRIS, MORAN and MORAN - chapter 5, ―Global Leaders Learn from other Management Systems‖To pursue furtherFISCHER, Ronald (2009), ―Where Is Culture in Cross Cultural Research?: An Outline of a Multilevel Research Process for Measuring Culture as a Shared Meaning System“, International Journal of Cross Cultural Management, 9: 25-49. GERHART, Barry (2008), ―Cross Cultural Management Research: Assumptions, Evidence, and Suggested Directions―, International Journal of Cross Cultural Management, 8: 259-274.NELSON Reed E./GOPALAN, Suresh (2003), ―Do Organizational Cultures Replicate National Cultures? Isomorphism, Rejection and Reciprocal Opposition in the Corporate Values of Three Countries‖, Organization Studies, 24(7): 1115–1151. PRIMECZ, Henriett/ROMANI, Laurence/SACKMANN, Sonja A. (2009), ―Cross-Cultural Management Research: Contributions from Various Paradigms“, International Journal of Cross Cultural Management, 9; 267-274.TAKEUCHI, Riki/TESLUK, Paul E./YUN, Seokhwa/LEPAK, David (2005), ―An Integrative View of International Experience‖, Academy of Management Journal, 48(1): 85–100.TARIQUE, Ibraiz and CALIGIURI, Paula, (2009) ―The role of cross-cultural absorptive capacity in the effectiveness of in-country cross-cultural training‖ International, Journal of Training and Development, 13(3): 148-164VAARA, Eero, SARALA, Riikka, STAHL, Guenter and BJÖRKMAN, Ingmar, (2010), ―The Impact of Organizational and National Cultural Differences on Social Conflict and Knowledge Transfer in International Acquisitions‖ Journal of Management Studies,:1.27YEGANEH, Hamid/ZHAN, Su (2006), ―Conceptual Foundations of C ultural Management Research‖, International Journal of Cross Cultural Management, 6(3): 361–376.REFERENCES AND ADDITIONAL READINGS:ADLER, Nancy. 1997. International Dimensions of Organizational Behavior. Cincinnati: South Western College.AXTELL, Roger, 1998, Gestures : The Do's and Taboos of Body Language Around the World. New York: John Wiley.AXTELL, Roger, et alli. 1997. Do's and Taboos Around the World for Women in Business. New York: John Wiley.BERGER, Peter L. e HUNTINGTON, Samuel P. 2002. editors, Many Globalizations: Cultural Diversity in the Contemporary World. Oxford: Oxford University Press, 2002. BOSROCK, Mary Murray. European Business: Customs & Manners. New York: Meadwbrook Press, 2006.CHANEY, Lilian H. and MARTIN, Jeanette S. Intercultural Business Communication. Upper Saddle River, Pearson, 2007.CHONG, Nilda and BAEZ, Francia, Latino Culture. Yarmouth, ME, Intercultural Press, 2005.COX, Taylor. 2001. Creating the Multicultural Organization. San Francisco, Jossey Bass.CULLEN, John B and PARBOETEEAH, K. Praveen. 2005. Multinational Management, A Strategic Approach. Mason, South Western.CYR, Donald, 2002. The Art of Global Thinking. West Lafayette: Purdue University Press.ELASHMAWI, Farid e HARRIS, Philip. 1998, Multicultural Management 2000 : Essential Cultural Insights for Global Business Success.Houston: Gulf Publishing Co.FERRARO, Gary 2001. The Cultural Dimension of International Business. Englewood Cliffs, NJ: Prentice Hall.FOSTER, Dean Allen. 2000. The Global Etiquette Guide to Asia. New York: John Wiley.FOSTER, Dean Allen. 2000. The Global Etiquette Guide to Europe : Everything You Need to Know for Business and Travel Success. New York: John Wiley. FRANCESCO, Anne Marie e GOLD, Barry. 1997. International Organizational Behavior. Upper Saddle River, NJ: Prentice Hall.GRANROSE, Cherlyn S. e OSKAMP, Stuart. 1997. (editors) Cross-Cultural Work Groups. Thousand Oaks: Sage.HARRIS, Philip, MORAN, Robert, MORAN, Sarah and SOCCORSY, Judith. 2004 (editorial coordinators) Managing Cultural Differences: global leadership strategies for the 21st century. Elsevier.HARRISON, Lawrence E. e HUNTINGTON, Samuel P. 2000 editors, Culture Matters: How values shape human progress. New York: Basic Books.HOECLIN, Lisa. 1995. Managing Cultural Differences: strategies for competitive advantage. Workingham,UK: Addison-Wesley. 1995HOFSTEDE, Geert, and HOFSTEDE, Gert Jan. 2005 Cultures and Organizations: software of the mind. New York: McGraw-Hill.HOFSTEDE, Geert, Culture’s Consequences: Internat ional Differences in Work-Related Values. Beverly Hills: Sage, 1980.HOPKINS, Bryan 2009. Cultural Differences and Improving Performance. Farham. Gower.HOUSE, Robert J. (Editor), and Mansour Javidan, Paul J. Hanges, Vipin Gupta, Peter W. Dorfman. 2004 Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks.LANE, Henry W, DISTEFANO, Joseph J., MAZNEVSKY, Martha L. 2003. Management Behavior: Text, Readings and Cases. London: Blackwell.LAROCHE, Lionel. 2003. Managing Cultural Diversity in Technical Professions. Woburn Ma: Elsevier Science, 2003.McCALL, Morgan e HOLLENBECK, George. 2002. Developing Global Executives, Boston: HBS Press.MOLE, John. 1995.Mind Your Manners: Managing Business Cultures in Europe. Londres, Nicholas Brealey.MORAN, Robert, HARRIS, Philip, and, MORAN, Sarah. 2011 Managing cultural differences: Global Leadership Strategies for Cross-Cultural Business Succes s.ElsevierMORRISON, Terri, et alli, 1994. Kiss, Bow, or Shake Hands: How to Do Business in 60 Countries Holbrook: Adams Media.PETERSON, Brooks, 2004, Cultural Intelligence. Yarmouth:Intercultural Press.PUNNETT, Betty Jane. 2004. International Perspectives on Organizational Behavior and Human Resource Management. Armonk, NY: Me Sharpe.SABATH, Ann Marie. 2000. International Business Etiquette, Latin America: What You Need to Know to Conduct Business Abroad with Charm and Savvy. Franklin Lanes, NJ: Career PressSCARBOROUGH, Jack. 2001. The Origins of Cultural Differences and Their Impact on Management. Westport: Quorum Books.SHWEDER, Richard A. 1991. Thinking Through Cultures: Expeditions in Cultural Psychology. Cambridge: Harvard University PressSIMONS, George F. 2002. Euro Diversity. Woburn Ma: Elsevier Science.SORTY, Craig. 2004. American at Work: A Guide to the Can-Do People. Yarmouth, Maine: Intercultural Press.THOMAS, David, 2002. Essentials of International Management: A Cross Cultural Perspective. Thousand Oaks: Sage.TROPENAARS, Fons and HAMPDEN-TURNER. 1998. Charles. Riding the Waves of Culture. London: Nicholas Brealey.WALLACE, Joel e METCALF, Gale. 1995. Working with Americans: a practical guide for Asians on how to succeed with US managers. Singapore: McGraw-Hill.PROPOSED SCHEDULE (Preliminary)。

跨文化管理期末报告(2012-2013-2)(一) Hofstede’s Cultural Dimensions1 Hofstede’s Five Dimensions :Power DistanceUncertainty AvoidanceIndividualism vs. CollectivismMasculinity vs. FemininityLong vs. Short-term Orientation1.1 The power distance dimension has to do with inequality in a society.In a high power distance environment there would be greater tolerance for, and expectation of, inequality in prestige, wealth and power.High Power Distance Low Power Distance威权 / 集权社会弱权 / 微权社会核心价值: 尊崇地位核心价值: 人人平等核心区别: 强权/依附核心区别: 对事/人负责关键元素: 集权关键元素: 分权1.2 Uncertainty Avoidance Index (UAI)The uncertainty avoidance focuses on uncertainty at the organizational level looking at the use of rules, strategies and institutions to reduce exposure to an unsure future.Uncertainty Avoidance Uncertainty Tolerance确定性 / 排斥不明确 / 兼容核心价值: 明确核心价值: 摸索、探寻核心区别: 对/错核心区别: 紧急与否关键元素: 存在偏差是危险的关键元素: 差异带来好奇1.3 Individualism (IDV)--- Individualism vs. CollectivismThis dimension has to do with the relationship the individual has with the group and more generally with society. The nature of this relationship determines not only how people think about themselvesand their immediate group but the structure and functioning of many institutions aside from the family.Individualism（个人主义） Collectivism（集体主义）核心价值: 个体独立和自由核心价值: 团队的和谐核心区别: 自我/他人核心区别: 融入/脱离团体关键元素: 在交流中强调观点鲜明关键元素: 关系比任务更重要Comparing Individualism with Collectivism个人(Individualism) 集体(Collectivism)强调个性及个人权利强调个体之间紧密的在社会中是最重要的。

Ramon Llull University, IQS School of Management - BarcelonaCatholic University of the Sacred Heart - MilanForum-Nexus ProgramUndergraduate DivisionCourse SyllabusMGT 389 -02Cross-Cultural Management:European, U.S, and Global PerspectivesIntroductionIn an increasingly globalized and flat world, the ability of companies and individuals to be effective internationally has become a key ingredient for commercial and personal success. Set in the highly multicultural environment of the European Union, this course will develop the students’ cross-cultural skills and offer a hands-on learning experience that will greatly benefit them personally and professionally.Course DescriptionThe course introduces a way of thinking that will enable participants to function effectively in any culture, and in particular acquire experience dealing with the numerous cultural differences among European countries. It presents essential concepts of national and global culture and examines key differences in communication, facilitating the correct interpretation of a wide variety of cross-cultural situations and laying the foundation for necessary behavioral adaptations. Other important topics include working effectively in multi-cultural teams, cross-cultural negotiations and international careers. The course puts a strong emphasis on practical applications in real world business and professional situations. This practical dimension will be enhanced through exercises, cases, workshops and visits to leading European companies and organizations. Each visit will expose the participants to different aspects of the class and will highlight the practical relevance of the concepts learned.Course ObjectivesUpon the successful completion of this course students will be able to:1.Exhibit a high degree of cultural intelligence2.Acquire a sharper understand of their own culture and how it impacts their behavior in a multiculturalsetting3.Interpret behavior, attitudes and communication styles of people from different cultures correctly4.Become familiarized with the key cultural characteristics of the main countries in the European Unionand the most crucial differences among theme a repertoire of behavioral skills appropriate for different intercultural situations6.Deal with ambiguity in an ever-changing and unpredictable context that results from the globalizationof business and people7.Exhibit a high degree of effectiveness when working in culturally diverse groups8.Acquire a higher level of International IQCourse RequirementsThe course requires active student participation. Students are expected to read the assigned textbook chapters, cases and articles before every class. Punctual attendance is required. There will be a midterm exam, a final exam, case studies, and a team project. Each student is required to participate in a minimum of four professional visits.Teaching Procedures and MethodologyTeaching methods used in this course include lectures, case discussions, group assignments, and professional visits. Learning in this course requires the student’s constructive participation and active involvement in both class discussions and small group discussions. Small group discussions, in particular, are a key mechanism for facilitating learning from other team members. Thus, it is essential to attend all group activities inside and outside classes. The corporate visits will expose the participants to different aspects of the class and will highlight the practical relevance of the concepts learned. The visits will be accompanied by individual or group assignments.Required Textbooks1.“Cultural Intelligence: Living and Working Globally”, by David Thomas and Kerr Inkson, Berrett-Koehler Publishers, 20092.“Kiss, Bow or Shake Hands, Sales and Marketing”, by Terri Morrison and Wayne A. Conaway,McGraw-Hill, 2011Supplementary Readings•“Yogurt Culture Wars ” by Duane Stanford and Mathew Boyle, Bloomberg Business Week, October 25, 2010•“Cultural Intelligence” by Elisabeth Plum, Cultural Intelligence Blog, March 16, 2009•"Five Global Leadership Forces”, by Marshall Goldsmith, Bloomberg Business Week, October 13, 2009 •“Managing Differences: The Central Challenge of Global Strategy”, by Pankaj Ghemawat, Harvard Business Review, March 2007•"An Intercontinental Start-up Across 16 Time Zones” by Jessica Stillman, Bloomberg Business Week, January 5, 2012•"Facial Expressions Not Universally Understood”. By Robert Preidt, Executive Health, August 13, 2009 •“Short-term Overseas Assignments”, by Bronwyn Fryer, Harvard Business Online, July 21, 2009Team ProjectWorking in multi-cultural teams, students will develop a training manual for U.S. managers who are about to be sent as expatriates to one of the countries visited in the program. Each team will take on the role of consultants and coaches in cross-cultural management that have been asked advice to coach and train the high-potential executives about to be sent abroad. The manual will have two parts:The first part consists of an informative section that provides the executive with a broad cross-cultural understanding of key cultural issues, differences and similarities between their home country and the target country.The second part consists of a practical training session, in which these managers are taught in a 2- hour session practical exercises on cross-cultural management know-how, concepts and skills. The team elaborates the outline for this training session, including practical exercises that will help the executives become effective managers in their assigned country.The project report should be between 8 and 10 pages in length, including a description of the proposed practical training sessions and exercises in part 2. (Font: Arial, 12; Line Spacing: 1.5).Useful Websites1. 2. 3. 4. 5. 6. Components of Final GradeMidterm exam 20%Final exam 20%Team project 20%International IQ exams 20%Assignments 10%Class participation 10%Grading Scale93-100 % A90-92.9 % A-87-89.9 % B+83-86.9 % B80-82.9 % B-77-79.9 % C+73-76.9 % C70-72.9% C-67-69.9 % D+63-66.9 % D60-62.9 % D-Below 60 % FCourse OutlineModule 1•Introduction to cross-cultural communication•The globalization of business and people in the 21st century•Understanding culture and cultural differences•Components of cultural intelligence•Key cultural values and concepts•How culture affects behavior•Switching off cultural cruise control•Class Discussion: Examining our cultures, norms and behaviors• Cultural differences within Europe• Cultural differences between Europe and other countries• Focus: Cultural characteristics of Spain and France• Workshop: Practical scenarios, analysis and solutionsModule 2• Developing cultural intelligence: Stages, process and supporting activities• National and global cultures explored• Decision-making models across cultures• Goals, motivation and ethics in decision-making• Cross-cultural communication failures• The cross-cultural communication process• Verbal language, codes and conventions• Non-verbal communication• Negotiating styles in Europe, Latin America and Asia• Focus: Cultural characteristics of Italy and Switzerland• Women crossing cultures: Gender bias and success stories• Case Study: Effective communication across borders• Midterm ExamModule 3• Raising your cultural intelligence: knowledge, mindfulness and behavior• Leadership across cultures: styles, expectations and examples• Culturally intelligent leadership• Working in multi-cultural teams: concepts, processes and performance• Culturally intelligent team management: skills and strategies• Creating cultural competence: the international experience• Workshop: Negotiations and team management training• Focus: Cultural characteristics of the US, Japan, Brazil and MexicoModule 4• Toolbox for understanding and solving ethical dilemmas of international executives• Managing international careers: challenges and opportunities for the 21st century• Putting it all together: knowledge, mindfulness and behavioral skills• Workshop: Individual cross-cultural management skills inventory and scorecards• Focus: Cultural characteristics of Greece• Team projects: findings and discussion• Case study: becoming a global managerFinal ExamSchedule of Classes and Professional VisitsThe detailed schedule of classes and professional visits for each session will be available online at /schedulesPlease note that this course will be offered as a Section 2 class.Academic IntegrityThe Ramon Llull University and the Catholic University of the Sacred Heart place a high value on the integrity, good conduct and academic honesty of all students. Students are expected to maintain highstandards of academic integrity at all times. Any instance of academic dishonesty, including plagiarism, will result in a grade of F for the course.。

《跨文化管理》教学大纲课程编号：EM 3321083课程名称：跨文化管理（双语教学）英文名称：Cross-Cultural Management 学时：30 学分：2课程类型：限选课程性质：专业课适用专业：工商管理、电子商务、金融学、开课学期：第6学期工业工程、信息管理与信息系统开课院系：经济管理学院一、课程的教学目标与任务技术和经济因素驱动着商务和管理环境的全球化发展，导致组织和个人跨文化交往日益增加。

认识和理解文化对组织中人际交往的影响，成为有效进行全球化的国际性管理的一个基本需要。

跨文化管理是关于跨国和跨文化背景下管理人和组织的系统化理论。

跨文化管理课程介绍跨文化管理的主要理论及其在实践中的应用，旨在帮助学生认识和理解文化对组织中人际交往的影响，学习跨文化管理的理论知识，锻炼在全球化的国际性商务环境中进行有效管理的实际能力，培养能够从事国际性管理工作的人才。

为此，需要了解全球化商务背景下管理者面临的主要跨文化管理问题，形成文化与管理、组织和沟通相关联的思想，掌握利用跨文化管理理论解决实际问题的方法。

二、本课程与其它课程的联系和分工跨文化管理可作为工商管理、电子商务、金融学、工业工程、信息管理与信息系统等专业的选修课，与管理学原理、组织行为学、人力资源管理等课程有一定的联系。

管理学原理、人力资源管理从广泛意义上来研究对组织和人的管理，组织行为学从个体、群体和组织三个层次上展开对管理的探索，但大多都没有涉及文化对管理的影响。

跨文化管理将文化对管理的影响作为主线，研究跨国和跨文化背景下的管理问题，是随着全球化和国际化而兴起的一门年轻学科，在国内外各著名高校的管理学院都被作为重要的专业课，可作为管理学原理、组织行为学、人力资源管理、企业战略管理、生产运作管理等其他管理类课程的后续课程。

三、课程内容1．文化的含义和维度（1）文化的特点 B文化多元性文化中包含价值观文化的正态分布（2）文化的维度 B 郝夫斯特的文化维度强皮纳斯的文化维度文化的态度维度（工作价值观与态度的文化差异）2．世界主要国家和地区的文化比较（1）世界主要国家/地区文化簇的划分及典型文化簇 B 儒家文化簇英美文化簇北欧文化簇拉丁文化簇（2）世界主要国家/地区的文化差异体现在商务方面的例子 B 中国商务文化美国商务文化印度商务文化俄罗斯商务文化法国商务文化德国商务文化3．跨文化沟通与谈判（1）沟通的跨文化差异 C 口头语言沟通的文化差异书面语言沟通的文化差异非语言沟通的文化差异倾听的文化差异（2）提高跨文化沟通的有效性 C 跨文化沟通的语言能力跨文化沟通的文化敏感性训练（3）跨文化谈判 B 谈判的过程影响谈判的文化差异取得跨文化谈判双赢的技巧4．企业文化与文化多元化（1）企业文化的特点 B 企业文化的定义与特征国家文化与企业文化的相互作用（2）跨国公司的各种企业文化 B （3）企业文化的多元化 B 5．跨文化差异对服务外包的影响（1）发包方与接包方的文化差异对双方服务外包决策的影响 B （2）跨文化差异对服务外包项目管理的影响 B （3）跨文化差异对服务外包项目团队沟通与协作的影响 B 6．服务外包中的文化适应与融合（1）服务外包中的文化体验 C（2）服务外包中的文化震荡/文化适应周期 B （3）服务外包中的文化融合 B 7．服务外包中的跨文化团队塑造（1）服务外包团队建设中文化的角色 B （2）服务外包中跨文化团队的类型和特征 B （3）如何塑造优秀的跨文化团队 A 8．服务外包中的跨文化信任构建（1）信任的影响因素 B 受信者的特征施信者的特征信任过程中的其他影响因素（2）文化对信任的影响 B 文化对信任评判标准的影响文化对信任双方感知的影响（3）服务外包中构建跨文化信任的策略 B 注：A：了解，B：掌握，C：熟练掌握四、教学安排及方式五、考核方式笔试（开卷）。