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Course Description
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Intercultural Management
Ecole Supérieure du Commerce Extérieur (ESCE Paris)
Paris, France

Subject Area(s) Level(s) Instruction in Credits Contact Hours Prerequisites
Management, International Relations 200 English 3 39 None

The overall objective of this course is to define in theory and pratice the divergence of management across the world today.  At the end of the course, the student will be able to understand the strengths and the weaknesses of the "one best way" theory; apply multi-cultural theory to the way management is approached in different areas of the world; develop a suitable approach to management according to the size, the culture, and the human resources of the firm; understand new management issues across the world.

Teaching Methods:
Case studies, presentations, teamwork, written research project

Continuing assessment, final examination

GEPPERT et al. (2002), Challenges for Euroipean Management in a Global Context: experiences from Britain and Germany, Palgrave MacMillan
MASAAKI, I. , (1986), Kaizen, McGraw-Hill
OHNO, T., (1988), The Toyota Production System, Diamond Publishing
HAMEL, G. (2002), Leading the Revolution, Penguin
PRAHALAD, C. K. & Hamel, G. (2000), The Core Competence of the Corporation, HBR Press
CHRISTENSEN, C., (2003), The Innovator's Dilemma, Harpers Business
CHEW & GILLAN, Studies in International Finance and Corporate Governance
MAYO, A., (2001), The Human Value of the Enterprise, London: Economist Books
HOFSTEDE, G. (1997) Les différences culturelles dans le management, Paris: Ed. d’Organisation
TROMPENAARS, F. & HAMPTON-TURNER, C. (1998), Riding the Waves of Culture, London: Nicholas Brealey Publishing
PURCELL, J., et al. (2003), Understanding the People Performance Link: unlocking the black box, London: Chartered Institute of Personnel Development
BRADBURY, A., (2004), Develop Your NLP Skills, Kogan Page
HOFFMAN, E., Psychological Testing at Work
EVANS, P., PUCIK, V. & BARSOUX, J-L. (2002), The Global Challenge, London: McGraw-Hill
BUCKLEY, P. & GHAURY, I. (2002), International Mergers and Acquisitions
BERRY, J. (2006), Offshoring Opportunities, New Jersey: John Wiley
PESQUEUX, Y. (ed), (2005), Corporate Governance, London: Emerald Publishing

Course Plan:
Chapter 1 - Models of Multi-cultural management
- An introduction to cross-cultural management

Chapter 2 - Corporate Culture
- The role of corporate culture
- Measuring corporate culture
- The main intercultural studies
- A socio-cultural perspective of management models

Chapter 3 - Human Asset Worth
- The connection between people management and corporate performance
- The value of people as assets
- Measuring human asset value

Chapter 4 - International Mergers and Acquisitions
- Growth by mergers/acquisitions
- M & A tactics, planning and valuation
- The merger process
- The managerial consequences of a merger

Chapter 5 - Corporate Governance
- Corporate governance
- The shareholder value perspective
- The management value perspective
- Agency theory

Chapter 6 - Small Business International Development
- Business planning for the international development of the SME
- Small business strategy for international development

Chapter 7 - New Issues in International management - Offshoring
- Outsourcing and offshoring
- The offshorability of projects
- Creating value or exporting jobs?

Chapter 8 - The Psychological Adaptation of Culture
-Tools and test to measure
- TA

Chapter 9 - European Management I
- Between convergence and divergence
- Human resource management in Europe
- Globalization and the effects on national identity

Chapter 10 - European management II
- The East-West dimension
- The North-South dimension
- Leadership in Europe

Chapter 11 - Japanese Management
- The Kaizen improvement system
- Total quality control
- The Toyota Production System and Kanban
- Quality deployment

Chapter 12 - American management
- The convergence theory
- Development and growth through innovation
- Creating the future

European Credit Transfer and Accumulation System:
This course is worth 4 ECTS credits.

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