o Your task is based upon comparing and contrasting the culture in two different countries. o The purpose of this assignment is to provide an opportunity to utilize your skills and knowledge to...

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o Your task is based
upon comparing and contrasting
the culture in two different countries.


o The purpose of this assignment is to provide an opportunity to utilize your skills and knowledge to
research cultural differences
between countries. The assignment is based upon comparing and contrasting the culture in two different countries.


o Research your reading list and the wider
literature for information
on
cultural dimensions,

leadership styles, communications, decision making, managing teams and value systems

of these national backgrounds


·
All sources MUST be referenced using HARVARD referencing style. Evidence of academic research that supports your analysis. Include at least
10 academic references from relevant academic and peer-reviewed journal articles, news articles and periodicals
as well as from the Internet, Travel books, Government embassies, Chamber of Commerce.




MGT201 CROSS CULTURAL MANAGEMENT T221 14/07/2021 11:51 *AUSTRALIAN INSTITUTE OF BUSINESS AND MANAGEMENT PTY LTD © Page 1 of 17 CRICOS 03171A ABN: 72 132 629 979 Approved by KOI Academic Board for T2 2021 KING’S OWN INSTITUTE* Success in Higher Education MGT201 CROSS CULTURAL MANAGEMENT T221 All information in the Subject Outline is correct at the time of approval. KOI reserves the right to make changes to the Subject Outline if they become necessary. Any changes require the approval of the KOI Academic Board and will be formally advised to those students who may be affected by email and via Moodle. Information contained within this Subject Outline applies to students enrolled in the trimester as indicated 1. General Information 1.1 Administrative Details Associated HE Award(s) Duration Level Subject Coordinator B Bus (Accg); B Bus (Mgt & Finance) 1 trimester Level 2 Jessica Santos [email protected] P: +61 (2) 9283 3583 L: Level 1, 545 Kent St. Consultation: via Moodle or by appointment. 1.2 Core / Elective This is an elective subject for B Bus(Accg) and B Bus (Mgt & Finance) 1.3 Subject Weighting Indicated below is the weighting of this subject and the total course points. Subject Credit Points Total Course Credit Points 4 BBus(Accg) 96; BBus (Mgt & Finance) 96 1.4 Student Workload Indicated below is the expected student workload per week for this subject: No. timetabled hours/week* No. personal study hours/week** Total workload hours/week*** 4 hours/week (2 hour Lecture + 2 hour Tutorial) 6 hours/week 10 hours/week * Total time spent per week at lectures and tutorials ** Total time students are expected to spend per week in studying, completing assignments, etc. *** Combination of timetable hours and personal study. 1.5 Mode of Delivery Online (face-to-face teaching temporarily suspended due to COVID-19) 1.6 Pre-requisites MGT100 Introduction to Management 1.7 General Study and Resource Requirements o Students are expected to attend classes with the required textbook and to read specific chapters prior to the tutorials. This will improve their ability to participate in the weekly activities. o Students will require access to the internet and their KOI email and should have basic skills in word processing software such as MS Word, spreadsheet software such as MS Excel and visual presentation software such as MS PowerPoint. o Computers and WIFI facilities are extensively available for student use throughout KOI. Students are encouraged to make use of the campus Library for reference materials. Resource requirements specific to this subject: There are no specific resources for this subject. mailto:[email protected] MGT201 MGT201 CROSS CULTURAL MANAGEMENT T221 14/07/2021 11:51 *AUSTRALIAN INSTITUTE OF BUSINESS AND MANAGEMENT PTY LTD © Page 2 of 17 CRICOS 03171A ABN: 72 132 629 979 Approved by KOI Academic Board for T2 2021 2. Academic Details 2.1 Overview of the Subject The subject provides conceptual and theoretical frameworks for developing an understanding of the ways in which cultures differ, how these cultural differences impact on organisations and how they constrain communication and knowledge transfer. The subject also considers strategies for leading, managing and valuing the diversity within organisations. 2.2 Graduate Attributes for Undergraduate Courses Graduates of the Bachelor of Business (Accounting), and the Bachelor of Business (Management and Finance) courses from King’s Own Institute will achieve the graduate attributes expected from successful completion of a Bachelor’s degree under the Australian Qualifications Framework (2nd edition, January 2013). Graduates at this level will be able to apply an advanced body of knowledge from their major area of study in a range of contexts for professional practice or scholarship and as a pathway for further learning. King’s Own Institute’s generic graduate attributes for a bachelor’s level degree are summarised below: KOI Bachelor Degree Graduate Attributes Detailed Description Knowledge Current, comprehensive and coherent knowledge Critical Thinking Critical thinking and creative skills to analyse and synthesise information and evaluate new problems Communication Communication skills for effective reading, writing, listening and presenting in varied modes and contexts and for transferring knowledge and skills to a variety of audiences Information Literacy Information and technological skills for accessing, evaluating, managing and using information professionally Problem Solving Skills Skills to apply logical and creative thinking to solve problems and evaluate solutions Ethical and Cultural Sensitivity Appreciation of ethical principles, cultural sensitivity and social responsibility, both personally and professionally Teamwork Leadership and teamwork skills to collaborate inspire colleagues and manage responsibly with positive Professional Skills Professional skills to exercise judgement in planning, problem solving and decision making Across the course, these skills are developed progressively at three levels: o Level 1 Foundation – Students learn the basic skills, theories and techniques of the subject and apply them in basic, stand-alone contexts. o Level 2 Intermediate – Students further develop skills, theories and techniques of the subject and apply them in more complex contexts, beginning to integrate the application with other subjects. o Level 3 Advanced – Students have a demonstrated ability to plan, research and apply the skills, theories and techniques of the subject in complex situations, integrating the subject content with a range of other subject disciplines within the context of the course. MGT201 MGT201 CROSS CULTURAL MANAGEMENT T221 14/07/2021 11:51 *AUSTRALIAN INSTITUTE OF BUSINESS AND MANAGEMENT PTY LTD © Page 3 of 17 CRICOS 03171A ABN: 72 132 629 979 Approved by KOI Academic Board for T2 2021 2.3 Subject Learning Outcomes Listed below, are key knowledge and skills students are expected to attain by successfully completing this subject: Subject Learning Outcomes Contribution to Graduate Attributes (a) Distinguish cultural similarities and differences between people (b) Identify ways in which culture may affect organisational behaviour and management (c) Apply relevant cross-cultural theories and frameworks in an effort to assess business challenges and problems in a global environment (d) Explain the role of culture in verbal and non-verbal cross- cultural communication (e) Discuss leadership and management issues in cross- cultural organisations 2.4 Subject Content and Structure Below are details of the subject content and how it is structured, including specific topics covered in lectures and tutorials. Reading refers to the text unless otherwise indicated. Weekly Planner: Week (beginning) Topic covered in each week’s lecture Reading(s) Expected work as listed in Moodle 1 05 Jul Global Managers Ch.1 Tutorial Activities 2 12 Jul Global Understanding Ch.2 Tutorial Activities 3 19 Jul Organisational Environment Ch. 3 Tutorial Activities Team profile Pairs Project Introduction 4 26 Jul Managerial Environment Ch. 4 Case analysis and discussion 5 02 Aug Cross-cultural Communication Ch. 5 Tutorial Activities 6 09 Aug Global Leadership Ch. 6 Assessment 2 due: Case Study Individual Assignment 7 16 Aug Managerial Ethics Ch. 7 Negotiation exercise 8 23 Aug Negotiations Ch. 8 Tutorial Activities 9 30 Aug Global Teams Ch. 9 Tutorial Activities 10 06 Sep Global Assignment Ch. 10 Assessment 3: Group Report Due Group Presentations 11 13 Sep Review and Feedback Ch. 11 Assessment 3: Group Presentations 12 20 Sep Review and feedback Assessment 3: Group Presentations MGT201 MGT201 CROSS CULTURAL MANAGEMENT T221 14/07/2021 11:51 *AUSTRALIAN INSTITUTE OF BUSINESS AND MANAGEMENT PTY LTD © Page 4 of 17 CRICOS 03171A ABN: 72 132 629 979 Approved by KOI Academic Board for T2 2021 13 26 Sep Study Review Week 14 05 Oct Final Exam week Please see Exam Timetable for exam date, time and location 15 12 Oct Student Vacation begins Enrolments for T321 is open 16 18 Oct Results Released 26 October 2021 Certification of Grades 29 October 2021 T321 begins 01 November 2021 1 01 Nov Week 1 of classes for T321 Friday 29 October 2021 – Review of Grade Day for T221 – see Sections 2.6 and 3.2 below for more information. 2.5 Public Holiday Amendments Please note: KOI is closed on all scheduled NSW Public Holidays. T221 has one (1) public holiday (Labour Day) that occurs during this trimester. Classes scheduled for this public holiday (Calendar Class Dates) will be rescheduled as per the table below. This applies to ALL subjects taught in T221. Please see the table below and adjust your class timing as required. Please make sure you have arrangements in place to attend the rescheduled classes if applicable to your T221 enrolment. Classes will be conducted at the same time and in the same location as your normally scheduled class except these classes will be held on the date shown below. Calendar Class Date Rescheduled Class Date Monday 04 October 2021 (Week 14) Exams Week Not required 2.6 Review of Grade, Deferred Exams & Supplementary Exams/Assessments Review of Grade: There may be instances when you believe that your final grade in a subject does not accurately reflect your performance against the marking criteria. Section 8 of the Assessment and Assessment Appeals Policy (www.koi.edu.au) describes the grounds on which you may apply for a Review of Grade. If you have a concern about your marks and you are unable to resolve it with the Academic staff concerned, then you can apply for a formal Review of Grade as explained in section 3.2(e) Appeals Process below. Please note the time limits for requesting a review. Please ensure you read the Review of Grade information before submitting an application. Review of Grade Day: Final exam scripts will not normally be returned to students. Students can obtain feedback on their exam performance and their results for the whole subject at the Review of Grade Day. KOI will hold the Review of Grade Day for all subjects studied in T221 on Only final exams and whole subject results will be discussed as all other assessments should have been reviewed during the trimester. Further information about Review of Grade Day will be available through Moodle. Friday
Answered 7 days AfterSep 02, 2021MGT201Charles Sturt University

Answer To: o Your task is based upon comparing and contrasting the culture in two different countries. o The...

Rudrakshi answered on Sep 10 2021
151 Votes
MGT201 CROSS CULTURE MANAGEMENT-ASSESSMENT 2
COMPARING AND CONTRASTING THE CULTURE OF TWO DIFFERENT COUNTRIES
IRELAND VS UAE
Executive Summary
The above study was based on the comparison of two countries related to cross culture management. It is demonstrated that country and society develops the human living personality in the society. If there is not proper culture business cannot be thrive within the society and they encourages the organisation to stay active in the society. The culture of the country has the positive and negative impact on the performance of societal activities. There are differentiated areas of different countries undertaken in this report.
Table of Contents
Executive Summary    2
Introduction    5
Cultural Design    7
Hofstede’s Cultural Dimension Model    7
Indulgence    7
Uncertainty Avoidance    7
Cultural Diffe
rences    9
Leadership Styles    9
Perception of Leadership    9
Behaviour of Leader    9
Example of Leader in Ireland and UAE    10
Communication    11
Context    11
High Context Culture    11
Low Context Culture    11
Space    11
Time    12
Monochromic:    12
Polychromic:    12
Decision-Making    13
Collaborative Decision-Making    13
Decentralised Process of Decision-Making    13
Managing Teams    14
Ireland    14
Migrate Online:    14
Unanticipated Positive Aspect:    14
Proactivity:    14
UAE    14
Political and Leadership Life:    15
Social Welfare and Program of Changes:    15
Child Education and Rearing:    15
Higher Education:    15
Value System    16
Ireland    16
United Arab Emirates    16
Conclusion and Recommendations    18
References    19
Appendix: Comparison between Both the Countries    21
Introduction
Ireland is the nation of island on westernmost edge of Europe. It is the second largest island after Great Britain. Ireland is famed for its vast swaths of lush, green countryside. In fact, the Emerald Isle is its nickname. The culture of Gaelic is originated in the Ireland but eventually it had the expansion to Scotland as well as a much in North-Western Europe. Scottish, Anglo-Norman and English influences the Irish culture throughout all the cultures. Irish and English are the two official language spoken in the Ireland. The cultural differences within the Republic are known among urban and rural regions (particularly between the capital city of Dublin and the rest of the country) and between regional cultures.
UAE is a United Arab Emirates that is a country with the location of Middle East bordering the Persian Gulf and Gulf of Oman. The culture of Emirates is entrenched on Arab culture, with influences from East African and Indian subcontinent traditions. The Islamic religion has played a significant role in the music, costumes, cooking, local architecture and lifestyle. Five times a day, Muslims from minarets of mosques, distributed around the country, are asked to worship. The weekend starts on Friday because Friday is Muslims' holidays and most Muslim countries have weekends on Friday-Saturday and Thursday-Friday.
Culture is stated as all of living life of population that also comprises of beliefs, institutions and arts that are carried forward through long going generation. Culture has been described as an existence of whole society. As a result, it encompasses etiquette, dress, language, religion, rituals and art. The current study will outline the cultural differences understanding amid Ireland and UAE including different elements such as Hofstede’s culture model. It will also comprise of leadership style, channel of communication and its style and next is process of decision-making. It will also explain the value system of individual and the ways the teams are managed. These elements are crucial to consider while undertaking the effective cross-cultural team management because the insights are provided in order to analyse the skills for the performance of management.
Intelligence of culture is a competency of new emergent that will soon be integrated into the system as a new metric for successful leadership. Businesses, leadership and people are confronting cross-cultural issues as globalisation accelerates. It is required to have the constant interaction in order to implement the strategy of business beyond the national borders. The leadership of the workforce is altered as an outcome of the diversity of the workforce. Understanding diverse cultures is like a stick for them in order to manage them efficiently. Interacting with multi-cultural teams is a new experience as well. Sharing experiences and information and dos and do not help in planning. They are more confident and hopeful in their methods as an outcome of their cultural awareness.
Cultural Design
Hofstede’s Cultural Dimension Model
Indulgence
The most difficult challenge that every country face and from which humanity confronts now and even in the past is the degree or the extent, to which small children are socialised. Arnuco (2020) mentioned that it is impossible to become human without socialisation because if someone will not socialise themselves then how can they know what is the behaviour that they have to keep with other people. This dimension is also referred to as the degree, to which an individual tries to control their desire and impulses and that depends on the way they were raised. Relatively weak control is defined as indulgence and strong control is called restraints.
Ireland has a high score in indulgence and that is 65 so from this score it is clear that Irish culture is one of the indulgences. In Irish society, people are classified by a high score in indulgence that implies that people know there that the children realise their impulse and desire in order to enjoy their life to the complete extent. The Irish people possess a positive attitude and they even have a great tendency towards optimism. The Irish people also know enjoy their life with leisure time and they also act as they please and send money as they wish, wherever they want. On the other side, the UAE does not have any scale to measure indulgence in their country.
Uncertainty Avoidance
Alhajji (2020) stated that the uncertainty is nothing but thinking about what the future will be. As everyone knows that, no one can tell what is their future so dealing with the fact that the future cannot be known and cannot be control still trying to control the future can give a feeling of anxiety and different cultures deal with this anxiety in different ways. The degree, to which the member of a culture deals with the controlling future fact and unknown situations by creating their own beliefs and institutions, which they are trying to avoid these, is reflected in the score of uncertainty avoidance.
The UAE scores 80 on this dimension and thus it can be said that UAE has high preferences for avoiding uncertainty. With this scale, it can be concluded that the UAE country exhibit high uncertainty avoidance that will maintain the high rigid code of beliefs and unorthodox behaviour and ideas are not be tolerated in this country. In UAE, the simple ideology is followed that time is money, people do not waste their time and they work hard and try to keep them busy. The basic norms are precision and punctuality. The most important element in individual motivation is the feeling of security.
On the other hand, Ireland has a low scale in uncertainty avoidance. Lee, Hunter and Chung (2020) said that in Ireland idea of every individual is appreciated and keeping their ideas forward is important there and being imaginative is a good thing and people expect themselves to be imaginative and appreciated by others. The Irish entrepreneurs always try to find new ways to resolve the problems that they are facing in their business and even they embrace creativity and need employees who are creative and expressive. The main motive of Irish entrepreneurs is to make the point practically right rather than use technical language while expressing the idea.
Cultural Differences
Leadership Styles
An individual's or a group's ability to influence and guide followers or other members of an organisation is known as leadership. The significance is gained while contrasting and comparing the difference of culture in globalised market. It is analysed that how leader should behave and act in the market of globalisation. It is crucial for them to motivate the attitude of the people and influence them to do better in the market (Al Khajeh, 2018). The analysis resulted in the...
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