Course

Module 1

Module 1: Theoretical Frameworks of Culture (7.5 hours)

1. Decoding CompetitiveAdvantage

Module 2

Module 2: Intercultural Communication (7.5 hours)

1. Language and Presentation Styles
2. Barriers to Intercultural Communication
3. Non Verbal Communication

Module 3

Module 3: Negotiation and Marketing (7.5 hours)

1. Negotiating Across Cultures
2. Culture and Market Research
3. Culture and Products
4. Culture and Promotion
5. Culture and Pricing and Distribution

Module 4

Module 4: Global Teams (7.5 hours)

1. Global Teams
2. Global HRM
3. Expatriate Management

Course Description

Over the years, Human Resource Management as a discipline has evolved without great levels of integration across different HR functions such as Recruitment and Selection, Training and Development, Performance Management, Compensation Management and Employee Engagement. Organizations which used the narrow and micro functional approach to people management problems in the past have realized the ineffectiveness of such approaches as they have limited ability to provide competitive advantage in isolation. Thus, both scholars and practitioners emphasize on recognizing the importance of establishing greater linkages between the business practices and HR practices which provide sustained competitive advantages to firms. Therefore, the purpose of this course is to provide a distinctive approach to human resource management as a strategic function by highlighting the issues with vertical integration of HR Strategy with Business Strategy as well as the horizontal integration of variousHR functions.

Course Outcomes& Learning levels

As a result of succeeding in this course, participants will be able to achieve the following the objectives.

1. Be able to establish the linkage between firm strategy and HR practices of the firmthrough Resource-based view of Competitive Advantage and Sustained Competitive Advantage.
2. Be able to understand the need for different HRM practices in alignment with different business strategies through closed system as well as open system models such as behavioral perspective and cybernetic systems.
3. Be able to identify the Non-Strategic HR practices, which derive from institutional and political forces within the firm as well as outside the firm and the negative impact of such practices on firm performance.
4. Reading Material: Course Reading Material “Strategic HRM” by the Instructor.

Evaluation Pattern

* Based on assignments / Tests / Quizzes / Case Studies / Projects / Term paper / Field visit report.

Course Text

1. Madhavan, Shobhana, 2016, Cross-cultural Management – Concepts and Cases, Oxford University Press. Second Edition. New Delhi.

Reference Books

1. Browaeys, Marie Joelle and Roger Price, 2010, Understanding Cross-cultural Management, Pearson Education, New Delhi.
2. Sinha, Jai B.P. 2004. Multinationals in India. Managing the Interface of Cultures. Sage Publications. New Delhi.