mp15

1. Introduction
In international projects, people from various cultures cooperate and many differing views on values, methods, procedures and so forth come together. Although people naturally have their own personal perspectives on such matters, these perspectives have as a rule been developed during people’s enculturation in a particular environment and are strongly influenced by the notions prevalent in that environment. Cultural backgrounds are therefore a factor to be considered in international projects and common views on approaches and practices are not necessarily shared by participants but have to be negotiated. This course focuses on the context of international projects, especially from a cultural perspective. At the same time, people are not prisoners of their cultural backgrounds. Firstly, there are universal needs shared by all humans, and secondly, the different views resulting from different favoured approaches to management tasks in cultures should not exclusively be treated as a source of conflict but as a potential enrichment of the perspectives of those involved as well.

In order to develop the students’ insight into the potential impact of culture on project management, descriptions of the management styles, methods and procedures prevalent in various cultures are studied and compared critically. First, this is done from an emic perspective, which requires the students to develop their own criteria to come to a systematic and coherent overview of the different patterns described. Then, the classical etic approaches are discussed with an emphasis on Hall’s and especially Hofstede’s dimensional classifications. Descriptions of the management styles, methods and procedures prevalent in various cultures are consequently analysed in terms of Hofstede’s classification of cultural dimensions. Subsequently, the advantages and disadvantages as well as the limitations of emic and etic approaches are discussed.

The cases typically take the form of descriptions of so-called critical incidents, which are analysed in terms of the different values and viewpoints which underlie the described behaviours of the interactants. The study of critical incidents also provides an opportunity to take into account other than purely cultural factors, which also affect the success or failure of cooperation in projects. The amount of trust, manifestations of commitment and so on also contribute to the outcome, and this aspect of intercultural relations must not be ignored.

The issue of corporate social responsibility is investigated as an area in which cultural factors play a role, but which is also based on universal human social qualities, such as solidarity with, and support for others, as well as responsibility for the impact specific behaviours have on their lives. As such it enables students to develop their views on, and insights into the significance of cultural factors in a complex issue.

This course is organized as a weekly course throughout the semester. The students have strongly diverse backgrounds and are required to use their own experience and knowledge to supply input to the discussions, which are complemented by such practices as brainstorming and critical reasoning. Students use the e-learning platforms of the university and the study course.

2. Course structure
The framework of the course is Matsumoto’s model of context, behaviour and culture.
 * Introduction to basic concepts: human universals, ecological context, culture, social context, role performance
 * Project-related aspects of culture and emic approaches: comparing project-related role and procedure descriptions in various cultures (management styles, meeting procedures, planning procedures etc.)
 * Project-related aspects of culture and etic approaches: Hall’s time, context and space dimensions; Hofstede’s six dimensions; possible synthesis of Hall and Hofstede; comparing typical project-related role and procedure descriptions in various cultures (management styles, meeting procedures, planning procedures etc.) on the basis of the Hofstede dimensions
 * Corporate social responsibility in relation to universal values and cultural values
 * Cultural dimensions and their possible impact on corporate social responsibility

3. Case studies
There are short cases discussed in almost each session. Besides that there are major case studies dealing with links to other areas of project management and other courses of the EuroMPM. Very important are joint studies on cultures and social responsibility - the impact of cultures on social responsibility - and the way social responsibility shapes cultures.

4. Parameters
ECTS: 3 Hours of study in total: 90 Weekly hours per semester: 2 Contact hours: 30 Self study hours: 60 Course characteristics: compulsory Course frequency: every year - summer semester Maximal capacity: 15 students Course admittance prerequisites: no special requirements Skills trained in this course: professional, methodological, and personal skills Prerequisite for the completion of the following courses: This course is important for all subsequent courses Assessment of the course: 75% contributions within the course (homework, group work, presentations, case studies) 25% written or oral examination at the end of the course Teaching staff: Drs. Henri de Jongste (Prof. Dr. Peter Reusch)

5. Learning outcomes

 * 5.1 Knowledge**

The students can
 * explain concepts of “culture” and its various manifestations.
 * explain types of cultural research and their advantages and disadvantages.
 * explain major intercultural research projects.


 * 5.2 Skills**

The students are able to analyze and assess descriptions of culturally based differences in
 * management styles and notions of leadership
 * teamwork styles
 * time management
 * role of genders
 * organizational communication procedures, esp. meetings
 * communication styles

in a given context in the course.


 * 5.3 Competence**

They are able to


 * analyze and assess descriptions of culturally based differences in
 * management styles and notions of leadership
 * teamwork styles
 * time management
 * role of genders
 * organizational communication procedures, esp. meetings
 * communication styles
 * develop communication in an inter-cultural project management context
 * dealing with culturally different notions of situational context, the role of culture, personality, role performances (based on Matsumoto’s context model)
 * dealing with culturally different notions of leadership, teamwork and co-operation, time management, communication styles
 * investigating critical incidents and their underlying causes in an informed and effective manner
 * devising strategies to cope with intercultural differences

in a new context / project.


 * 5.4 On scaling outcomes**

The assessment of learning outcomes is based upon the following core perspectives:
 * Completeness - regarding knowledge areas and concepts (human nature – ecological context - culture – situational contexts – personality - role performances)
 * Analysis - analyse cultural differences in roles and responsibilities in projects/organizations (different expectations concerning roles and responsibilities - detecting gaps and overlaps)
 * Analysis – analyse cultural differences in influences in culturally diverse projects/organizations (different concepts of time management, decision-making procedures, teamwork, communication styles)
 * Analysis - analyse competencies in culturally diverse projects/organizations (competencies needed - multiple perspectives of competencies)
 * Analysis - detect potential culture-based conflicts and dilemmas in culturally diverse projects/organizations (basic conflicts - hidden conflicts)
 * Concept building - develop a concept for the organization of a culturally diverse project (elementary concept - medium concept - complex concept)
 * Concept building - develop a concept for a competence model for a culturally diverse project (poor concept - appropriate concept including most important aspects - advanced concept)
 * Problem solving and dilemma reconciliation - solve the problems detected (basic solution - advanced solution) and develop creative solutions to dilemmas
 * Tools - apply descriptions of business cultures critically (basic - advanced)
 * Tools – develop and apply tools for comparative analysis of business cultures (basic - advanced)
 * Linking - build bridges between knowledge areas and concepts (no - poor - strong bridges)

7. Course mapping
This course is linked to other courses of the study programme in the following way:

MP01 shows major cases of international projects - also project covering various cultures.
 * MP01: Projects: Concept, Types, Cases, Context and Organization**

MP02 introduces stakeholder management - stakeholders are embedded in cultures - and their individual cultures shape a project.
 * MP02: Life cycle Concepts, Maturity Models, Customer Relation Ship, Stakeholder Management**

Standards support intercultural communications.
 * MP03: Standards and Mainstreams**

Project planning takes care of cultural issues.
 * MP04: Project Planning**

Project control takes care of cultural issues.
 * MP05: Project Control**

Human resources have their roots in cultures - all their contribution in projects are depending on their roots.
 * MP06: Human Resource Management, Team Building and Leadership**

Project organization has to take care of cultural issues.
 * MP07: Project Organization**

Intercultural communications supports quality management.
 * MP08: Managing Quality**

Risks avoidance is a dimension of cultures - cultures shape risk management in projects.
 * MP09: Managing Risk**

Culture have an impacts on project economics - bribery, corruptions, and further problems must be takes into account.
 * MP10: Project Economics**

Communication, negotiations and conflict management are shaped by cultures.
 * MP11: Communications, Negotiation and Conflict**

Social competencies support intercultural communications.
 * MP12: Social Competencies**

Cultures have an impact on change management.
 * MP13: Managing Change**

Creativity and decision making is based on cultures and their values and traditions.
 * MP14: Creativity and Decision Making**

Information and knowledge management support intercultural communication.
 * MP16: Information and Knowledge Management**

Cultures must be taken into account in project finance.
 * MP17: Project Finance**

Cultures must be taken into account in legal aspects.
 * MP18: Legal Aspects in Project Management: Contracts, Procurement, and further Issues**

Cultures have an impact on programs and portfolios.
 * MP19: Program and Portfolio Management**

Cultures shape perspectives of safety, health, and the environment.
 * MP20: Safety, Health and the Environment**

8. References:

 * 1) Bhagat, Rabi S.; Steers, Richard M. (eds.): Cambridge Handbook of Culture, Organizations, and Work. Cambridge University Press: 2009.
 * 2) Hofstede, Geert; Hofstede, Gert Jan; Minkov, Michael: Cultures and Organizations: Software for the Mind, Third Edition. Mc-Graw-Hill: 2010.
 * 3) Matsumoto, David: Culture, Context, and Behavior, Journal of Personality, 75(6), 1285-1319.
 * 4) Nakata, Cheryl (ed.): Beyond Hofstede: Culture Frameworks for Global Marketing and Management. Palgrave: 2009.
 * 5) Tomalin, Barry; Nicks, Mike: The World's Business Cultures and How to Unlock Them, Second Edition. Torogood: 2010.