CROSS CULTURAL MANAGEMENT

제안된 강좌는 선진국제경영과목으로 학생들에게 이 과목과 관련된 기회들과 도전들을 탐구할 수 있는 기회를 제공 한다. 이 과목의 주된 가정은 다음과 같다. 경영자적 활동의 효과성이 “문화 경계”이고 문화는 경영자적 활동의 효과성(계획, 조직, 지도 등)을 밝혀내는 중요한 변수이다. 따라서 이 강좌의 목표는 학생들에게 어떻게 국제 경영학에 학생들의 함의를 담고 문화적 차이들이 경영의 효과성에 얼마나 영향을 주는지에 대한 방법들을 탐구할 수 있도록 하는데 있다.

This course operates on a single foundational premise: culture is not just a background, it is the operating system of human behavior. Every managerial decision, how to negotiate, lead, communicate, evaluate performance, or build trust, is embedded in cultural logic that varies systematically across societies. The course equips students to decode that logic and act effectively across cultural boundaries as a international business professionals. By the end of this course, students will be able to: 1. Explain culture as a management variable (not “background”), and distinguish generalization vs. stereotyping in responsible cultural analysis. 2. Apply major cross-cultural frameworks (Hofstede, GLOBE, Hall, Trompenaars, Meyer’s Culture Map) to diagnose managerial problems across countries and regions. 3. Improve cross-cultural communication competence (verbal/nonverbal, high- vs low-context, feedback norms), including in virtual and AI-mediated workplaces. 4. Design culturally adaptive management strategies for leadership, negotiation, teamwork, and HRM across different national/region contexts. 5. Evaluate ethical and institutional pressures (e.g., differing DEI logics, compliance constraints, geopolitics/geoeconomics) as culturally interpreted management realities.

This class follows the attendance rules: - Attendance: Absences without an official excuse note (following University guidelines at https://haksa.kmu.ac.kr/haksa/9170/subview.do ) will result in a 3-point deduction from the attendance score per absence. - Disqualification (F): According to University rule, if a student is absent for more than one-third of class hours per semester (more than 10 times), the course grade will be disqualified (F). - More detailed class rules related to participation, exams, and other policies will be introduced in the first class. Course delivery format - This course is blended learning course and the instructor will give lecture and students will share case study presentation with class members - AI Tool Policy: AI tools are permitted for research assistance and brainstorming. However, all submitted work must reflect your own analysis and synthesis. Using AI without consideration and thought will be treated as plagiarism. - Participation & Respect: This course examines religious, political, racial, and cultural topics that may challenge your assumptions. Respectful, intellectually honest engagement is required. Disagreement with course frameworks is welcome — dismissal of other cultures is not. - Academic Integrity: All work must be your own. Plagiarism, Free Riding, Cheating, and all other activities impede the academic integrity results in automatic zero for the assignment and may result in course failure.

Assignment would be light group case presentation about anecdote-type different organization culture for expanding the cultural difference in other country. About group presentation, set the research question and theme, compare, and validate the cultural differences in presentation and organize it in Final Paper format.

No requirements. No prerequisites. Open to all students; recommended willingness to participate in discussion and case analysis.

Upon successful completion, students will be able to: - Analyze: national cultures using Hofstede's 6 dimensions, GLOBE, Hall's high/low-context model, and Trompenaars' 7 dimensions - Interpret: geopolitical and geoeconomic dynamics as cultural management variables — not just political background - Decode: verbal and nonverbal communication patterns across cultural contexts - Apply: Cultural Intelligence (CQ) frameworks to diagnose and resolve real cross-cultural management failures - Evaluate: the cultural dimensions of leadership, negotiation, team dynamics, and HRM across different national contexts - Critique: ethnocentrism, cultural essentialism, and cultural bias in organizational practice - Design: culturally adaptive management strategies for multinational contexts, incorporating both classical theory and contemporary disruptions