COMMGMT 3500OUA - Managing Across Cultures
OUA - Trimester 2 - 2025
-
General Course Information
Course Details
Course Code COMMGMT 3500OUA Course Managing Across Cultures Coordinating Unit Management Term Trimester 2 Level Undergraduate Location/s OUA Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange N Prerequisites COMMGMT 1001 or COMMGMT 1001 OUIA or COMMGMT 2500 Incompatible COMMGMT 3500 Restrictions Available only to 成人大片 Open Universities Australia students Assessment Exam/assignments/tests/tutorial work as prescribed at first lecture Course Staff
Course Coordinator: Dev Kumaria
Location: Room 9.11, Nexus 10 building, 10 Pulteney Street
Email: devendra.kumaria@adelaide.edu.au
Course website: COMMGMT 3500OUA - Managing Across Cultures | Course Outlines (adelaide.edu.au)
Note: Weekly Interactive Session details will be posted on MyUni.
Note: To arrange face-to-face/zoom appointments, please contact me directly via email.Course Timetable
The full timetable of all activities for this course can be accessed from .
-
Learning Outcomes
Course Learning Outcomes
On successful completion of this course, students will be able to:
1 Critically analyse the drivers and consequences (political, economic, socio-cultural, technological, legal and ecological) of globalization, its impact on specific regions and the emerging concerns about its influences on countries around the world.
2 Understand and appreciate the need for ethics and social responsibility in international management, and the growing pressures on firms to act in an ethically and socially responsible manner in their global business operations.
3 Compare different theoretical approaches to the concept of culture (at national, regional and organisational levels) and implications of these differences for international and cross-cultural managers.
4 Apply theories of culture and management to address the challenges of managing individuals, groups and organisations in an increasingly diverse global context.
5 Integrate and apply the basic elements of international strategic management, including the pressures and cost/benefits of strategies that emphasize global integration versus local adaptation; evaluate the specialized strategies required for emerging economies and for international new ventures.
6 Compare and evaluate practices related to the management, motivation and leading of employees in an international and cross-cultural context.
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s) Attribute 1: Deep discipline knowledge and intellectual breadth
Graduates have comprehensive knowledge and understanding of their subject area, the ability to engage with different traditions of thought, and the ability to apply their knowledge in practice including in multi-disciplinary or multi-professional contexts.
1,2,3,4,5,6 Attribute 2: Creative and critical thinking, and problem solving
Graduates are effective problems-solvers, able to apply critical, creative and evidence-based thinking to conceive innovative responses to future challenges.
1,4 Attribute 3: Teamwork and communication skills
Graduates convey ideas and information effectively to a range of audiences for a variety of purposes and contribute in a positive and collaborative manner to achieving common goals.
4,6 Attribute 4: Professionalism and leadership readiness
Graduates engage in professional behaviour and have the potential to be entrepreneurial and take leadership roles in their chosen occupations or careers and communities.
6 Attribute 5: Intercultural and ethical competency
Graduates are responsible and effective global citizens whose personal values and practices are consistent with their roles as responsible members of society.
1,2,3,4,5,6 Attribute 8: Self-awareness and emotional intelligence
Graduates are self-aware and reflective; they are flexible and resilient and have the capacity to accept and give constructive feedback; they act with integrity and take responsibility for their actions.
2,4,6 -
Learning Resources
Required Resources
Course Text:
There is no recommended textbook for this course.
Each module has been provided with specific reading and the same is available through the course reading list within the MyUni course reading section.Recommended Resources
Additional Reading:
Steer, RM., Nardon, L., Sanchez-Runde, CJ., Samaratunge, R., Ananthram, S., Fan, D. & Lu, Y. (2017) Management Across Cultures: Australasian Edition, Cambridge: Cambridge University Press
Jackson, T. (2002) International HRM: A Cross-Cultural Approach, London: Sage.
This particular text provides a useful analysis of a variety of national and organisational approaches to management. Some individual chapters will be specifically recommended in the schedule provided below, but candidates are recommended to explore other chapters during the course.
As with any course of Higher Education, candidates will inevitably have varying levels of interest in the different subjects/topics covered.
To allow for this, the weekly readings will include essential preparatory reading, but some lecture topics will include recommended additional reading (from Jackson,2002). These are seen as offering some useful extra sources that apply some of the relevant theories and models in a more fully developed analysis of ‘real-life’ organisations; please note that this edition is relatively old, but still provides one of the best sources, combining an excellent scholarly analysis of international management issues in a historical context (and many of the featured organisations are still operating today and offer a further opportunity for candidates to ‘up-date’ the analysis in the present day).
Students will also be expected to prepare for weekly interactives and this will normally include some reading, focusing on
refereed academic sources. Full details will be provided weekly in advance on MyUni.
Recommended Resources:
There are a number of other general textbooks available in the library. These can be useful to ‘get started’ with a topic
area. There are also a number of more focused/specialised texts:
Chanlat, JF., Davel, E. & Dupuis, JP (2013) Cross-Cultural Management: Culture and Management Across the World, Abingdon, UK: Routledge. (online version in the library)
This is a particularly interesting text, taking a largely French view of culture and management – highly recommended, especially as an alternative to the many books on the subject that seem rather too obsessed with Hofstede and quantitative approaches to understanding culture.
Gannon, MJ and Pillai, R. (2010) Understanding Global Cultures: Metaphorical Journeys Through 29 Nations, 4th
Edition, London: Sage. (online version in the library)
This is a very useful addition to the ‘dimension based’ theoretical approaches to understanding culture. Metaphors are an important way of communicating about a variety of issues (not only culture) and can also be a powerful way of thinking about phenomena in a creative way that encourages insight and innovation.
Hofstede, G. (2001) Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations
Across Nations, 2nd Ed., London: Sage.
This is the latest edition of Hofstede’s classic work on cultural dimensions. Although often controversial, his theoretical approach has long been influential in the study of culture at a national level; it is important that any serious scholar or culture should be familiar with his model, and it is a good idea to explore his own publications rather than relying on the often simplified versions presented in many textbooks.
Porter, ME. (1990) The Competitive Advantage of Nations, London: Macmillan Press.
This text is another influential one. Although it is quite old (in academic terms), it still provides an interesting perspective and draws from his other, better-known work that introduces his model of generic strategies.
Stiglitz. JE. (2007). Making Globalisation Work. New York: WW Norton.
Possibly one of the best-known critics of globalisation (and a Nobel Laureate); still a topical, emotive and controversial issue. If interested you could try his other writing in the field
Trompenaars, F. (1993) Riding the Waves of Culture: Understanding Cultural Diversity in Business, London: Nicholas.
Not so much an alternative to Hofstede's work, as a variation on this approach to identifying and applying dimensions to cultural analysis.
There are also a number of relevant academic journals including (but not limited to):
Journal of International Business Studies
Cross-Cultural Management: An International Journal
International Journal of HRM
Journal of International Management.
International Journal of Commerce and Management.
International Journal of Hospitality Management
Management International Review.
International Business Review.Online Learning
This course is completely delivered online.
All learnings and assessments are available through the MyUni portal. Students are expected to self-pace their learnings within the course stipulated timelines, details of which are provided in the MyUni portal.
There will be weekly interactive sessions with the course coordinator where support and certain planned activities will be discussed, these will be recorded and made available on MyUni.
Resources for this course are available from the relevant MyUni site.
The 成人大片 believes that education needs to be available to everyone, which means supporting the creation of accessible educational resources. We are actively committed to increasing the accessibility and usability of the courses we produce
This course has been designed to meet Web Content Accessibility Guidelines 2.0, level AALinks to an external site by incorporating these features:
- Keyboard navigation through all pages and interactions
- Alternate text and description text for visual content
- Closed captions, text transcripts and audio-only alternatives for all video content
- Text transcripts for audio content
- Colour and contrast considerations for visual content
- Links, headings, tables, and images have been designed to work with screen readers
- Font size can be increased with the use of browser control, and
- Microsoft Immersive Reader is enabled for all content pages.
While we strive to ensure that this course is as accessible and as usable as possible, we might not always get it right. We always aim to communicate clearly and simply, but this is not always possible when discussing technical subjects.
If there are any issues, please raise this with your tutor as the first point of contact. If you require further assistance, please contact Disability Support. -
Learning & Teaching Activities
Learning & Teaching Modes
No information currently available.
Workload
No information currently available.
Learning Activities Summary
No information currently available.
-
Assessment
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Summary
No information currently available.
Assessment Detail
No information currently available.
Submission
No information currently available.
Course Grading
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through .
-
Student Feedback
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
-
Student Support
- Academic Integrity for Students
- Academic Support with Maths
- Academic Support with writing and study skills
- Careers Services
- Library Services for Students
- LinkedIn Learning
- Student Life Counselling Support - Personal counselling for issues affecting study
- Students with a Disability - Alternative academic arrangements
-
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangements Policy
- Academic Integrity Policy
- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs Policy
- Copyright Compliance Policy
- Coursework Academic Programs Policy
- Intellectual Property Policy
- IT Acceptable Use and Security Policy
- Modified Arrangements for Coursework Assessment Policy
- Reasonable Adjustments to Learning, Teaching & Assessment for Students with a Disability Policy
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
-
Fraud Awareness
Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.
The 成人大片 is committed to regular reviews of the courses and programs it offers to students. The 成人大片 therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.