Managing Around The World

Module description

Managing around the World module focuses on exploring how things get done in a cross-cultural world, and how to work more effectively through networks and relationships.

The programme is in 3 parts: the purpose and nature of managerial work; field visits to local companies; and application to your own circumstances. The contribution of each individual is the key to this event with participants from Executive MBA programmes at leading international business schools from around the world.

This module is delivered in a different country each year, but taught by University of Exeter staff and supporting guest speakers under University of Exeter regulations.  Participants from a number of other MBA programmes around the world (including Mexico, Slovenia, Ireland and Iceland) are invited to attend with a view to exchanging management ideas and practice.

Internationalisation:  This module, run in partnership with other businesses, is designed to take place in a different country each year. In previous years, the module has taken place in Mexico, Slovenia, Iceland and South Africa.  In 2014/15 it was taught in Yokohama, Japan. The whole module is about management and how it is done around the world, so you will acquire a global perspective.

Sustainability:  One of the lectures discusses how to embed sustainability into the core of the business. In the past, students have also raised sustainability issues they face in managing a business.

External engagement: Participants visit local companies and are joined in class by executives from these and other organisations for enquiries into cultural and commercial factors affecting managerial approaches in the host country.

Employability: This module gives you an international perspective as you learn how to manage around the world, and your experience of working in international teams helps in career enhancement. The external company visits and talks enable you to examine how managing is done, relate these insights to your own managerial challenges, observe management in practice, compare perspectives, and compare your findings in terms of relevant models and theories.

Ethics and Corporate Responsibility: the module will look at ethics as part of the field visits to companies and the co-consulting process that examines the moral predicaments that participants face in their managerial roles.

Research in Teaching: the module draws on published and in-process research by the module leader, specifically into managerial mind-sets, leadership of various forms of organization, and multi-national supply-chain management. It also engages you in independent research to produce a case study.

Full module specification

Module title:Managing Around The World
Module code:MBAM935
Module level:M
Academic year:2017/8
Module lecturers:
  • Jonathan Gosling -
Module credit:10
ECTS value:

5

Pre-requisites:

None

Co-requisites:

None

Duration of module: Duration (weeks) - term 3:

4 day + 8 study weeks

Module aims

This module is concerned with leadership and community-ship for planet-minded managers.  The aims of this module are: to probe, reflect on and share experiences and styles of managing in culturally and ecologically-varied environments; to identify and compare the personal management styles of participants; to elicit practical guidance to help them in their current managerial and career challenges; to study critically how managers can contribute to more planet-minded business and community practices.

ILO: Module-specific skills

  • 1. evaluate the degree to which dominant forms of management are shaped by cultural and environmental issues.
  • 2. demonstrate how practising managers can apply theoretical approaches to management in a global context and learn from immediate proximity with colleagues from around the world.
  • 3. recognise the contribution that managers can make to improve the environmental, social and economic sustainability of business and public organisations.

ILO: Discipline-specific skills

  • 4. develop a critical view of cross-cultural management.
  • 5. analyse and interpret organisation cultures and management styles.
  • 6. evaluate revised models of managing international teams against strategic, organisational and leadership theory.

ILO: Personal and key skills

  • 7. demonstrate consulting, advisory and general communication skills in a cross-cultural setting.
  • 8. reframe and communicate new management mindsets of reflexivity, worldliness, collaboration and action.
  • 9. exhibit a clear ability to work in international teams.

Learning activities and teaching methods (given in hours of study time)

Scheduled Learning and Teaching ActivitiesGuided independent studyPlacement / study abroad
28720

Details of learning activities and teaching methods

CategoryHours of study timeDescription
Scheduled Learning and Teaching28Lectures
Guided Independent Study72Reading, Research, Writing

Formative assessment

Form of assessmentSize of the assessment (eg length / duration)ILOs assessedFeedback method
Presentation (group)20 minutes7 - 9Oral feedback

Summative assessment (% of credit)

CourseworkWritten examsPractical exams
10000

Details of summative assessment

Form of assessment% of creditSize of the assessment (eg length / duration)ILOs assessedFeedback method
Reflective assignment (individual)1003000 words1 - 6Written feedback
0
0
0
0
0

Details of re-assessment (where required by referral or deferral)

Original form of assessmentForm of re-assessmentILOs re-assessedTimescale for re-assessment
Reflective assignment (individual)Resubmission of individual assignment 3000 words 1 - 66 weeks after briefing

Syllabus plan

Introduction.

Personal and managerial challenges.

Managing – what is it? 

Styles of managing. 

Managing across cultures and countries and in response to global challenges.

Observation and listening skills.

The purposes and results of managerial work, and its contribution to ‘one planet’ business.

Field visits to organisations followed by analysis and presentation of findings. 

Friendly consulting on managerial, career and organisational issues raised by participants. 

Revising models of managing. 

Reframing managerial mindsets and progressing the challenges of developing communityship as well as leadership.

Personal action plans.

Indicative learning resources - Basic reading

Bolden, R., Hawkins, B., Gosling, J. and Taylor, S. (2011)  Exploring Leadership, Oxford: Oxford University Press

MIntzberg, H (2009) Managing, San Franciso: Berrett Koehler

Gosling, J. and Mintzberg, H. (2006).  Management Education as if both matter.  In: Management Learning, Vol. 37(4), 419-428.

Mintzberg, H (2004)  A Curious Plan,  in: Mintzberg, H. Managers not MBAs, Berrett Koehler pp. 239-241.

Gosling, J and H Mintzberg (2003) The Five Minds of a Manager,  Harvard Business Review, November, pp 54-63.

Module has an active ELE page?

Yes

Origin date

21/11/2014

Last revision date

11/05/2015