Managing Around the World
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.
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. This year it will be 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.
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.
As this is a collaborative, cross-cultural venture you will engage with different speakers and companies depending on the location of the module. In the past students have made company visits to Droga Kolinska, Adriatic Group, Pivovarna Union, Elan, and Seaway.
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.
Full module specification
|Module title:||Managing Around the World|
|Duration of module:||
Duration (weeks) - term 3: |
4-day module (+ study 8 weeks)
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.
• 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.
Last revision date