Approach Pursuing security and development objectives in an integrated manner is a concept that has gained considerable attention among politicians and policymakers worldwide. Where tutorials are held depends on the distribution of students taking each module.
This will focus particularly on the ways in which tensions, paradoxes and dialectics can support your understanding about how to make things happen in collaborative contexts.
They explain how other cultures organise meetings, why they behave as they do, adopt particular stances, come to typical sticking points, expect certain outcomes, draw certain conclusions which may seem strange to us. How do we see the world?
The Managing Across Boundaries MAB initiative develops innovative government responses at the national, regional, and international levels, and accelerates public-private partnerships to mitigate these threats. These profiles are an invaluable, interactive resource for anyone engaged in international business.
Assessment The assessment details for this module can be found in the facts box above. You will learn After studying this module you should have a good understanding of: Personal Cultural Profiles Knowledge of your own cultural profile and that of your team Managing across cultural boundaries you perform more effectively in international dealings — predicting how others will react when negotiating, managing and communicating across cultural boundaries.
Our Managing Across Cultures course addresses Managing across cultural boundaries issues head on.
You will be introduced to a number of cases that show how collaboration can be different in the international context. By consolidating individual profiles, management can be provided with a database of the cultural characteristics of a group or sub-group.
Online tutorials allow you to talk in real time to your tutor or other students over the internet, and include additional features such as an interactive whiteboard and the ability to share web pages.
Paradoxes, tensions and dialectics In the final unit, you will reflect on your learning journey throughout the module and consider how you can carry on using what you have learnt in future collaborative contexts.
The darker side of collaborative arrangements Corruption, politics, whistle-blowing, conflict and failures are covered in this unit on the darker side of collaboration. We will also offer group tutorials either face to face or online or day schools that you are encouraged, but not obliged, to attend.
This course will explore effective practical strategies and everyday tips to help the manager far from home or their comfort zone to not just survive, but thrive and enjoy the experience. In these circumstances, you must negotiate with your tutor to get their agreement to submit your assignment on paper.
The module gives you opportunities to learn from a whole variety of different resources including reading articles, studying case material, watching short videos, listening to audio clips and using other online media. You will therefore learn about the international context of collaborations and the kinds of implications they entail for both organisations and managers.
Successful international co-operation has to be worked at, not just hoped for. National Cultural Profiles To assist companies doing business globally CultureActive have developed a unique online resource of National Cultural profiles of more than countries from Argentina to Vietnam — with new profiles being added regularly.
Managing aims In this unit you will be studying aims at different levels — the individual, organisational and collaboration level.
Our personal assessment tool will provide the answers. MAB works with these private sector stakeholders, as well as government agencies, to meet mutual interests and identify market-based solutions that advance public policy objectives and industry profit goals. Past Programs and Projects Managing Across Boundaries Transnational challenges — from the proliferation of weapons of mass destruction and illicit trafficking, to terrorism, the spread of disease, counterfeit intellectual property, and environmental crime — threaten geostrategic stability, people, and socio-economic development worldwide.
Around 20, interactive profile comparisons on this site provide an invaluable tool for conducting international business. Why do we react in that particular way?
Transnational challenges — from the proliferation of weapons of mass destruction and illicit trafficking, to terrorism, the spread of disease, counterfeit intellectual property, and environmental crime — threaten geostrategic stability, people, and socio-economic development worldwide.
Work confidently in overseas market place Meet the challenges of cultural differences with sensitivity and understanding Be persuasive and influential in international meetings, negotiations and presentations Adopt best practices for leading and managing international and virtual teams Build productive and influential personal networks and make your off-shore virtual teams more effective Same team, different expectations?
Teaching and assessment Support from your tutor You will have a tutor who will help you with the study material and mark and comment of your written work, and who you can ask for advice and guidance on your academic study.
You will be expected to submit your tutor-marked assignments TMAs online through the eTMA system unless there are some difficulties which prevent you from doing so. Users can learn which cultural environments they are likely to flourish in and how to manage elsewhere. CultureActive is used by several leading European and US business schools.
Future availability Managing across organisational and cultural boundaries starts once a year — in April. They incorporate his model of cultural classification and the benefit of several decades of cultural research and 1,s of live seminars.
Regulations As a student of The Open University, you should be aware of the content of the academic regulations which are available on our Student Policies and Regulations website.
Why do we do things in this way? MAB develops innovative government responses at the national, regional, and international levels, and accelerate pragmatic public-private partnerships to mitigate these threats. Outside the UK This module has a very strong international and cross-cultural flavour and will appeal to anyone, both in and outside the UK, who wants to explore the core themes of managing aims; power, politics and trust; cultural diversity; international management; and the darker side of collaborating.
The module has seven units:Our Managing Across Cultures course addresses these issues head on. Becoming aware of our cultural dynamics is a difficult task because culture is not conscious to us.
Since we are born we have learned to see and do things at an unconscious level. Yet teamwork across organizational boundaries is unnatural.
Get Your Team to Work Across Organizational Boundaries. tools to help build and maintain teams that work across organizational. managing across cultural boundaries Essay Marketing across Cultural Boundaries Introduction Just about a couple of decades ago, International business was more known as Import and Export as very few companies were actually had presence in international market like Coca-Cola, Sony, and a few more.
This module is about collaboration – working, managing and organising across organisational and cultural boundaries. Whether within or across organisations, via partnerships, joint ventures and alliances, collaboration can be both stimulating and rewarding.
It entails the combination of resources. How to Build Trust on Your Cross-Cultural Team. Andy Molinsky; Ernest Gundling; Understand the cross-cultural makeup of your team. Managing Across Cultures.
Managing Across Cultures, 3rd edition [Susan C. Schneider] on mi-centre.com *FREE* shipping on qualifying offers. As more and more companies gain a global reach, managing cultural differences is an increasingly important part of every job.
This book demonstrates how culture affects management practice.Download