06211201 - Managerial communication & Intercultural communication

This course module offers students a comprehensive overview of key communication processes within human and organisational contexts, using their practicum experience as a foundation. It explores how individual communication styles impact interactions and how workplace cultures, communication methods, and personal behaviours influence one another.

Students are encouraged to develop a critical understanding of managerial/intercultural communication in diverse professional settings through experiential learning, reflection, discussions, feedback, debates, lectures, videos, and interactive activities. A practical case study that demonstrates critical incidents, and real-world examples is used to highlight problematic  interactions at strategic, operational and tactical levels of a business unit.

The objective of the module is to help students identify and analyze the different components of communication and other external factors through self-reflection and shared experience. By doing so, they will gain insight into how their own communication profile may shape their effectiveness as future managers/leaders.

TARGETED KNOWLEDGE AND SKILLS 

By the end of this course, students will be able to:

1. Understand Their Own Culture
Reflect on their own cultural background and how it influences communication.

2. Recognize Cultural Differences
Identify key differences in how people from different cultures communicate, especially in professional settings.

3. Define Culture
Explain what “culture” means from different points of view (like language, psychology, or anthropology).

4. Explore Communication Challenges
Understand what makes communication between cultures difficult and how to handle it.

5. Learn Key Models
Understand the main aspects of intercultural communication and compare them with other models.

6. Build Communication Skills
Learn how to communicate clearly with others, both at work and in everyday life.

7. Handle Difficult Conversations
Learn simple methods for resolving tough communication situations calmly and effectively.

8. Communicate as a Manager
Adapt tone, posture, and style when speaking to a team, depending on the situation.

COURSE OUTLINE

1. Introduction to main themes and concepts needed to analyse and critically appraise a practical case study
2. Recognise the key factors presented in a practical case study in order to obtain mutual understanding for further reflection/analysis
3. Discuss a case study as a group and produce recommendations to designated tasks

PRESCRIBED TEXTS AND PUBLICATIONS

Adler, R. B., Rosenfeld, L. B., & Proctor, R. F. (2018). Interplay: The process of interpersonal communication. Oxford University Press.
Argenti, P. A. (2018). Corporate communication. McGraw-Hill Education.
Blanchard, K., & Johnson, S. (2016). The new one-minute manager. William Morrow.
Covey, S. R. (1989). The 7 habits of highly effective people. Free Press.
Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Basic Books.
DeVito, J. A. (2015). The interpersonal communication book. Pearson.
Deresky, H. (2017). International management: Managing across borders and cultures. Pearson Education India.
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Penguin Books.
Goleman, D. (1996). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind. McGraw-Hill.
Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
Karrass, C. (2018). Effective negotiating: Strategies and tactics for negotiation. Jossey-Bass.
Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. Jossey-Bass.
Maps are useful, but can be misleading. (n.d.). American Foreign Service Association. Retrieved May 01, 2019, from https://www.afsa.org/maps-are-useful-can-be-misleading
Pearce, W. B., & Littlejohn, S. W. (1997). Moral conflict: When social worlds collide. Sage Publications.
Pink, D. H. (2012). To sell is human: The surprising truth about moving others. Riverhead Books.
Robbins, S. P., & Judge, T. A. (2018). Organizational behavior. Pearson.
Steers, R. M., Sanchez-Runde, C., & Nardon, L. (2013). Management across cultures: Developing global competencies. Cambridge University Press.
Thibaut, J. W., & Walker, L. (1975). Procedural justice: A psychological analysis. Lawrence Erlbaum Associates.
Values, behaviors, institutions, and organizations across nations (2nd ed.). (n.d.). Sage Publications.

Online Resource
Hofstede Insights. (n.d.). Country comparison tool. Retrieved from https://www.hofstede-insights.com/product/compare-countries/

Individual grade
Submission and contribution to all areas of class content during a three day intensive program

Other grade(s)
Grading during class
Group management, production and presentation

Weight: 50% / 50%

TEACHING METHODS
NATURE OF MATERIALS

This course draws on a variety of teaching materials to illustrate key concepts in intercultural communication. Students will have access to academic articles, case studies, multimedia resources (videos, podcasts), as well as interactive tools to deepen their understanding of cultural differences and their impact on professional practices. Guided readings and digital resources will be provided to support a self-directed and reflective learning approach.

TEACHING INNOVATIONS AND USE OF TECHNOLOGY

The teaching approach of this course is based on interactive and innovative methods designed to actively engage students in reflecting on Managerial communication, and intercultural management. The use of collaborative platforms, online discussion forums, and video conferencing tools will facilitate interaction between students and instructors.

PRE-REQUISITES IN TERMS OF KNOWLEDGE AND SKILLS

English – Comprehension/Expression  – B1