|Module name (EN): Cross-Cultural Management and Leadership|
|Degree programme: International Management, Master, ASPO 01.10.2016|
|Module code: MAIM-165|
|SAP-Submodule-No.: P420-0269, P420-0270|
|Hours per semester week / Teaching method: 2V (2 hours per week)|
|ECTS credits: 3|
|Mandatory course: no|
|Language of instruction:
written examination + presentation
|Applicability / Curricular relevance:
MAIM-165 (P420-0269, P420-0270) International Management, Master, ASPO 01.10.2016, semester 1, optional course
30 class hours (= 22.5 clock hours) over a 15-week period.
The total student study time is 90 hours (equivalent to 3 ECTS credits).
There are therefore 67.5 hours available for class preparation and follow-up work and exam preparation.
|Recommended prerequisites (modules):
|Recommended as prerequisite for:
Prof. Dr. Stefanie Jensen
Prof. Dr. Stefanie Jensen
After successfully completing this module the student should be able to …
• explain the content and purpose of international human resource management
• explain and reflect on compensation models, employee selection and employee deployment in a global environment
• explain the specifics of international human resources management in practice.
• name and evaluate cultural influences on human resources management.
• explain the principles and fields of application of cultural diversity.
• identify the tools used for personnel development and assess their application and potential.
• form and justify an opinion about selected topics from the field of international human resource management.
(• successfully work within a work group towards a specific goal within a specific timeframe. This comprises literature research, the independent distribution of work packages within the group, their respective completion by the individual group members and the combination of these to form a group effort. This also includes solving possible conflicts within the group resp. escalating them to the lecturer.)
• Background, purpose and organization of human resource strategies in multinational companies
• Compensation, planning and implementation of personnel deployment
• Human resources development in multinational companies
• Cultural behavioral patterns and their effect on international human resource work
• Intercultural cooperation in mixed teams
• Diversity management
Lecture, group work, case studies and structured discussions
|Recommended or required reading:
in the newest edition:
•Briscoe/Schuler, International Human Resource Management, London.
•Dowling/Festing/Engle, International Human Resource Management: managing people in a multinational context, Andover.
•Mendenhall/Oddou, Readings and Cases in IHRM, Cincinnati.
•Hall/Hall, Understanding cultural differences, Boston.
•Hofstede, Culture´s consequences, comparing values, behaviors, institutions, and organizations across
nations, Thousand Oaks.
•Scholz/Böhm, Human Resource Management in Europe –Comparative analysis and
contextual understanding, Routledge.
Current expert articles in English-language business magazines such as the Harvard Business Review
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