The primary purpose of this course is to provide students with an opportunity to develop a better understanding of the dynamics of multicultural groups and teams and to learn intervention skills to improve individual, team and organizational performance. We will explore multicultural implications for individual, team, and organizational effectiveness. We will intentionally utilize the diversity in the classroom to shape several levels of a multicultural and intercultural learning laboratory and community.
More specifically, in this class, we will
・Learn first-hand about the challenges of acting in a multi-cultural environment
・Utilize intercultural models to enhance self and other awareness, reflection and understanding
・Explore relevant theory and research that underlies effective multicultural management including topics such as team formation, team management, team process, self-managed teams, group emotional intelligence, diversity in team, leading teams and improving team performance
・Identify implications of the field of multicultural management for understanding and managing diversity in the organizational context
• Better understand the types of challenges and the complexity when conducting business cross national cultures
• Establish that ideas about key leadership elements such as providing constructive feedback and motivating employees may vary dramatically from one cultural environment to another
• Identify and develop strategies for maximizing success when leading in a cross cultural environment
• Leading Across Cultures at Michelin (A) (INSEAD INS051)
o What mistakes did Chalon make as he took over this large North American division?
o What differences in American value systems and French value systems might be at the root of the difficulties Chalon is facing as he implements a new strategy?
• Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) & (B) (HBS 5-410-014)
o What are some of the major issues with Greg’s global, virtual team?
o How do the readings help us understand Greg’s difficulties?
o How do you advise Greg? What advice/interventions would you offer him?
• Hailing a New Era: Haier in Japan (A) and (B)
What kind of tensions could arise for Haier when implementing their management system in Japan?
Should Haier adapt to the Japanese culture and change its management system? Or should Haier impose its system in Japan?
What types of cultural challenges might Haier face in other cultures? What would you suggest that Haier improve in order to better manage the cultural complexity of its global footprint?
Theme：Diversity in Business
• Shinsei Bank: Developing an Integrated Firm (A) (HBS # 407-006) What have been the defining moments in Shinsei Bank’s history? How does the organization today reflect these events? What are your view concerning the two-tiered compensation system?
o What was the aim of the values and vision exercise? How successful was it?
o Should the performance evaluation program be expanded? When do you know whether to expand or eliminate new initiative?
• Global Diversity and Inclusion at Royal Dutch Shell (A) and (B) (HBS #9-613-063)
How do you evaluate Shell’s progress in diversity and inclusion What do the terms “best”, “merit”, and “fair” mean in the context of D&I? How compelling is Shell’s “business case” for D&I? What obligations do you have as an organization’s leader if the business case is not compelling?
As Voser, how are you going to handle the restructuring?
1.Global Dexterity: How to Adapt Your Behavior Across Cultures Without Losing Yourself in the Process Harvard Business School Pr (2013); Andy Molinsky
1.“HBR’s 10 Must Reads On Managing Across Cultures”
1. A Manager’s Guide to Virtual Teams” Yael Zofi, 2011;
1.Asian versus Western Management Thinking: its culture-bound nature. UK: Palgrave Macmillan