This course aims at creating a deeper understanding of cultural theories and a successful intercultural
communication at a management level. Students will learn how to act in intercultural situations by applying
important competencies that are needed for leading a high level communication and successful negotiation.
Role plays and case studies are used to simulate a form of intercultural negotiation.
Contents
Based on a holistic understanding of the term culture, the module covers different aspects and dimensions of culture and reflects on their business practice with a focus on successful negotiations. The module includes the following parts:
Part 1 Knowledge: Cultural theories and basic (inter)cultural knowledge
– Overview of cultural concepts
– Introduction to (Intercultural) Communication and Intercultural Competence
Part 2 Attitudes: Intercultural Communication and Competence
– Simulation of an Intercultural Encounter
– Role Plays, Applications and Simulations of Competences
– Negotiation/Mediation and Intercultural Negotiations
Part 3 Skills: Intercultural Negotiations as a form of successful intercultural communication
– Intercultural Negotiations
– Simulation of a highlevel Intercultural Negotiation
– Relation of VUCA, agility and intercultural negotiations
After successful completion of this module the MBA students are able to
1. contrast cultural concepts and understand the basic models in culture and intercultural management that are of relevance for higher level communication and negotiation;
2. reflect and evaluate upon the cultural concepts and their complexities when communicating, dealing and negotiating in a global business environment;
3. reflect and evaluate on different competencies for dealing in the VUCA and agile world and in successful intercultural negotiations
The special focus on the area of human resource management in the intercultural context is reflected
by the fact that students are able to
4. assess cultural characteristics and value systems of oneself and intercultural encounters embedded in group exercises and simulations based on understanding the complexity of negotiations/mediations in global business and the necessity of comprehensive thinking and acting;
5. develop concepts and appropriate action patterns for constructive relationships in the multicultural workplace in teams;
6. derive and organize a constructive process of exchange and dialogue with relevant stakeholders for intercultural working teams and management processes.
-none-
Hofstede, G. & Hofstede, G. J. (2010): Cultures and organizations – software of the mind; in the respective valid edition. McGraw Hill Professional, New York.
House et al. (2004): Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage, Thousand Oaks.
Meyer, Erin (2015): The Culture Map – Decoding how people think, lead, and get things done across cultures, first edition, Public Affairs, New York.
Nunez, Carlos, Nunez Mahdi, Raya & Pompa, Laura (2021): Intercultural Sensitivity – From Denial to Cultural Competence, 5th revised edition, Royal Van Gorkum, Assen.
Rathje (2009): The Definition of Culture – An applicationoriented overhaul. In: Scheffer, J.:27: Wir, die oder alle? Kollektive als Mittler einer komplexen Kulturwirklichkeit. Auflage, Nr. 8, Intercultural Journal
Bolten (2014): The Dune Model. Or: How to describe Cultures. ic News Link, New York.
Bolten (2018): Einführung in die Interkulturelle Wirtschaftskommunikation. 3. Auflage, Vandenhoeck & Ruprecht, Göttingen.
Fisher, Roger, Ury, William & Patton, Bruce (2019): Das Harvard¬Konzept – die unschlagbare Methode für beste Verhandlungsergebnisse, 2. Auflage, Deutsche Verlagsanstalt. München.
lectures, self-assessments, role plays, case studies and group discussions (all negotiation based)
Transcript of records