MANAGING CULTURE AND DIVERSITY IN ORGANISATIONS.

SHE Level 4
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MHN220340
Module Leader n/a
School Glasgow School for Business and Society
Subject Management
Trimesters
  • A (September start)
  • B (January start)

Pre-Requisite Knowledge

Leadership and Management Development or Employee Performance Management or equivalent.

Summary of Content

With the increased pace of globalisation, the notions of culture and diversity within the organisational context are becoming an increasingly important consideration for organisations and management. This module addresses the theories that underpin and advance the understanding of culture and diversity in today's organisations and assesses their implications especially for organisations operating on the global platform. In doing so this module explores the sophisticated inter-relationships between the sources of diversity in organisations, with a particular emphasis on national culture, and organisational culture with a view to assess the potential benefits, challenges posed and management imperatives. Emerging models that link cross -cultural competencies, cultural intelligence and international business success are explored. Overall the module aims to develop cross-cultural awareness and sensitivity to diversity and highlight their centrality for organisational success for those operating on the global platform and develop some of the required competencies necessary to operate as effective leaders on such a platform.

Syllabus

Topics: The growth of cultural diversity Critically analysing theoretical models and concepts The changing nature of contemporary organisations Critically evaluating the nature of varying types of organisations including: Public; Private; Multinational Exploring organisational diversity Critically evaluating academic theory and linking to case study examples. Management Competencies Exploring and evaluating the key competencies required of managers operating as effective leaders within culturally diverse organisations Equal opportunities and Ethics Key Legislation Defining ethics and its impact on organisational effectiveness

Learning Outcomes

On successful completion of this module students should be able to:* Critique the concepts of diversity and culture, including the various types and levels of culture which may co-existwithin an organization* Critically analyse the concepts of national culture, organizational culture and diversity and assess their potentialimplications, including value and challenges posed for organisations* Evaluate the potential impact of culture and diversity on the achievement of organisational objectives and success onan international platform* Appraise and distinguish between the key competencies required of individuals operating within culturally diverseorganizations and those operating on the international platform

Teaching / Learning Strategy

The teaching and learning strategy of this module is based on encouraging student centred learning which will in turn support participating students in being able to more clearly develop relevant and valuable critical reflective awareness within this subject. The theoretical underpinning knowledge will be provided within lectures, while the operational knowledge will be presented by linking theory with recent case study examples. This will therefore provide students with the ability and opportunity to link theory to operational practice in order to support more in depth analyses and understanding. Student and tutor led seminars will include problem-based learning scenarios; individual projects; group projects; individual and group oral presentations. The use of research-based teaching materials and methods; the use of Blackboard VLE materials; podcasting and blogs will further a quality learning experience for students.

Indicative Reading

Aggarwal A. (2008) Globalisation of the World Economy: Implications for the Business School, American Journal of Business, 5-12. Browaeys m. -J. and Price R. (2011), 2nd edition, understanding Cross-Cultural Management, London: Financial Times/ Prentice Hall French R. (2010), Cross Cultural Management in Work Organisations , 2 nd Edition, ISBN 1843982439 Brewster C. Sparrow P. and Vernon G. (2007) International Human Resource Management , 2 nd edition, CIPD Clements P. and Jones. (2008) The Diversity Training Handbook: A Practical Guide to Understanding and Changing Attitudes, 3 rd ed., London: Kogan Page. Clements P. and Spinks T. (2009) The Equal Opportunities Handbook: How to Recognise Diversity, Encourage Fairness an promote Anti-discriminatory Practice, 4 th ed., London: Kogan Page. Dowling P. and Welch E. (2004), Managing People in a Multi-National Context, 4 th Edition, Thomson. French R. (2007) Cross-Cultural Management in Work Organisations , London: CIPD Gannon M.J. and Newman K.L. (2002) The Blackwell handbook of Cross-cultural Management, Oxford, UK:Blackwell Business Hofstede G.H. (2001), Culture's Consequences: Comparing Values, Behaviours, Institutions and Organisations, 2 nd ed., Sage, Thousand Oaks, CA. IMF (2007) The Globalisation of Labour in the World Economic Outlook in Department for Business Enterprise & Regulatory Reform (BERR) report, Globalisation and the Changing UK economy, February 2008 Klarsfeld A. (editor) (2012), International Handbook on Diversity Management at Work: Country Perspectives on Diversity and Equal Treatment , Edward Elgar Publishing. Kotter, cited in Raynor C and Smith D.A. (2005) Managing and Leading People, CIPD. Kumra S. and Manfredi S. (2012), Managing equality and diversity: theory and practice, Oxford: Oxford University Press. Leathers C.G. and Raines J. (2006), Veblen on globalization: further clarification, in International Journal of Social Economics, Vol. 34 No. 5, 2007, Emerald Group Publishing Limited. Moran R.T., Abramson N.R. and Moran S.V. (2014)9 th edition, Managing Cultural Differences , London and New York: Routledge. Ng E.S., Lyons S. and Schweitzer L. (editors) (2014), Managing the New Workforce: International Perspectives on the Millennial Generation , Edward Elgar Publishing. Primecz H., Romani L. and Sackmann S. (editors) (2012), Cross-cultural Management in Practice: Culture and Negotiated Meanings , Edward Elgar Publishing Signori P., Wiesemes R., and Murphy. R. (2009) Developing alternative frameworks for exploring intercultural learning: a critique of Hofstede's cultural difference model, Teaching in Higher Education, Volume 14, Issue 3, June 2009, pages 253-264. Trefry, M. (2006) A Double-Edged Sword: Organizational Culture in Multicultural Organisations, International Journal of Management. Vol. 23, no. 3, pp. 563-575 Willcoxson L. and Millett (2000) The Management of Organisational Culture, Australian Journal of Management & Organisational Behaviour, 3 (2), 91-99 Wrench J. (2007) Diversity management and discrimination, Ashgate Publishing Ltd. Selected and directed articles in International Journal of Diversity in Organisations, Communities and Nations, People Management, Management Today, The Economist, News Reviews.

Transferrable Skills

Students studying this module should further develop the following skills: -360a7 Analytical & critical thinking skills -360a7 Problem solving skills a7 Critical cultural awareness a7 Sensitivity to diversity a7 Team working skills a7 Time management a7 Presentation and communications skills a7 Interpersonal skills

Module Structure

Activity Total Hours
Group Learning (FT) 32.00
Seminars (FT) 24.00
Independent Learning (PT) 88.00
Lectures (FT) 12.00
Independent Learning (FT) 88.00
Group Learning (PT) 32.00
Lectures (PT) 12.00
Assessment (FT) 44.00
Seminars (PT) 24.00
Assessment (PT) 44.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 n/a 30.00 n/a Team Presentation: key features of national culture in an international organisational context. (20 minutes, with all team members presenting)
Coursework 2 n/a 70.00 n/a Individual essay critically assessing the organisational implications of managing culture and diversity in organisations. (3,000 words).