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88 Cards in this Set
- Front
- Back
- 3rd side (hint)
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What are Hofstede's Cultural Dimensions?
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1.Individualism vs. Collectivism
2. Power Distance 3. Uncertainty Avoidance 4. Career Success vs. Quality of Life 5. Confucian Dynamism (devotion to work ethic and respect for tradition) |
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What are the Broad Cultural Dimensions?
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Specific vs. Diffuse
Task vs. Relationship - what is established first and how is bypassing viewed Universalism vs. Particularism |
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What are Douglas McGergor's Theories of Management?
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Theory X: managers do NOT trust subordinates; believe that employees wont do a good job unless closely supervised -> Vicious cycle
Theory Y: more benevolent. Trust employees, give them overall foals and tasks without instituting tight control systems or close supervision |
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How do managers communicate respect in different ways?
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Specific: cultures communicate respect by not intruding in private lives
Diffuse cultures communicate respect by showing concern for employees whole life |
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What dimensions did Laurent in his study of 9 western, U.S & 3 Asian countries find managers differed on?
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1) Task & Relationship
2) Managers as Experts vs Problem Solvers |
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According to Laurent, how are projects set up (people/objectives) in different countries
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Relationship: establishing authority, who has power --> Always decide who works on a project first before outlining project goals --> bypassing= insubordination
Task: outline goals, criteria, objectives first and then establish who works on it --> bypassing= accepted and necessary |
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How is the role of Managers differ from Laurent's perspective
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Expert: precise answers, credibility established by knowing everything
Problem solvers: help people discover answers suppose to giving them information directly (discovery sparks initiative and creativity) |
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What did Hofstede find in his 40-60 country study about employee and manager behavior?
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National culture explained more of the differences in work-relatd values and attitudes than did position within the organization, profession, age or gender.
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Hofstede initially found that managers and employees varied in what dimensions? What dimension was established later?
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1) Individualism/Collectivism
2) Power distance 3) Uncertainty avoidance 4) Success/quality of life --> later confucian dynamism |
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Explain how Individualism and Collectivism impact manager/employee habits
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Individualism: focus on themselves, believe certain universal values uphold, control society through internal pressure/guilt, hired for personal experiences/skills
Collectivism: groups of people, believe different groups have different values, control members through external social pressure/shame, hired because they come from the right family or social group |
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What two questions did Trompenaars and Hampden-Turner ask managers about quaility of life? What did they find?
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1) Giving individuals the maximum opportunity to develop themselves (indv)
2) Having individuals continuously taking are of their fellow human beings (collect) |
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How do individualism and collectivism complement each other?
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relationship is circular with two starting points. Individualistic cultures see the indv as "the end" and improvements to the collective agreements as the means to achieve it. Collectivist cultures sees the group as its end and improvements to the individual capacities as a means to that end.
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How does Power Distance impact organizations?
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high power distance- boss is right because they are the boss, work a certain way bc boss told them to,
bypassing= insubordination low- right b.c they know the right answer, work in a particular way bc they personally feel its the best, bypassing= necessary |
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How does uncertainty avoidance impact organizations?
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High- lifetime employment (Japan)
Low- job mobility (Denmark, Singapore) |
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What are the four categories of Power Distance/ Uncertainty Avoidance?
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Village Market {} Traditional Family
Well-Oiled Machine {} Pyramid of People |
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How does Career success and quality of life impact organizations?
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career success- assertiveness and acquisition of things with, men and womans roles defined more rigidly, little concern for people -
quality of life- relationships, concerns for others |
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What dimension impacts motivation and how?
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Career success v Quality of life
- high quality of life societies have high taxes so extra income often fails to motivate them |
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What is Confucian dynamism?
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5th demension by Hofstede and Bond that measures employee devotion to work ethic and their respect for tradition - four tigers success in 90s is attributed to high c.d
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Rules and Relationships (Trompenaars and hampden-turner build on Laurent & Hofstede)
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Universalism- believe laws apply to everyone and should be upheld at all times- whats legal takes precedence over particular details, specific situations - DETAILED CONTRACTS
Particularism- makes a difference if the person is a friend- rely on relationships to maintain commitment |
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What did John Child say about the world becoming more similar?
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world is more similar by one set of scholars and the opposite view by others
- studies=convergence focused on macro level issues (structure and technology) =divergence focused on mirco level behavior of people) "looks the same from the outside, but behave in their own culturally distinct fashion on the inside) |
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Where do Can and US differ interms of Hofstede dimensions?
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1) Americans are more individualistic
2) Americans are more focused on career success and have more defined gender roles |
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ecological fallacy
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applying country level scores to individuals- there are always outliers, exceptions to the rules- hofstedes dimensions are just accurate stereotypes
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what are the methodological criticisms of Hofstedes dimensions
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1) IBM BASED
2) privileged group (white collar professionals) 3) researcher bias (western) 4) overlooks subcultures 5) becoming outdated because cultures evolve |
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How do leaders affect the thoughts and behaviors of people?
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Through persuasion (no cohesion)
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What are the main leadership qualities in Canada and the U.S?
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1) Charisma
2) Only higher order needs satisfied 3) Individualism and participative managerial climate |
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What do higher power distance countries members believe leadership should be like?
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Strong, decisive and directive
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How do high and low culture cultures vary in terms of general communication and communication leaders should use?
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HIGH (Japan, Saudi, S, Korea): sophisticated & complex, make links between whats being said & implied
LOW (USA, Cam, Netherlands, Germany): clear, simple explicit, no hidden messages |
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What are the characteristics of extraordinary leaders across all cultures?
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Reflect- think about what they want to achieve and how
Leverage- determine what they are good at and push this as a competitive advantage Frame- take more risks, learn from their failures |
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What is the Chinese way of leadership?
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The way of Lao Tzu
3 Treasures: deep love which makes one courageous, frugality which makes one generous, not dare to become ahead of the world- instead be a leader |
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What did Anita Rodick (body shop)
from Britain say about leadership |
Leaders should aspire to be true planetary citizens - global leadership does not just effect the business world, but also poverty, national security and the environment
Vision should be moral- not material! |
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What was Indian CK Prahalad and American Stuart Harts leadership philosophy?
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Bottom of the Pyramid strategies
- low income markets present an opportunity for both profits and to bring prosperity to the poor - how to reduce extreme poverty and bring earn profits - western assume government and NGOS will protect environment and poor |
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how do Douglas McGergors theories impact leadership?
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theory x- control, direct and coerce people to motivate them to work - satisfying lower level needs like safety, security and certainty
theory y- freedom, autonomy and responsibility motivates people- higher order needs motivate people (achievement, self-actualization) |
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What is Emotional Intelligence
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1) Self Awareness- recognize own moods emotions and effect on others
2) Self Regulation- ability to control and redirect disruptive impulses, suspend judgement 3) Motivation- passion beyond financial reasons, organizational commitment 4) Empathy- ability to understand the emotional make of other people, can built and retain talent in am org 5) Social Skills: ability t manage relationships, lead change, build teams |
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Translator selection
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1) Competence- professionally trained & experience, in house translators are more competent, technically trained= understand industry jargon
2) Loyalty- always pay for your translator, dont have your counterpart pay |
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How can you assist translators with communication hurdles?
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1) Brief them ahead of time- meetings involve complicated material, note potential problems
2) Provide breaks during the meetings- translating is tiring 3) Clarity, especially with numbers and dates, write down any difficult 4) watch of for offensive language like idiams and rhetorical questions 5) check the quality of their work with "back translate" |
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What is one thing to avoid with translator use
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Talking to the the translator to much!
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what are the additional hazards to communication?
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Slang- ballpark figure, left field, go for it,
Jargon- latop, interface Euphemism- taking an agreeable statement and taking it the wrong way shortcuts/contractions- ditto, we'll time- ASAP, end of the day Dates- 3/2/2012 |
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According to Hofstedes dimensions, how does high culture v low culture impact communication?
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crucial element (verbal vs. external environment and nonverbal)
communication (explicit and slower vs. fast with shared code) |
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According to Hofstedes dimensions, how does high culture v low culture impact agreements?
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written, lengthy, detailed and fixed vs. spoken, flexible and changeable
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According to Hofstedes dimensions, how does high culture v low culture impact insiders and outsides?
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low context: difficult to identify
high context: very distinguished |
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how is the pace of change different for high and low context cultures?
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High: slow
Low: faster - low uncertainty avoidance and therefore embrace change |
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What causes cultural misunderstanding?
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Misperception
Misinterpretation misevalutation |
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What is perception?
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percetual patterns are neither innate nor abolsute they are..
- selective - learned - culturally determined - consistent - inaccurate (see things that dont exist, and dont see things that do- culture makes us distort and filter) |
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What is interpretation?
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When individuals assign meanings to observations and their relationships- making sense of perceptions
- we categorize to help determine what is more important in the environment - stereotyping- categorizing groups |
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When are stereotypes helpful?
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1) consciously held
2) descriptive vs. evaluative (not a good/basis) 3) accurate 4) first best guess about a group prior to acquiring more information 5) modified- based on continuing observation and experience with the acutal people |
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what are the sources of cultural misinterpretation?
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1) subconscious cultural blinders
2) lack of cultural self-awareness 3) Projected similarity 4) parochialism (assuming your way is the only way) |
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what is cross cultural misevaluation?
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judging whether someone or something is good or bad
- use our own culture as the benchmark and judge all other cultures as inferior |
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how do managers accomplish cross-cultural communication?
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(must approach in a different way then domestic communication)
1) assume the difference until similarity is proven 2) emphasize description by observing what is actually said and done- rather then interpreting and evaluating it- delay judgment until they can see all perspectives of cultures 3) (role reversal) try to adopt through eyes of the other culture when trying to understand and interpret 4) once an explanation is developed, they treat it as guess |
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Parochial firms & Diversity
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Believe that diversity has no impact on the firm, the differences can be ignored, problems occur but not bc of cultural diversity.
This is perspective is VERY COMMON among managers |
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Ethnocentric firms
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Diversity has a negative impact/cases problems, try to mimize the differences by selecting mono cultural workforce, managers believe that most problems are caused by diversity (no advantages)
This perspective is COMMON |
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Synergistic Firms
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Diversity has both potential positives and negatives, we can train managers to recognize and leverage cultural differences, diversity causes many advantages and some problems
This perspective is LEAST COMMON |
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What is the order of importance for cultural diversity in the different firm types?
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Transnational
MultiDomestic MultiNational Domestic |
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When do the most problems arise with diversity?
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During convergent processes (getting employees to act in similar ways)- miscommunication, difficulty to reach shared agreement and hard to agree on actions
- diversity makes integration and communication more difficult |
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When is diversity most advantageous?
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When an organization wants to expand its perspective, strategy and tactics or approach
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What are the strategies for managing cultural diversity?
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1) parochial- pick a strategy that ignores diversity and preludes the idea of effectively managing diversity
2) Ethnocentric- pick strategies that minimize diversity by selecting homo groups and socializing EEs to the behavior of the dominant culture 3) Synergistic- attempt to manage the impacts of diversity rather then diversity itself |
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What is cultural synergy?
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involves a process where managers form strategies, structures and practices based on the cultural patterns of the individual members
diversity is a resrouce |
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What are the common diversity assumptions and what are the more appropriate versions of them?
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1. Homogeneity -- heterogeneity/cultural mosaic
2. Similarity -- sim & different 3. Parochialism (one way) -- equifinality (multiple ways of working) 4. Ethno- cultural contingency (our way is one possible way, but there are many good ways) |
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How do you apply cultural synergy to problem solving?
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1. describe the situation from both perspectives (hardest step) (dont judge)
2. culturally interpret the situation- what are the cultural assumptions, role reversal 3. increase cultural creativity- leverage both cultures(be sure to observe each cultures reaction) |
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What are the 5 approaches that managers choose for multicultural situations?
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1) Cultural Dominance (our way)
2) Cultural accommodation (imitate their way) 3) Cultural comprise (combines dominance and accommodation) 4) Avoidance (act as if no diff exists) 5) synergy- new solutions |
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What are the types of diversity in teams?
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1) Homogenous
2) Token- all but one member from the same background (females are often token members) 3) Bicultural- two distinct cultures, recognize and integrate the perspectives of both sides 4) Multicultural- 3 or more backgrounds, to be effective all cultures must be integrated, |
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What is, and how does, diversity impact cohesiveness?
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Cohesiveness- ability for team members to act as one-
- mistrust (low interpersonal attractiveness) - miscommunication (slow speech, translation issues) - stress (counterproductive behavior, disgreement, tension) |
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What are the potential advantages of culturally diverse teams?
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1. More and Better Ideas- diverse backgrounds leads to creative ideas, alternatives and problem solving
2. Limited groupthink |
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What is group think?
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Mode of thinking cohesively, overlook alternatives, no moral judgement
3 major symptoms: overestimating teams power, closed mindedness, and pressure toward uniformity |
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What are the counterproductive behaviors that result fro group think?
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1. self-censoring: no one deviates from the teams consensus (dont doubt or produce counter arguments)
2. Sharing an illusion of unanimity: assuming all judgements support the majority view- assume silence implies consent 3. directly pressuring any ideas that go against majority view 4. emergence of self appointment mind guards- people who protect the team from adverse information that might shatter the groups shared complacency |
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When can diversity make teams effective... (looking at the three elements)
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1. Task= Innovative (not routine)
2. Stage= Divergence (no convergence) 3. Conditions- recognize diffs, members selected for task related abilities, mutual respect, equal power, external feedback |
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What are the stages that work teams go through, and how does diversity impact these?
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1. Entry (initial formation): trust building is important TF diversity makes this more difficult bc teams must understand differences
2. Work ( problem description and analysis): creating ideas so diversity makes this easier 3. Action (decision making and implementation): involves consensus building so diversity makes this more difficult |
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There are several conditions that should be present inorder to gain advantages from diverse teams...
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1. choose members based on their task related abilities rather then their ethnicity
2. teams should not ignore or minimize cultural differences 3. Establish a vision or a subordinate goal 4. Equalizing Power- 5. Creating Mutual Respect 6. Giving Feedback |
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What does Maslow's theory say about motivation
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Can only motivate people using higher order needs (self actualization and self esteem) - Canada and U.S take lower level needs for granted
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In high uncertainty avoidance countries, what need is the highest?
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Safety and security
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IN collectivist cultures, what need is the highest?
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social needs
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What is Maclelland's motivation theory?
Whats wrong with this theory? |
Three motives theory: achievement, power, affiliation
High quality of life countries do not emphasize achievement |
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What is Hertzbergs motivation theory
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Two-Factor Theory: Extrinsic and Intrinsic motivations
EX: Job Environment (working conditions, supervisory practices, co-worker relations, wage, policies) IN: job itself (recognition, achievement, advancement) (HIGHER ORDER NEEDS) |
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How does Hertzberg explain motivation?
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Extrinsic factors- only have the ability to motivate DEMOTIVATE or keep employees at the standard level
Intrinsic factors- must meet and exceed these factors to motivate individuals |
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What are the Expectancy Theories for Motivation?
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Motivation= E (likelihood that an action will lead to certain outcomes or goals) x V (Attractiveness of that outcome)
--> theory depends on the extent to which people believe they can control an outcome |
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whats the weakness with the expectancy theory
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it suggests you can control the outcome, this only works for internal contribution theories
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What has research revealed about Herzbergs two factor model?
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1) People sometimes continue a particular course of action due to public commitment, not because it is rewarding
2) overjustification principle- some people may gain intrinsic satisfaction but explain it as extrinsic 3) some behavior is simply random |
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What is cultural intelligence, and what effects it?
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A persons capability to adapt effectively to new cultural contexts
3 Aspects: cognitive, motivational and behavioral |
cognitive: thinking, learning, strategizing- how we learn to think and understand our perceptions
motivational: effectiveness, confidence, persistence- how strongly we hold our particular cultures values and norms behavioral aspects- range of possible actions and responses |
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What are the elements of cultural orientation? Also known as the Circle of influence?
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1) Values- explicitly and implicitly desirable to the indiv/group which influence their selection of more, mean and ends of action- What is good/bad
2) Attitudes: express values and cause a person to react in a certain way - attitudes exists between people and objects 3) Behavior- any form of human action- behavior is defined by culture |
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What are society norms and how do these related to stereotypes?
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NORM- the most commonly acceptable values, attitudes and behaviors in society
ACCURATE stereotypes reflect norms |
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What are Kluckhon and Strodtbecks assumptions about cultural orientation?
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1. Limited number of common problems that people must find solutions
2. Limited number of alternatives for those problems 3. Alternatives are present in all societies, some are just prefered more then others 4. Each society has a dominant profile/value and numerous alternatives 5. Ranking system exists for alternatives 6. In societies undergoing change, the ranking will not be clear (cyber revolution- preferred communication style is not clear) |
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What does it mean to be "born Global"
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Born Global: Many firms/organizations today are born global- start/originate as transnational firms and skip the first three stages of development
- understand the need for mass customization and strategies right from the beg. |
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What are the major ways that Global Firms different from Domestic firms?
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1. Their ability to manage cross-cultural interaction
2. Ability t manage multinational teams 3. Ability to form and manage global alliances ** International HRM strategies are essential |
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National Culture is not ______?
(and explain the blank) |
RACE
- race is a group of descent or heredity - arbitrary classification of humans based on physical characteristics "genetics & hardware" |
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What is national cultural (slides definition)
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Software
- shared by all members of a social group - something passed on by older members - something that shapes behavior and perception |
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What are the main drivers of National culture?
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Religion, Political Philosophy, Economic Philiosphy, Education, Language and SOcial Strucuture
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What are the Values Orientation Dimensions for National cultures?
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Peoples perception on...
1) Relationship with the environment- Dominant, Harmony, or Subjugation 2) Relationship to other people- indiv, groups, pyramids 3) Primary mode of activity- doing, controlling, being 4) Conceptions of space- private, mixed, public 5) Perception of time- future, present, past (goals, mission statement, etc) 6) perception of people- good, mixed, evil |
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What is Acculturation?
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Process of shifting from acculturated (values, attitudes and behaviors reflect your home country) to acculturated vals, atts and behs reflect hsot country)
** THIS PROCESS IS SLOW |
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What is the difference between organizational and national culture?
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National Cultures- shared meanings, born into them, fully immersed in it, unconditional
Organizational Culture- Shard behavior, socialized into it, partially immersed and conditional relationship |
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