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Operational
Definition |
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International
perspective for UMUC graduates is the ability to
function in professional roles requiring an appreciation
and understanding of the interdependency among
all disciplines in the global work place.
Students with international perspective have a geographical
and historical basis for understanding the interconnectedness
and relevance of world events and contexts, and how
the world's work force is interdependent. They appreciate
the global nature of their profession, can integrate
their professional knowledge into a world context
and acquire a theoretical background sufficient to
be able to pursue an overseas work opportunity in
their profession. |
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Student
Competencies |
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Earning
a bachelor's degree from UMUC means that the graduate
has acquired certain knowledge and skills. UMUC graduates
will be able to:
- Speak
a foreign language and/or describe in detail
the cultural components of a foreign culture
other than the United States or their home
country.
- Define
culture and its subcategories, attitudes, beliefs,
and values.
- Define
and describe differences in cultures' perceptions
of power, individual versus collective identity,
gender, and risk taking.
- List
the challenges and opportunities of working
in a multicultural environment that affect
the students' specific discipline.
- Compare
and contrast how words can have different meanings
in different languages and the barriers language
misunderstandings can create in effective global
communications.
- Describe
how viewing the world only from one's own frame
of reference can hinder multicultural communications
within organizations.
- List
and define the ways an organization and its
management can view the world and how that
view can hinder or help its international perspective.
- Describe
the differences or similarities in worldwide
professional practices of the students' field
of study.
- List
and describe the skills needed to participate
as a member or leader of a multi-cultural work
team in the students' profession.
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Examples
of Class Activities |
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The
international perspective cross-curricular initiative
begins with the general education requirement of
a three-credit course chosen from the approved list
of undergraduate courses with an international focus
(see the Undergraduate Catalog). In addition, academic
disciplines can incorporate class activities such
as the following to support integration of a historical
perspective into specific courses. |
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- Include
content relating to how the discipline is practiced
in other countries with emphasis on similarities
and differences in practices, if any, and how
the differences can be mitigated.
- Include
team projects whose members are multicultural.
The team project might include the opportunity
to practice decision-making skills.
- Include
relevant technical skills specific to the discipline
that are standard practices in global organizations.
- Include
content relating to how the discipline is managed
in organizations outside the student's home country,
and identify best practices on a global basis.
- Include
discussions relating to the importance and benefits
of students obtaining an international perspective
related to their discipline.
- Incorporate
the introductory template International Perspectives
WebTycho conference into online courses.
- Develop
a lecture module to discuss culture and how it
relates to the students' profession. Include
the following concepts in the lecture and assessment:
- Definition
of culture
- Attitudes
- Beliefs
- Values
- Cultural
orientations
- Five
dimensions of culture
- Develop
a lecture module to discuss issues relating to
multicultural communications. Include the following
concepts in the lecture and assessment:
- A
linguistics model to describe differences
between languages in multiple foreign languages.
- Challenges
that multiple languages may present when
collaborating with global workers in the
students' discipline.
- Develop
a lecture module to discuss organizational issues
relating to international management of organizations.
Include the following concepts in the lecture
and assessment:
- Management
orientations
- Self-reference
criterion
- Expatriate
employees
- Invite
guest speakers with international experience
in the field to address the class or conduct
a WebTycho conference.
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Resources |
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General
Resources |
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American
Council on Education, International Initiative,
available at http://www.acenet.edu/programs/international/index.cfm |
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American
Council on Education, Promising Practices: Spotlighting
Excellent in Comprehensive Internationalization,
David Engberg and Madeleine F. Green, ed. (2002). |
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UMUC
International Perspectives WebTycho template (Under
development) |
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Cultural
Resources |
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Gary
Bonvillian and William A. Nowlin, "Cultural
Awareness: An Essential Element of Doing Business
Abroad," Business Horizons 37, no. 6 (November
1994), p. 44. |
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Mike
Featherstone, ed. Global Culture: Nationalism, Globalization
and Modernity, London: Sage Publications, 1990. |
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Edward
T. Hall, "How Cultures Collide," Psychology
Today (July 1976), pp. 66-97. |
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Edward
T. Hall, Beyond Culture. Garden City, N.Y.: Anchor,
1976. |
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Geert
Hofstede, Cultures and Organizations: Software of
the Mind. New York: McGraw-Hill, 1991. |
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Geert
Hofstede and Michael Harris Bond, "The Confusius
Connection: From Cultural Roots to Economic Growth," Organizational
Dynamics (Spring 1988), p. 5. |
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Milton
Rokeach, Beliefs, Attitudes, and Values (San Francisco:
Jossey-Bass, 1986), p. 160. |
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Thomas
J. Madden, Kelly Hewett, and Martin S. Roth, "Managing
Images in Different Cultures: A Cross-National Study
of Color Meanings and Preferences," Journal
of International Marketing 8, no. 4 (2000) p. 98 |
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Language
Resources |
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Barry
Newman, "Global Chatter: World Speaks English,
Often None Too Well; Results are Tragicomic," The
Wall Street Journal (March 22, 1995), pp. A1, A15. |
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Christian
Tyler, "The Mother of All Tongues," Financial
Times Weekend (April 4-5, 1998), p. 1. |
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John
L. Graham and Roy A. Heberger Jr., "Negotiating
Abroad - Don't Shoot from the Hip," Harvard
Business Review 61, no. 4 (July-August 1983), pp.
160-168. |
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Global
Organizational Management Resources |
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Philip
R. Harris and Robert T. Moran. Managing Cultural
Differences: High Performance Strategies for a New
World of Business, 3d ed. Houston: Gulf Publishing
Company, 1991. |
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James
A. Lee, "Cultural Analysis in Overseas Operations," Harvard
Business Review (March-April 1966), pp. 106-114) |
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Jean-Claude
Usinier, "Business Time Perception and National
Cultures: A Comparative Survey," Management
International Review 31, no. 3 (Third Quarter 1991),
pp. 197-217. |