Cross Cultural Awareness

Front 1

Cultural Values and Worldview

Back 1

Values reflect how people see relationships, the world, and themselves and can vary significantly across cultures.

Front 2

High Context: This refers to societies or groups where people have close connections over a long period of time.

Back 2

- Less verbally explicit communication, less written/formal information
- More internalized understandings of what is communicated
- Multiple cross-cutting ties and intersections with others
- Long term relationships
- Strong boundaries- who is accepted as belonging vs. who is considered an
"outsider"
- Knowledge is situational, relational
- Decisions and activities focus around personal face-to-face relationships, often
around a central person who has authority
- Difficult to enter for an outsider

Front 3

Low Context: This refers to societies where people tend to have many connections
but of shorter duration or for some specific reason. In these societies,
cultural behavior and beliefs may need to be spelled out explicitly so that
those coming into the cultural environment know how to behave.

Back 3

- Rule oriented, people play by external rules
- More knowledge is codified, public, external, and accessible.
- Sequencing, separation--of time, of space, of activities, of relationships
- More interpersonal connections of shorter duration
- Knowledge is more often transferable
- Task-centered. Decisions and activities focus around what needs to be done,
division of responsibilities culture-General Conceptual Knowledge (Knowledge)

Front 4

Full Range Leadership Development

Back 4

Laissez-Faire - Those who exercise laissez-faire leadership view the development of
their subordinates as someone else’s problem and demonstrate laziness.

Hint 4

• Management by Exception-Passive (MBE-P) -
 MBE-P is the “if it isn’t broke, don’t fix it” leadership approach. MBE-P is where one elects to sit back and wait for things to go wrong before taking action and intervenes only if standards are not being met based on in-place control measures and standards.More effective then the laissez-faire behavior followers will pay close attention to what is important to leadership.

 Social Loafing
 Free Riding


• Management by Exception-Active (MBE-A)
 This leadership behavior keeps people and processes in control, monitoring and controlling followers through forced compliance with rules, regulations, and expectations for meeting performance standards and behavioral norms.

 Exists in structured system with detailed instructions, careful observation, and active supervision. Positive Reinforcement involves favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior.

 Negative Reinforcement includes the removal of unpleasant, unfavorable actions or events the follower is currently experiencing that occurs after they have displayed a desirable behavior.

Front 5

• McClelland’s Need Theory

Back 5

 This theory argues that for a reward to be appropriate, accepted, and effective; it must fulfill a member’s needs. Based on his theory, there are three primary needs a person must satisfy to be motivated:

• Achievement
• Power reflects
• Need for affiliation

Front 6

• Intrinsic Motivation and Extrinsic Motivation

Back 6

 Intrinsic motivation is where one is driven by positive feelings (internal)
 associated with doing well on a task or job
 Extrinsic motivation drives people to do things in order to attain a specific
 outcome (external). These people are fueled by their desire to achieve (or avoid) some result for his or her behavior.

 Four key intrinsic rewards that underline one’s level of intrinsic motivation. Across the rows, the sense of choice and competence come from the specific activities one completes while rewards of meaningfulness and progress are derived from the purpose for completing various tasks.

• Sense of Meaningfulness.
• Sense of Competence
• Sense of Progress.

Front 7

• Transformational Leadership

Back 7

o Individualized Consideration (Caring)
o Intellectual Stimulation (Thinking)
o Inspirational Motivation (Charming)
o Idealized Influence (Influencing)