The exercise should be structured around the two modules of the course: understanding and consolidating management practices; managing internationally. analyse the behaviour of your manager AND/OR your behaviour as a manager, OR the behaviour of a manager you know

1. Better understand management practices. To do this, you can (you can choose the tools that seem to be best suited to the situation under study):

identify and qualify the different roles performed during the day (Mintzberg): either by noting your activities or those of a manager (if you can follow him/her for a whole day), or by starting from the 10 activities identified by Mintzberg and asking him/her to illustrate these activities with concrete examples); Identify the coordination mechanisms used, illustrating them with examples, and identify those which are preferred by the manager studied; identify the preferred/privileged roles (Mintzberg) by illustrating them with examples, and link them to the coordination mechanisms; Identify the preferred model by illustrating with examples; identify the leadership style(s); link the coordination mechanisms with the leadership style; analyse any other element that you think is relevant to managerial behaviour. From this analysis, you will identify the elements that seem to you to be obstacles or levers for managing internationally.

2. International management

Remote management: you will identify the conditions for remote management in the organisation studied and the practices put in place.

You will analyse how the management practices analysed in (1) serve or hinder remote management.

You will suggest ways of improving remote management.

[In the absence of any form of remote management, you will imagine the possibility of deploying it taking into account the management practices analysed in (1)].

Multicultural management: you will analyse the culture of origin of the manager studied, then the cultural differences (misunderstandings, conflicts, compromises, etc.) with a country in which the organisation is based.

You will qualify the manager and the teams in relation to national cultures: what are the real cultural practices at work? (for example, a Chinese manager may well be totally acculturated to American practices, and therefore be closer to American culture in his or her management behaviour).

You will analyse how the management practices analysed in (1) are linked to culture, and how they help or hinder management in an international context.

You will suggest ways of improving the integration of cultural diversity.

Your work should be structured as follows: introduction and outline