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1.1 Identify and critically evaluate the conceptual grounds on which current perception of international organisational policy and strategy are based

Unit 806: Culture and its Impact on Strategy

Unit code: J/506/9128 RQF level: 8

Aim

This unit aims to develop deep understanding of the complexities of organisations that operate internationally and how that affects strategy development. The unit will use reasoned and researched perspectives and aims to develop alternative perspectives.

Learning outcomes and Assessment Criteria

Learning Outcomes

Assessment Criteria

1. Be able to evaluate and critique international organisational policy and strategy

1.1 Identify and critically evaluate the conceptual grounds on which current perception of international organisational policy and strategy are based

1.2 Critically analyse the impact of political structures, culture, language, religion and beliefs, social customs, ethnicity, ethos and geographical location of current perceptions on international organisational strategy

1.3 Determine how to maximise organisational effectiveness and strategy by using findings of political and ethnographic study exploit outcomes

2. Be able to evaluate the impact of cultural influences on international organisational decision- making

2.1 Critically assess the roles of religion, political structures, cultural norms, ethnicity, ethos, the concept of ’the State’, business and economic models and globalisation in the development of international organisational policy and strategy

2.2 Critically evaluate how the roles of religion, political structures, cultural norms, ethnicity, ethos, the concept of ’the State’, business and economic models and globalisation affect the process of and participation in decision-making and enable a consensus view of international organisational policy and strategy

3. Be able to challenge the nom concepts of stakeholder power, status and roles

3.1 Critically evaluate and explore contrasting stakeholders structures, their power and status

3.2 Produce researched, logical, powerful and coherent arguments for discussion with stakeholders and influencers that challenge the status quo on thinking and structures

Indicative Content: Unit 806: Culture and its Impact on Strategy

In this unit learners will study a number of models, concepts and ideas which can be used to understand culture and its Impact on strategy. However, it should be noted that this unit does not explore the different approach to business strategies or even attempt to evaluate the impact of culture on strategy formulation.

Culture is only one of the variables which impact on strategy and strategy formulation, albeit it that it could be argued, the most important. Other factors which play role include:

  • Leadership and management style
  • Organisational maturity and experiences
  • Organisational history

Listed below are some of models and ideas which may help you to understand culture and its impact on strategy. These represent a very small subset of the management models, concepts and ideas in use in industry, commerce or academia:

  • Organisational Maturity
  • Leadership and management styles
  • Communication and communication channels
  • Culture
  • Country of origin and the effect of ccultural distance
  • Managerial implications
  • Culture - stories and metaphors
  • Strategy - different schools of thought
  • Resources and capabilities
  • Context /environment MINTS & BRICs
  • Inter/intra organisational relationships
  • Feedback loops
  • Multiple perspectives
  • Boundaries
  • Relationships and emergence properties

Suggested Resources

  • Zeynep, Kanungo, Mendonca, Organisations and Management in Cross Cultural Context, Sage Publications. This book is essential reading it contains extensive additional reading and very useful web pages
  • Heijes, C. (2011) ‘Cross-cultural perception and power dynamics across changing organizational and national contexts: Curaçao and the Netherlands’, Human Relations, 64: 5, 653-674. *
  • McSweeney, B. (2002) ‘Hofstede’s model of national cultural differences and their consequences: A triumph of                                           faith – a failure of analysis’, Human Relations, Vol. 55 No. 1, pp. 89-118.
  • Hall, E. and Hall, M. (1990) Understanding Cultural Differences: Germans, French and Americans, Yarmouth: Intercultural Press.
  • Hofstede, G.; Hofstede, G. J.; Minkov, M. (2010) Culture and Organization: Software of the mind, 3rd edition, Maidenhead: McGraham Hill.
  • Hofstede, G. (1996) Riding the Waves of Commerce: A test of Trompenaars’ “model” of national culture differences, International Journal of Intercultural Relations, 20 (2): 189-198.
  • Steers, R., Sanchez-Runde, C. and Nardon, L. (2010) Management across cultures, Cambridge: Cambridge University Press, Chapters 3 and 7.
  • Trompenaars, F. (1996) Resolving International conflict: Culture and Business Strategy, Business Strategy Review, 7(3): 51-68.
  • Hooker, J. (2009) ‘Corruption from a cross-cultural perspective’, Cross Cultural

Management, Vol. 16, Issue 3,         pp. 251-267. *

  • Taylor, P. and Bain, P. (2005) ‘“India calling to the far away towns”: the call centre labour

process and globalization’, Work, Employment and Society, Vol. 19 No. 2, pp. 261-282. *

  • Steers, R., Sanchez-Runde, C. and Nardon, L. (2010) Management across cultures, Cambridge: Cambridge University Press, Chapters 10 and 11.

Additional Resources

Unit 806: Culture and its Impact on Strategy


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