programme

Diversity and Intercultural Management

Home/ Diversity and Intercultural Management
Course TypeCourse CodeNo. Of Credits
Foundation ElectiveSBP2MB7222

Semester and Year Offered: 4th Semester, 2nd year

Course Coordinator and Team: Dr. Richa Awasthy

Email of course coordinator: richa[at]aud[dot]ac[dot]in

Pre-requisites: None

Course Objectives/Description:

This course aims to develop an appreciation of diversity in organizations; to understand the challenges of inter cultural management; and to develop effective skills for managing diversity. Employees are expected to deal with diverse workforce representing different cultures and countries at the workplace and are expected to learn and acquire new skills to deal with the challenges of diversity and inter cultural management. Keeping this in view, the course is designed to equip the students with relevant knowledge and skills in these areas. This course deals with the challenges of diversity and inter-cultural management. It discusses the diversity issues in Indian context and among Indians and foreign expatriates, and provides insights to deal with inter cultural challenges.

Course Outcomes:

  1. To understand socio cultural dimensions of diversity in India and globally
  2. Use framework of cultural diversity to understand issues in intercultural context
  3. Learn to manage cross cultural diversity
  4. Critically analyze cultural differences and their impact on the business environment and argue in support of cultural sensitivity in intercultural interactions

Brief description of modules/ Main modules:

Unit 1: Nature of Diversity

Socio-cultural and demographic dimension of diversity in India: caste, religion, language, age, ethnicity, gender, race, sexual orientation, physical abilities, educational background, geographic location, income, beliefs, marital status, and work experience; Psychological theories of diversity: Intergroup Processes & Threat as Sources of Prejudice, stereotyping, and discrimination

Unit II: Frameworks of Cultural Diversity

Frameworks of cultural diversity; Hofstede’s cultural dimensions to understand national culture; Schwartz theory of work values; Indian cultural values

Unit III: Challenges of Diversity and Inter Cultural Management

Pluralistic Indian workplace; Issues at team level; Fragmented organizational culture; Challenges of selection, socialization, and training; Challenge of glass ceiling; Cultural diversity; Language barrier and time zone differences

Unit IV: Managing Diversity and Cross Cultural Issues

Developing the pluralistic / inclusive organization; Valuing diversity and preventing problems: Culture and leadership; Preventing harassment and bullying

Unit V: Emerging Trends in Inter Cultural Management

Comparative analysis of different nations; Comparative perspective of HR with special reference to differences between and other nations such as Japan, China, US etc.; Managing diversity in globalization; Working with foreign expatriate; Managing diversity in virtual teams

Assessment Details with weights:

  1. Class participation – (10%) – class preparation, contribution to class discussion, and case preparation (throughout the semester)
  2. Assignment 1 - (20%) Interview a manager – (end January)
  3. Group assignment – (20%) (Mid March)
  4. Mid-Term - (20%) – (Mid February)
  5. End Term - (30%) – (as per AUD academic calendar)

Reading List:

  1. Bhatia S. K. and Chaudhary Poonam (2015). Managing Cultural Diversity in Globlisation. Deep and Deep Publications Pvt. Ltd..
  2. Sinha, J. B. P. (2014). Psycho-Social Analysis of the Indian Mindset. Springer, New Delhi.
  3. Browayes, M.J. and Price, R. (2011) Understanding Cross – Cultural Management, 2nd edition. Harlow: Pearson Education Limited.
  4. Peter J. Dowling, Marion Festing and Sr. Allen D. Engle. (2008). International Human Resource Management, (6th Edition). Cengage Learning.
  5. Awasthy, R. and Gupta, Rajen K. A Cultural Paradox in organizations in India. “International Journal of Indian Culture and Business Management (IJICBM)” Vol. 10, No. 4, 2015: 391–408.
  6. Awasthy, R. and Gupta, Rajen K. Indian Executives’ Perceptions of Expatriate Managers, “International Journal of Indian Culture and Business Management” (Publisher-Inderscience), 2 (2), 2009: 164-184.
  7. Awasthy, R. and Gupta, Rajen K. Indian Employee’s Experience with Foreign MNCs: A case study of a Korean Company in India, Nirma University Journal of Business And Management Studies, 1 (4), 2007 (April): 5-26.
  8. Awasthy, R. and Gupta, Rajen K. Cross-cultural management in a Multinational: A case study of an Anglo-American MNC in India, Management and Change, 9 (1), 2005: 95-118.
  9. Awasthy, R. and Gupta, Rajen K. Case Study: An Indo-Japanese MNC operating in India, South Asian Journal of Management, 11 (3), 2004 (July-Sept.): 94-114.

ADDITIONAL REFERENCE:

  • Adler, N.J. (1997). International dimensions of organizational behavior (3rd ed.). Cincinnati, OH: South-Western College Publishing.
  • Hofstede, G. (1994). Culture and Organization- Intercultural Co-operation and its importance for survival, London: Hapercollins Business.
  • Ashly Pinnington, Dr Anne-Wil K Harzing and Anne-Wil K Harzing (2014). International Human Resource Management, 4th edition. Sage Publications Ltd., London.
  • Bhatia S. K. and Chaudhary Poonam (2015). Managing Cultural Diversity in Globlisation. Deep and Deep Publications Pvt. Ltd..
  • Browayes, M.J. and Price, R. (2011) Understanding Cross – Cultural Management, 2nd edition. Harlow: Pearson Education Limited.
  • Sinha, J. B. P. (2014). Psycho-Social Analysis of the Indian Mindset. Springer, New Delhi.
  • Sinha, J. B. P. (2004). Multinationals in India. Sage, New Delhi.
  • Srinivasan, M. S. (2015). Integrating Workforce Diversity in Global Business: A Psycho-spiritual Perspective. Journal of Human Values, 21(1) 1–10.
  • Chandra, Bipin (ed.) and Mahajan, Sucheta (ed.) (2007). Composite culture in a Multicultural society, Pearson Education, Delhi.
  • Plaut, V. C. (2010). Diversity science: Why and how difference makes a difference. Psychological Inquiry, 21, 77-99.
  • Bhawuk, D. P. S., & Munusamy, V. P. (2010). Leading across Cultural Groups: Implications of Self-Concept. In K. Hannum, B. McFeeters, & L. Booysen (Eds.), Leadership across differences: Cases and perspectives (pp. 155-162). San Francisco, CQ: Pfeiffer.
  • Additional Cases and Readings / Articles are provided to the participants in form of a course manual as the commencement of the session.