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Lehrende: Dr. Julika Baumann Montecinos; Tobias Grünfelder
Veranstaltungsart:
Seminar
Orga-Einheit: Corporate Management & Economics
Anzeige im Stundenplan:
Diversity
Semesterwochenstunden:
3
Credits:
6,0
Standort:
Campus der Zeppelin Universität
Unterrichtssprache:
Englisch
Min. | Max. Teilnehmerzahl:
5 | 15
Prioritätsschema: Standard-Priorisierung
Inhalte:
What is diversity – and why is it so important to organizations, and to you? How to engage and cope with diversity in an effective and mutually beneficial manner?
Questions like these are tackled in our new course, taking globalization and worldwide interconnectedness as a starting point, and considering diversity as a phenomenon that includes not only cultural affiliation, but also gender, generation, professional and educational background, sexual orientation and other dimensions. In this context, the ability to work together with people from different backgrounds and to be prepared for the complexity and context-dependence of diversity is crucial. This is particularly relevant for people who work together in global projects and undertakings. They need appropriate communication, management and leadership skills for mutually beneficial cooperation based on common ground. With all this, the focus is on the question of how diversity can be successfully used as a source and driver of innovation and sustainability.
Against this backdrop, transcultural competence is the ability to cope with (cultural) diversity in global networks of relations. It is a cooperation-oriented ability that includes recognizing and accepting diversity and is reflected in the successful creation of new forms of collaborative communities of practice and commonalities.
The transcultural approach does not focus on the borders, differences and conflicts between "cultural containers", but considers diversity as a starting point for the development of common learning and cooperation opportunities. In contrast to the prefix "inter" (between), the prefix "trans" (through, across, beyond, to the other side) stands for something connecting, for building bridges and jointly developing new cultural commonalities, and thus for a productive approach to the demands of cooperation in global networks of diversity.
This course introduces the current state of research on diversity management and transcultural competence, representing one focus area of the Leadership Excellence Institute Zeppelin | LEIZ.
Lernziele:
Understanding of diversity, culture, and critical self-reflection:
Students explore current research on diversity management, as well as different approaches on culture. In text analysis and interactive formats, they gain a deeper understanding of the concept of diversity and, in particular, an understanding of unconscious biases and their own cultural affiliation.
Diversity as potential:
In case studies, the students experience diversity as a learning opportunity and as a driver of innovation for themselves and their projects.
Strategies and tools:
The students learn strategies to focus on commonalities and cooperation potentials in global projects and to use them successfully. For this purpose, they are presented with tools that are applied in small groups.
Motivation:
The students feel ready to interact in a network of diversity and to participate in the development of new cultural commonalities. They develop ideas on how they can initiate and help shape productive diversity management processes themselves
Weitere Informationen zu den Prüfungsleistungen:
Short presentation in class (mid-term) and reflection paper (end-term).
Literatur:
Distefano, J. / Maznevski, M. L. (2012): Creating Value with Diverse Teams in Global Management, Organizational Dynamics 29(1): 45-63.
Hewlett, S. A. / Marhall, M. / Sherbin, L. (2013): How Diversity Can Drive Innovation, in: Harvard Business Review, Harvard: Harvard Business Publishing, S. 30
Stahl, G. / Maznevski, M. L. / Voigt, A. / Jonsen, K. (2009): Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural working groups, in: Journal of International Business Studies, 41, Academy of International Business, 690-709.
Stahl, G. K. & Tung, R. L. (2015): Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship, in: Journal of International Business Studies, 46(4): 391-414.
Wieland, J. (2019): Transculturality as a Leadership Style – A Relational Approach, in: Wieland, J. / Baumann Montecinos, J. (eds.) Transcultural Leadership and Transcultural Competence, Marburg: Metropolis, 21-41.
Further literature to be announced in class.
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