COURSE OUTLINE WINTER 2008

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					                   Department of Career and Management Studies
                                    (http://www.mcgill.ca/conted)

                             COURSE OUTLINE                         WINTER 2008

Course Name:           Class Title: TRANSCULTURAL LEADERSHIP

                        Course Number        - CPL2 534-781 – winter 2008

Instructor:             Karen Diaz
Contact Information:    Phone: 514-924-9952 / 514-428-9750
                        Email: Please note that students can contact me through the
                        email system within Webct.

Course Objectives:
           • To understand how culture influences leadership style
           • To understand the impact of culture on international business
              relationships.
           • To develop future international leaders with as level of cross-
              cultural competency by bridging multicultural education theory and
              praxis.
           • To identify the areas in which cultural differences present a
              challenge in communication with persons of different cultures.
           • To communicate effectively and confidently in different cultural
              contexts.
           • To explore our cultural backgrounds and distinctive leadership
              assumptions and practices.
           • To become more self aware of our culture conditioning, individual
              biases, stereotypes, assumptions and to understand the business
              implications it has on our interactions with people who are different
              from us.

Course Description:
           The world of business demands a repertoire of styles, a respect for
           diversity, and an understanding of cultures. Just as eyeglasses improve
           vision, cultural awareness and sensitivity enrich our lives, helping us
           to better comprehend the actions and behaviours of groups of people,
           their organizations and systems, their nationalities and uniqueness.

           A variety of trends, including the increase in the use of teams,
           changing workforce demographics, and the globalization of business have
           made managing workforce diversity a cultural competency for future
           leaders.

           The globalization of business and the multicultural make-up of the
           workers require today's managers to develop cross-cultural
           effectiveness. This course focuses on the mindsets and competencies
           individuals need to lead their organizations and teams in a global
           environment. It is the thesis of management thought that all management
           professional development requires global intercultural understanding and
           skills.

           The following are questions to consider:
           • How do your underlying beliefs, assumptions, and socialization impact
              your worldview and interactions with others who are different from
              you?
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           •    How do you effectively communicate cross culturally?
           •    How can you manage diversity effectively?

Text & Readings:
           “International Management: Managing Across Borders and Cultures” – 5th
           Edition by Helen Deresky (ISBN 0-13-109597-8)

           OTHER REFERENCES AND READING MATERIAL:       As assigned or distributed in
           class.

           Several case studies of exercises will be used in class to facilitate the
           students' understanding and application of key theories and concepts. All
           students are expected to attend all classes in their entirety.
           Unauthorized early class departures, poor attendance will be penalized.


Student Evaluation:

           Students' work during the term will be evaluated on the following basis:


                                                                PERCENTAGE

           1.   Participation                                            10%
           2.   Case Analysis – Presentation                             40%
           3.   Current Issues Report                                    20%
           4.   In class assignments (Multiply Choice & Short Ans.)      30%


                                              TOTAL:                     100%


Course requirements:
           CLASS PARTICIPATION (10%):

           Students are expected to attend and to participate in all classes. You
           are expected to read ahead and come to class prepared to discuss
           substantially any assigned material. Being well prepared will enable you
           to discuss assigned readings and cases and to engage constructively in
           experiential exercises. Students will be required to read current
           business publications like the Global Mail, Wall Street Journal, The
           Economist, Business Week, and other recognized materials from the field
           of multinational business to inject the most current information from
           these sources and from the Internet into this course


           Case Analyses (40%):

           Each student is required to participate in a group to prepare a written
           analysis of one of several cases suggested by the instructor. This
           analysis should include the identification and explanation of the core
           issue or problem, possible solutions or courses of action, and a
           proposed solution and justification for that solution. The analysis
           should be no more than about 1250 words. The case analysis is to be
           handed in on the due date.
           Case to choose from:

                        Case 10: Pepsi’s Entry into India: A lesson in Globalization
                        Case 14: Management of Human Assets at Infosys

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           Case 16: A First-Time Expatriate’s Experience in a Joint
           Venture in China
           Case 4: Dell’s Dilemma in Brazil: Negotiating at the State
           Level

        DUE: April 10th



Case Preparation for Group & Class Discussion

Considering that case preparation is a personal matter and that there is
no one formula, the following are some generally recommended guidelines
for most cases:

1. Read the case quickly, noting the major issues and a general sense of
the layout. Read to get a sense of who the protagonist(s) is/are and
what their situation is like. Ask yourself how the case might fit into
the assigned text materials or previous sessions.

2. Reread the case carefully, annotating, highlighting and
distinguishing important information, omissions, and questions raised by
the reading.


3. Decide what the most important issues really are. Answer any assigned
questions accompanying the case. If no questions are assigned, use the
course objective (from the syllabus) and the assigned reading materials
to determine the relevance of the case.

4. Discuss the case with others, before group meeting and or class, if
possible, to test out your ideas and further your understanding of the
issues.

5. Prepare notes to guide your group meetings and or class
participation, including: answering assigned questions, summary of the
main issue(s), further questions raised by the reading, assumptions made
by the case writer and/or the protagonist(s), similarities and
differences to other cases covered, possible approaches or solutions to
the case problem.



Current Issue Reports (20%)

Students are expected to prepare a three page typewritten outline of a
current article from their outside reading (See Readings). The outline
should identify the main theme presented in the article, list the
primary supporting arguments and describe the relevance of the article
to Transcultural Leadership. A brief critique of the article must be
included, as well as a copy of the article. At each class meeting,
students must be prepared to present to the class for 5 minutes on an
article.
Please submit two three page papers and articles to the instructor.
DUE: TBD

In - Class Assignments (30%)
During class time, students will be given an assignment to complete
individually in class.
First in class assignment: February 7th
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          Second in class assignment: March 13th




          Criteria For all Papers:

          Format and Clarity:
          The paper should be written to inform global managers about an area of
          transcultural leadership that is of interest to you.
          Note: Provide an introduction, which includes a rationale for the topic.

          Research Quality:
          Citations should indicate that you have used recent material to inform
          yourself about the topic.

          Technical Presentation:
          You must communicate your knowledge in a clear and concise manner.


Additional Information:
                Suggested web-sites and resources

                http://www.businessculture.com
                www.intercultural.org
                http://www.cnn.com/
                http://www.globeandmail.com/
                http://www.msnbc.com/news/NW-front_Front.asp
                http://www.economist.com/countries/
                http://www.sietarinternational.org/index.html
                http://www.businessworldindia.com/
                http://www.english.uiuc.edu/cws/wworkshop/bibliography_style_handbo
                okapa.htm

                Magazine articles
                http://www.magportal.com/


                Other Resource :
                •     Travel guide -   http://www.travelguide.cz/

                •     World Bank Group - http://worldbank.org/

                •     Country Reports http://www.japantimes.co.jp/

                •     Japan Times - http://www.countryreports.org/

                •     Globe and Mail -   http://www.theglobeandmail.com/

                •     London Times - http://www.timesonline.co.uk/

                •     Moscow Times - http://www.themoscowtimes.com/indexes/01.html

                •     World Class - http://web.idirect.com/~tiger/


Academic Integrity:     Code of Student Conduct
                    McGill University values academic integrity. Therefore all
                    students must understand the meaning and consequences of cheating,
                                                                                     4
                  plagiarism and other academic offences under the Code of Student
                  Conduct and Disciplinary Procedures (see www.mcgill.ca/integrity
                  for more information).
                L'université McGill attache une haute importance à l'honnêteté
                académique. Il incombe par conséquent à tous les étudiants de
                comprendre ce que l'on entend par tricherie, plagiat et autres
                infractions académiques, ainsi que les conséquences que peuvent
                avoir de telles actions, selon le Code de conduite de l'étudiant et
                des procédures disciplinaires (pour de plus amples reseignements,
                veuillez consulter le site www.mcgill.ca/integrity)

Final Exam Policy: There will be no final exam for this class

Classroom Rules: All electronic devices (cell phones and beepers) must be turned off
                  during class time.

Assignments Pickup:   Marked assignments cannot be picked up from the offices at
                  Continuing Education, therefore if your marked assignments are not
                  available in class before the end of term you must submit a self-
                  addressed stamped envelope to me or these assignments will not be
                  returned. Remember to keep a photocopy or back-up of your work
                  before it is handed in.


Email Policy:   E-mail is one of the official means of communication between McGill
                 University and its students. As with all official University
                 communications, it is the student's responsibility to ensure that
                 time-critical e-mail is accessed, read, and acted upon in a timely
                 fashion. If a student chooses to forward University e-mail to
                 another e-mail mailbox, it is that student's responsibility to
                 ensure that the alternate account is viable.
                  Please note that to protect the privacy of the students, the
                  University will only reply to the students on their McGill e-mail
                  account.

General Grading System:    The grading will be as follows;

                      Graduate Level (please note that the highlighted area is
                      average grade range).
                      A     (85-100%)   Pass
                      A-    (80-84%)
                      B+    (75-79%)
                      B     (70-74%)
                      B-    (65-69%)
                      F     (0-64%)     Failure
                      P                 Pass
                      Undergraduate Level (please note that the highlighted area is
                      average grade range).
                      A     (85-100%)   Satisfactory
                                        Pass
                      A-    (80-84%)
                      B+    (75-79%)
                      B     (70-74%)
                                                                                      5
                      B-     (65-69%)
                      C+     (60-64%)
                      C      (55-59%)
                      D*     (50-54%)   Conditional Pass
                      F      (0-49%)    Failure
                      P                 Pass
                      * Although D is a passing grade, it will not permit entry into
                      a subsequent course for which it is a prerequisite, nor will
                      it be recognized if the course is a compulsory course in your
                      program.




                    Grade Point Average
                    Letter grades are assigned grade points according to the
                    following table:
                                A       4.0
                                A-      3.7
                                B+      3.3
                                B       3.0
                                B-      2.7
                                C+      2.3
                                C       2.0
                                D       1.0
                                F       0

                    Standing in a department will be determined on the basis of the
                    Cumulative Grade Point Average (CGPA) computed by adding the
                    product for each course of the course credits times the grade
                    points, and dividing by the total course credits attempted:
                             sum (course credits x grade points)
                    CGPA =   -----------------------------------
                             sum (course credits attempted)
                    Grades of D or F continue to be used in the calculation of the
                    CGPA even after the course is repeated or a supplemental
                    examination is taken.
                    Grades of J and KF count as 0 grade points in the CGPA. Courses
                    with a grade of W, WF, WL or KK are not included in the
                    calculation.
                    For details, see http://www.mcgill.ca/conted-students/grades/



Computing Resources: The McGill Association of Continuing Education Students, MACES
                  (www.maces.mcgill.ca), at 3437 Peel, 2nd floor, tel. (514) 398-4974
                  has a computer lab available for all students of Centre for
                  Continuing Education.

Students Rights and Responsibilities:

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                  Regulations and policies governing students at McGill University
                  can be downloaded from the website:
                      http://www.mcgill.ca/deanofstudents/rights/

Students Services and Resources:
                  Various services and resources, such as email access, walksafe,
                  library access, etc., are available to Continuing Education
                  students:
                      http://www.mcgill.ca/conted-students/services/

Minerva for Students:      http://www.mcgill.ca/minerva-students/




Detailed Course Outline:



      CLASS        DATE       Chapter                     TOPIC


       1          Jan. 3                Dimensions of TransCultural leadership
       2         Jan. 10         1      The Global Manager’s Environment        -
                                        Assessing the Environment: Political,
                                        Economic, Legal and Technological
       3         Jan. 17         2      The Global Manager’s Environment -
                                        Managing Interdependence: Social
                                        responsibility and Ethics

                                                                                     7
4    Jan. 24    3    The Cultural Context of Global
                     Management - Understanding the Role of
                     Culture


5    Jan. 31    3    The Cultural Context of Global
                     Management - Understanding the Role of
                     Culture
                       •   The internet & Culture
                       •   Comparative Management in Focus:
                           Profiles in Culture
6    Feb. 7          In class assignment -    #1
                     Case Analysis




7    Feb. 14    4    The Cultural Context of Global
                     Management - Communicating across
                     Cultures


8    Feb. 21    5    The Cultural Context of Global
                     Management - Cross Cultural Negotiation
                     and Decision Making
     Feb. 28
                                      BREAK
9     March 6   6    Formulating & Implementing Strategy
                     for International & Global Operations
                     - Formulating Strategy
10   March 13        Current Issues Reports
                     In class assignment - #2
     March 20
                                     No Class
11   March 27   10   Global Human Resources Management –
                     Developing a Global Management Cadre

12   April 3    11   Global Human Resources Management –
                     Motivating & leading
13   April 10        Case Analysis Presentations & Discussions




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