Comm 329 Iii

Front 1

Values

Back 1

basic convictions that a specific mode of conduct or endstate of existence is personally or socially preferable to an opposite or converse mode of conduct or endstate of existence

Front 2

Rokeach's Value Survey

Back 2

Milton Rokeach classified two sets of values:
1) terminal
2) instrumental

Front 3

Terminal Values

Back 3

goals that individuals would like to achieve during their lifetime

Front 4

Instrumental Values

Back 4

preferable ways of behaving

Front 5

Hodgson's General Moral Principles

Back 5

Ken Hodgson identified "The Magnificent Seven Principles" for behaviour:
1) Dignity of human life
2) Autonomy
3) Honesty
4) Loyalty
5) Fairness
6) Humaneness
7) The Common Good

Front 6

Dignity of Human Life

Back 6

lives of people are to be respected

Front 7

Autonomy

Back 7

all people are intrinsically valuable and have the right to self-determination

Front 8

Honesty

Back 8

the truth should be told to those who have a right to know it

Front 9

Loyalty

Back 9

promises, contracts, and commitments should be honoured

Front 10

Fairness

Back 10

people should be treated justly

Front 11

Humaneness

Back 11

our actions ought to accomplish good and we should avoid doing evil

Front 12

The Common Good

Back 12

actions should accomplish the greatest good for the greatest number of people

Front 13

Ethics

Back 13

the study of moral values or principles that guide our behaviour and inform us whether actions are right or wrong

Front 14

Assessing Cultural Values

Back 14

1) Hofstede's framework
2) The GLOBE framework

Front 15

Hofstede's Framework for Assessing Cultures

Back 15

1) power distance
2) individualism vs. collectivism
3) masculinity vs. femininity
4) uncertainty avoidance
5) long-term vs. short-term orientation

Front 16

Power Distance

Back 16

a national culture attribute that describes the extent to which a society accepts that power in instituions and organization is distributed unequally

Front 17

Individualism

Back 17

a national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups

Front 18

Masculinity

Back 18

a national culture attribute that describes the extent to which the culture favours traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism

Front 19

Femininity

Back 19

a national culture attribute that sees little differentiation between male and female roles; women are treated as the equals of men in all respects

Front 20

Uncertainty Avoidance

Back 20

a national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them

Front 21

Long-Term Orientation

Back 21

a national culture attribute that emphasizes the future, thrift, and persistence

Front 22

Short-Term Orientation

Back 22

a national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations

Front 23

The GLOBE Framework

Back 23

dimensions include:
1) assertiveness
2) future orientation
3) gender differentiation
uncertainty avoidance
power distance
individualism/collectivism
4) in-group collectivism
5) performance orientation
6) humane orientation

Front 24

Values in Canadian Workplace

Back 24

1) Generational differences
2) Cultural differences

Front 25

Generational Differences

Back 25

1) The Elders
2) Baby Boomers
3) Generation X
4) The Ne(x)t Generation

Front 26

The Elders

Back 26

belief in authority, discipline, Judeo-Christian moral code
"play by the rules"

Front 27

Baby Boomers

Back 27

spoiled, hedonistic, rebellious group
- autonomous rebels
- anxious communitarians
- connected enthusiasts
- disengaged

"Darwinist": reject authority, skeptic to government, environmentalist

"angry, afraid of change, anxious of professional and financial future"

Front 28

Generation X

Back 28

less willing to make personal sacrifice for employers
value friendship, happiness, pleasure, heavily

- thrill-seeking materialists
- aimless dependants
- social hedonists
- new Aquarians
- Autonomous post-materialists

Front 29

The Ne(x)t Generation

Back 29

Take technology for granted
Highest maintenance workforce in history

Front 30

Cultural Differences

Back 30

1) Francophone and anglophone values
2) Aboriginal values
3) Asian values

Front 31

Francophone and anglophone values

Back 31

???

Front 32

Aboriginal values

Back 32

???

Front 33

Asian values

Back 33

"guanxi" - personal connections with the appropriate authorities or individuals

Front 34

Attitudes

Back 34

positive or negative feelings about objects, people, or events

Front 35

Job Satisfaction

Back 35

an individual's general attitude toward his or her own job - achieved with positive "core self-evaluations"

Front 36

Job Satisfaction and......

Back 36

productivity
organizational citizenship behaviour
customer satisfaction

Front 37

Dissatisfaction of employees

Back 37

1) Exit
2) Voice
3) Loyalty
4) Neglect

Front 38

Exit

Back 38

dissatisfaction expressed by actively attempting to leave the organization

Front 39

Voice

Back 39

dissatisfaction expressed by actively and constructively attempting to improve conditions

Front 40

Loyalty

Back 40

dissatisfaction expressed by passively waiting for conditions to improve

Front 41

Neglect

Back 41

dissatisfaction expressed by passively allowing conditions to worsen

Front 42

Organizational Commitment

Back 42

a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization

1) Affective
2) Normative
3) Continuance

Front 43

Affective commitment

Back 43

an individual's emotional attachment to, identification with, and involvement in the organization

Front 44

Normative commitment

Back 44

the obligation an individual feels to staying with the organization

Front 45

Continuance commitment

Back 45

an individual's calculation to stay with the organization based ont he perceived costs of leaving the organization

Front 46

Employee Engagement

Back 46

an individual's involvement with, satisfaction with and enthusiasm for the work he or she does

Front 47

Diversity in the workplace

Back 47

1) gender
2) national origin
3) age
4) disability
5) domestic partners
6) religion

Front 48

Cultural Intelligence

1) body - physical
2) heart - emotional/motivational
3) head - cognitive

Back 48

the ability to understand someone's unfamiliar and ambiguous gestures in the same way as would people form that person's culture

Front 49

Cultural intelligence profiles

Back 49

1) provincial
2) analyst
3) natural
4) ambassador
5) mimic
6) chameleon

Front 50

Provincial (C.I. profile)

Back 50

work best with people of similar background, but have difficulties working with those form different backgrounds

Front 51

Analyst (C.I. profile)

Back 51

analyze a foreign culture's rules and expectations to figure out how to interact with others

Front 52

Natural (C.I. profile)

Back 52

use intuition rather than systematic study to understand those form other cultural background

Front 53

Ambassador (C.I. profile)

Back 53

communicate convincingly that they fit in, even if they do not know much about the foreign culture

Front 54

Mimic (C.I. profile)

Back 54

control actions and behaviours to match others, even if they do not understand the significance of the cultural cues observed

Front 55

Chameleon (C.I. profile)

Back 55

high levels of all three CQ components; mistaken as being fromt he foreign culture (very rare, 5%)