Group presentation

1 - Oral assessment and presentation - 50

Group assignment

2 - Oral assessment and presentation - 50

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OB Sessions will include
<ul><li>Introduction to OB and some generic models.</li><li>Individual processes: perception &amp; cognition, learning, and motivation</li><li>Individual differences; Person perception and social interaction.</li><li>Group development, dynamics and processes; the organisational context; structure and culture, organisational justice.</li></ul>
IHRM sessions will include:
<ul><li>Resourcing the international organisation - understanding both the internal and external labour markets to ensure a supply of enough of the right abilities.</li><li>Developing global talent to adapt to changing organisational needs.</li><li>Designing a performance management system and reward system which produces the desired motivational impact on current and potential employees taking account cross country differences and challenges.</li></ul>

Feedback is provided in a number of ways throughout your module. This includes feedback you receive during teaching from both peers and lecturers and that provided for formative assessment. Following an assessment, you will be given your marks and feedback in line with the assessment regulations and policy. More information on the timing and type of feedback that will be provided for each assessment will be available from the module leader. <a href='https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations'>https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations</a>

This module will support the development of all the graduate attributes. Your module leader will provide you with information about how your learning, teaching and assessment activities support your development of these attributes. The graduate attributes are: - Always learning - Engaged in the world - Technical and digital - Connected Professional - Creating Impact

In-Person - 

Self-directed - 

Directed Asynchronous - 

The Handbook of Cross-Cultural Management Research.

Organisational Behaviour

Managing Human Resources

Human Resource Management

BBM159 - Managing People in a Global Context

BBM159-PRD3-PER-ALV1

Teaching and learning methods are designed to foster your knowledge of and enthusiasm for the two subjects and stimulate engagement and participation in the learning process.
This module is delivered through six scheduled lecture sessions of two hours.  However, during these lectures you will encounter multiple modes of teaching and learning including direct lecturing on key concepts and issues, problem solving, case studies and presentations. You will be required to work in small groups for some of the module activities and will also be expected to study on an individual basis. This module aims to be highly participative and engaging. You are also expected to devote an equivalent amount of learning time in private and/or group study and to work on the suggested exercises on a weekly basis. Key learning and teaching resources will be available on the module Moodle page.
Self-directed learning hours are for independent study and account for the minimum amount of time you should spend studying independently.  For example, carrying out subject research, practising and reflecting on techniques learned in class, reading widely around the subject to develop a deeper understanding, carrying out activities using the VLE, attending induction and career development workshops, working in groups to complete assignments and presentations, and completing individual assignments and other homework.

Contact hours are designed to be flexible and are delivered using a variety of methods to help you learn in the most effective way. A proportion of the core content may be delivered online and additional support materials and content will also be made available through Moodle.

Managing People in a Global Context

Identify and explain the factors that influence people’s behaviour in the workplace, and apply these to different contexts.

Knowledge

Discuss the practices, procedures and policies of HRM.

Recognise and know how to develop and adapt HR policies, procedures and practices to support specific business/organisational needs and strategies, and in specific industry, organisational and cultural contexts.

Analyse practical issues facing managers concerned with how to manage people and organisations in the global workplace.

Evaluate how different institutional and cultural contexts can impact on HRM practices and policies.

Analyse people management strategies, policies and practices within an organisations and diagnose flaws and potential problems.

Skills

Examine and identify causes of national and cultural differences in people management practices and HRM methods.

Use, practice and enhance "soft" skills (people oriented skills) necessary for effective people management such as communication, presentation, listening, negotiation, emotional and cultural intelligence.

Prioritise the most critical HR processes and the most effective people management practices in particular contexts.

Use, practice and enhance specific managerial HR skills in interviewing, feedback, coaching and mentoring, appraisal and rewarding.

Work collaboratively in a group to process complex and contradictory information in order to produce sound analyses and conclusions.

Be culturally intelligent by recognising, interpreting and acting upon cultural differences.

Values and attitudes

Be sensitive by showing consideration to people management issues and their treatment i.e. respect, concern, considerations for feelings, kindness.

Be aware and sensitive to all sorts of discrimination when someone is unfairly disadvantaged for reasons, which cannot be objectively justified, relating to their age, gender, race, ethnicity, nationality, sexual orientation or disability.

Be ethical by attaching ethical and moral standards to people management practices, depending on their cultural origin and contexts.

Be fair and consistent in approach to managing employees, suppressing bias by avoiding self-interest.