ISG International Business School Programme Grande Ecole

Transcription

1 ISG International Business School Programme Grande Ecole International Human Resource Management Département Management Rosana SILVEIRA REIS, Ph.D. Année Académique Page 1

2 SYLLABUS détaillé Nom du programme : Business Management Nom du cours : International Human Resource Management LA MISSION DE L ISG In a constantly changing global environment, the mission of ISG is to train young future executives who will take up managerial responsibilities, and apply a holistic approach of organizational issues, as a result of a curriculum enriched by faculty research. The academic and professionalising education provided by ISG aims at preparing students to become socially responsible managers, able to work in an international context, to start innovative businesses, to develop critical thinking and to contribute efficiently and proactively to the organizations in which they operate. The education provided by ISG emphasizes student employability and career advancement. INFORMATIONS GENERALES Code : 2016IT Semestre : B5 B6 (Licence/ Bachelor) M1 M2 (Master) M3 M4 Langue d enseignement : Français Anglais Volume horaire : Année académique : 20014/2015 Crédits ECTS attribués au cours : Responsable du cours : Rosana SILVEIRA REIS Bureau : Téléphone :+33 (0) e.mail : rosana.reis@isg.fr I. Présentation Générale The goal of this course is to provide students with an in-depth understanding of the basic problems inherent in IHRM to either prepare them for further work in the IHRM field or to give them a sound basis to understand the international corporate dimensions of their own careers. Page 2

3 We will focuses on the connection between corporate strategies and the effective management of human resources, which at times, may require differing policies across countries. The course is based on the notion that competitive firms and economies require appropriate structures, policies, and strategies for managing their employees at every level of the enterprise. In today's global environment, we need to feel comfortable with uncertainty and diversity, and know how we can inspire trust and commitment from everyone in the organization be they nationals or expatriates. Therefore, we begin the course with an exploration of global leadership and teamwork, in order to help us cope with the unexpected. Because the impact of culture is substantial when working with staff from different countries, we will also dedicate time to an understanding of culture in theoretical and practical terms. We will subsequently turn our attention to a general exploration of the nation state and the economic integration realities that impact policies and activities of corporations worldwide. Our final goal is to provide the students of the critical view of the impact of globalization in management multicultural teams. II. Lien du cours avec le reste de la formation By managing international human resources (IHRM) correctly, it can enable a business to compete more successfully in the world market place. In this sense, this course explores the strategic role of human resource management within the global organization, complementing the student s knowledge in Business Administration. III. Liens avec la mission et les objectifs pédagogiques de l ISG This course allows the students a deep analysis of the international environment, enabling them to achieve the pedagogical objectives as: Entrepreneurship (through the analysis of job opportunities in the countries around the world); Critical thinking skills (developing the understanding about the cultures, their impacts: advantages and disadvantages). IV. Objectif du cours Students completing this module will be able to: To understand the nature of International HRM and appreciate how and why International HRM has become so critical to competitiveness and to our society's well-being. To develop greater sensitivity and confidence in our own capacity to effectively impact the HRM process when working across cultures. Page 3

4 To foment a global mindset by experiencing, verbalizing, and writing thoughtfully about different cultures and human resource issues impacting diverse environments while maintaining a linkage for mutual benefit. V. Méthodes pédagogiques There are three contact hours per session (total of 7 sessions) with the key concepts, methods and techniques being introduced via lectures. In addition to formal lectures we will use group discussion; cases, video materials and group s dynamics with objective to combine conceptual and experiential approaches. VI. Ouvrage de référence Branine, M. (2011). Managing across cultures: concepts, policies and practices. Sage Publications Ltd: London, UK. Harzing, A.W. and Pinnington, A. H International Human Resource Management. 3 th Edition. London: Sage Publications. VII. Sites Internet et Lectures recommandés (facultatif) Adler, N.(2008). International dimensions of Organizational Behavior. South- Western Cengage Learning: Mason, USA. Briscoe, D. R. & Schuller, R. S. (2004). International Human Resource Management. Routledge: New York, USA. Caliguri, P., Lepak,D. & Bonache, J. (2010). Managing the global workforce. John Wiley & Sons Ltda: West Sussex, UK. Dowling, P. J., Festing, M. & Engle Sr, A. D. (2013). International Human Resource Management. Cengage Learning: Hampshire, UK. Stahl, G. K., Mendenhall, M. E. & Oddou, G. (2012). International Human Resource Management and Organizational Behavior. Routledge: New York, USA. Trompenaars, F. & Woolliams, P. (2003). Business across cultures. Capstone Publising Ltd: Sussex, UK. VIII. Evaluation Absenteeism. Any student who fails to attend more than one quarter of the course sessions will not be able to attend the final round. Page 4

5 In addition, any student missing in the mid-term evaluation will be also attach a score of 0/20 for this assessment (except for hospitalization or death of a loved one) Participation in classes; group presentation and 4 cases studies: 40% Mid-Term Exam: 20% Final Exam: 40% TOTAL 100% IX. Contenu indicatif des séances/thèmes Session 1 14/1 MANAGING GLOBALIZATION Defining globalization Competitive advantage Topics Readings, assignments and Projects * Groups Dynamics Introduce yourself in one minute * Individual exercise How are you prepare yourself for the future? * Read Chapter 1: Globalization and International Linkages [Luthans & Doh, 2012] * Case study 1: Tarmac: Competitive advantage through diversity 2 21/1 Organization Culture * Intercultural Relations * Case study 2: Changing the culture at Jaguar * Film: Dangers of a single story * Article (oral questions): How far do cultural differences explain the differences between nations? Implications for HRM (Vaiman & Brewster, 2014) 3 28/1 HRM issues in cross border International Mergers and Acquisitions * Reading 4.3: IHRM and OB Stahl, Mendenhal & Oddou, 2012 * Additional reading: Chapter 4 Dowling, Festing & Engle Sr, 2013 * Group Dynamic: Puzzle in GDT * Article (oral questions): Managing multicultural teams (Brett, Behfar & Kern, 2006). Page 5

6 4 4/2 5 25/2 Managing Multicultural Teams - Collocated, Distributed and Globally Distributed Teams * Additional reading: Chapter 5 Adler, 2008 MIDTERM Groups presentations: (Branine, 2011) Managing in Anglo-Saxon Countries US & Canada; UK & Ireland; Australia & New Zealand Managing in South-East Asian Counties Japan & South Corea; China & Hong Kong; Indonesia & Malaysia Case study 3: Shield - Product Development in a Distributed Team * Article (oral questions): Rethinking Cross Cultural Management in a Globalizing Business World (Søderberg & Holden, /3 Managing in Western European Countries Belgium & France; Germany & Netherlands; Denmark, Norway & Sweden; Greece, Italy & Spain Managing in Developing Countries BRICS Article: Employee Relations in German Multinationals in an Anglo- Saxon Setting McDonald, Tuselmann & Heise, /2 International Careers Moving abroad and coming back home (Managing cross-cultural transitions) * Reading: Chapter 10 Adler, 2008 * Additional reading: Chapter 7 - Dowling, Festing & Engle Sr, 2013 Case study 4: Indra Nooyi: A Transcultural Leader **Article (oral questions): Studying careers across cultures: Distinguishing international, cross-cultural, and globalization perspectives (Tams & Arthur, 2007) X. Règles de comportement Durant ce cours, l étudiant s engage à respecter la charte de comportement de l ISG. Il doit ainsi veiller à : Page 6

7 - Ne pas être en retard - Respecter son groupe de travail - Adopter un comportement responsable en cours, ne nuisant pas au bon déroulement du cours. - Ne pas frauder, copier, ni plagier lors des travaux que peuvent lui demander les enseignants. En cas de non respect de ces règles élémentaires, l étudiant-e peut être renvoyé-e du cours et éventuellement être soumis-e à un conseil de discipline, mais également se voir joindre la note de 0/20 à l examen de mi-parcours. Le plagiat consiste à reproduire ou paraphraser un texte, à utiliser, même en les remaniant, des figures ou des données produits par autrui en faisant passer cet emprunt pour une contribution personnelle. Afin d éviter le plagiat, il convient, en cas de : - reproduction d un texte, de citer celui-ci entre guillemets et d indiquer sa source à la fin de la citation. - paraphrase d un texte, d indiquer sa source à la fin du paragraphe. - reproduction ou d utilisation de figures ou de données, de faire référence à la source. Tous les mémoires doivent être remis aux professeurs en version papier et électronique (version Word ou PDF). Le correcteur pourra le faire analyser sur URKUND, qui détecte les plagiats. La clause déontologique sera reproduite à l identique au début du mémoire et signée : «Je certifie sur l honneur que le présent mémoire est le fruit d un travail personnel et que toute référence directe ou indirecte aux travaux de tiers est expressément indiquée. Je demeure seul responsable des analyses et opinions exprimées dans ce document. L ISG n entend y donner aucune approbation ni improbation».notez que les devoirs rendus peuvent être soumis à URKUND Page 7