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65 Cards in this Set
- Front
- Back
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Erving Goff's Face-negotiation |
-we strategically present a social "front" or impression "which regularly functions in a general and fixed fashion to define the situation for those who observe the performance" -human interactions are a "performance" and believes we seek to when we interact with others |
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Face concerns are both public & private. Explain. |
-our private face can be described best by how we act wen we are alone. -this private self typically contrasts with the public self we present to others, even when we are among our closest friends |
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Do we maintain multiple faces in out interactions? |
-Yes. There multiple faces serve as a way to maintain an identity with others ad with ourselves given the various social roles we choose to assume. |
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Why does maintenance or establishment of social identities (faces) across cultures mark our communication competencies? |
-our facework in establishing an identity is mutually influenced by each participant to the interaction. each exchange is shaped by the preceding episode, & our ability to maintain or establish social identities marks our communication competence. |
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Latin Americans tend to be highly relationship oriented. What important cultural aspects of Latin American culture reflect this? |
-simpatiá -confianza -enchufado -mañana -simpático |
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define simpatiá |
-kindness toward others even in circumstances of conflict |
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define confianza |
-trust and mutual reciprocity between one another
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define enchufado |
-"a man who makes things happen" because of his connectedness |
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define mañana |
-things will get done when they get done |
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define simpático |
-a comfort with Latin ways (outsiders must display comfort with Latin ways before Latin's will feel comfortable with them) |
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Avoidance conflict management style |
-a style characterized by denying the conflict, or being noncommittal, and withdrawing from the situation -useful in trivial conflicts, or when others can manage without direct involvement -frequently permits conflict to simmer & heat up unnecessarily |
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Competition conflict management style |
-a style characterized by assertive or aggressive behavior and overt disagreement. (competitive people generally view conflicts as win-lose & want to be the winners) - can be useful when those involved recognize competition as a sign of strength & treat is as a natural response (sports or litigation) -in other cases, such domineering style can damage relationships, lock participants in destructive sequences & prevent seeking cooperative solutions to problem |
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Compromising conflict style |
-a style preferred by those who seek to balance people concerns with task issues and often approach conflict with a give & take attitude. -useful for restoring harmony when conflicting participants are willing to make some concessions to achieve a mutually satisfying agreement -in other cases, parties can feel they are conceding on important values and and the conflict will likely surface again |
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Accommodating conflict management style |
-a style characterized by the sacrifice of personal goals in order to resolve conflict & maintain relationships. -may be useful when dispute issues seem personally unimportant or trivial, accommodating such situations may indebt you to them -however, can be problematic if consistently employed or used when issues, goals, or tasks are regarded as personally significant |
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Collaborating conflict management style |
-a style that recognizes the productive potential of conflict and encourages people to engage in dialogue and thoughtfully work toward accomplishing common goals or objectives. -it is an active affirmation of the importance of relationship and content goals -however, it can be difficult, emotionally intense, and time-consuming -can only work when everyone is willing to work collaboratively |
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The five conflict management styles are: |
1. avoidance 2.Competition 3. compromising 4. accommodating 5. collaborating |
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The 5 steps of intercultural conflict: |
1. assessment 2. acknowledgement 3. attitude 4. action 5. analysis |
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assessment step of intercultural conflict |
-important initial step in managing differences & requires that we carefully consider the following 5 aspects of the communication environment: 1. the ind. traits of the participants & the nature of the relationship 2. the nature & the cause of the conflict 3. the clarification of each party's personal agenda, goals & objectives 4. an examination of the prevailing communication climate 5. a preliminary determination of an appropriate conflict-handling style |
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acknowledgment step of intercultural conflict |
-dealing with the perceptual differences are fundamental to effective conflict management -incumbent on the participants to appreciate the diversity that may exist and non-judgementally recognize the cultural, ideological, value, gender, experiential, & communicative differences |
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attitude step of intercultural conflict |
-a positive attitude generates trust & cooperation is mandatory for productive conflict management. -demonstrating conciliation, compassion, concern, & a willingness to assume responsibility for one's actions is crucial for satisfactorily managing differences |
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action step of intercultural conflict |
-direct, deliberate, positive action must be taken toward managing conflict -integrating the information gathered from the previous steps should be useful in selecting & applying productive communication techniques that will actively move the participants towards a mutually satisfying solution -actions should be conducive to, and not inhibitive of, interpersonal change |
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analysis step of intercultural conflict |
-the final essential step in the conflict management model -decisions should be reviewed & evaluated with and eye to the future impact on the participants -- their goals & relationship -it is important to consider if: 1. the concerns of all parties have been met as adequately as possible 2. the decisions can be implemented swiftly/effectively 3. the short- or long-term effects of the solution are viable 4. the relationship b/w the conflicting parties has been modified productively |
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3 group processes for working with multiple cultures on a team according to Maznevski & DiStefano are: |
1. mapping 2. bridging 3. integrating |
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mapping process (Maznevski & DiStefano) |
-having an understanding of the team's "cosmopositional differences and the corresponding implications for bringing to the team different knowledge perspectives & approaches to the relationship management" -suspending the idea that "others think like i do" |
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bridging process (Maznevski & DiStefano) |
-process of communicating across those differences to ensure that each member understands the others -involves re-centering, where team members find common perspectives & explore them to identify important definitions & goals -teams manage their norms so everyone is involved & has an equal opportunity to be heard |
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integrating process (Maznevski & DiStefano) |
-bringing the different perspectives and preferences together, resolving any differences among them, & building on these differences to generate innovation & quality in the team's work. -skills include managing participation, resolving disagreements, & constructively building new processes for the future |
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According to Odenwald, what qualities an effective cosmopolitan of global team member? |
-flexibility -strong interpersonal skills -linguistic skills -listening skills |
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What are the 3 stages of Lewin's Change Model? |
1. Unfreezing or creating the motivation to change 2. Changing or developing new responses based on new information 3. Refreezing or stabilizing and incorporating the changes |
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What does Lewin's Change Model say about change? |
-If change is to occur it must be preceded by an alteration of the present stable equilibrium that supports the organizational system -once that equilibrium has been upset, the system will seek out, process , & use information to achieve new perceptions, attitudes & behaviors -last, the adopted changes must be integrated & stabilized if they are to endure
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What are the 5 top-down communication approaches? |
1. withhold & uphold 2. spray & pray 3. tell & sell 4. identify & reply 5. underscore & explore |
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wihhold & uphold top-down comm. approach |
-managers withhold as much information as possible until confronted with questions & rumors (least effective) |
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spray & pray approach top-down comm. approach |
-provides employee with enormous amounts of info. but often without context or opportunities to respond -management hopes employees will sort it out for themseelves |
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tell & sell top-down comm. approach |
-management chooses to persuade employees to support a limited number of specific changes rather than sharing with them all of the changes planned. -focuses only on changes that most directly affect employees, assuming they don't understand/care about changes affecting big picture |
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identify & reply top-down comm. appraoch |
-where employees identify key issues of the change plan & management listen & responds to their concerns |
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Underscore & explore top-down comm. approach |
-focuses on fundamental issues related to change & offers employees an opportunity to discuss various possibilities for implementation & adoption -most effective. |
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What are the areas in the western Pacific Rim we studied? |
-Australia -East Asia
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What are the developing countries of East Asia and the Pacific Rim? |
-Indonesia -Malaysia -Philippines -Thailand |
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What are the transitional economies of East Asia and the Pacific Rim? |
-China -Vietnam |
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What are the newly industrialized economies of East Asia and the Pacific Rim? |
-South Korea -Taiwan -Singapore |
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What are the maturely developed economies of Wast Asia & the Pacific Rim? |
-Japan -Australia -New Zealand |
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What is the most ethnically diverse nation of the western Pacific Rim? |
-China |
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What is the Confucian family ideal? |
-a hierarchical pattern in families that favors the elders over the young, and men over the women -can be seen in a larger picture as well though, no person under 50 has led an Asian country, and no woman of any age has either. -large corporations are similar, being dominated by middle- to late-age men. |
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What is a common and important concept in Asian society in regards to business? |
-Face |
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What is the Euro? |
-Europe's largest currency -used in 12 European union member countries & several non-EU countries -England does not use the Euro, they still use the British pound |
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What is the most traditionally widespread religion in Europe? |
-Christianity |
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What is the predominant religion in North Africa & the Middle East? |
-Islam |
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How are business decision in Africa made and why? |
-Consensus -Though it is time consuming, Africans are a communal people who who want to discuss a problem until everyone agrees -if pressured or hurried into a decision an African suspects cheating |
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Define guanxi |
-a university graduate's first job often comes by virtue of parental activation of social connections |
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Business conduct in Asian cultures |
-Professional attire -Greetings in the native language (even if using a translator) are greatly appreciated -Business cards in native language -slight handshake & bow are common (no hugging, Asians pride themselves on not showing emotions) -Ask proper way to say name -Dining & entertaining are major parts of business culture -gift exchange signifies the establishment of a relationship (gifts of reasonable value are considered normal) |
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Because dining & entertaining are important parts of business culture in Asia what should one plan when initiating business dealings? |
-for a series of meetings, dinners, & conversations to build trust & reinforce good feelings. |
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What can we learn from the Swahili proverb "When the drumbeat changes, so must the dance"? |
-in order for mutual international business ventures to succeed, all parties much be creative inn finding ways to build on their similarities while accommodating their differences |
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What is the attitude towards time in Africa? |
-time is flexible, not rigid and segmented -people come first, they want to sit & get to know a person before discussing business -being late often or always in not considered offensive |
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What factors make Europe diverse (& not homogeneous, like they are generally mistaken as) |
-language -religion -political ideology -history -cultural norms regarding work hours & business attire -interaction |
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What topics are acceptable to discuss in the Caribbean? |
-economy -arts -sports -weather |
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What topics are taboo to discuss in the Caribbean? |
-local politics -race -religion |
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Latin Americans attitude towards business & time? |
-they feel comfortable building relationships slowly, focusing at first more on establishing personal relationships and are less concerned about punctuality (unlike US business) |
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What are emerging trends of the Latin Americas? |
1. the effects of e-commerce: Latin based e-commerce has increased 30 times since its $6.8 billion in 2002, and will continue to grow 2. The continued emergence of free trade in the Western Hemisphere & beyond: as the FTAA are reached, greater opportunities for im/export will exist 3. The melding of culture & language across borders: as LA's continue to learn English, US businesses continue to learn Spanish in larger rates |
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What are some high-context cultures we have learned about? |
-Asian -Latin (south) American -Africa -Middle Eastern |
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What are some low-context cultures we learned about? |
-United States -Western European Countries |
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In what countries are relationships paramount in business? |
-Africa -Middle East -China |
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High context culture |
-commitment to people is very strong & responsibility to others takes precedent over responsibility to oneself |
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Low context cultuires |
-the emphasis is placed on the individual, with the bonds between people being more tenuous & the extent of involvement & commitment to long-term relationships being lower |
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What is considered a good global team strategy for increasing effectiveness? |
-meeting in person -developing a "team time culture" -understanding differences -pre-established communication plan (w/ "a rythm of coordination -- reg. scheduled meeting, etc.) -creating more clear team protocols for communication |
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Which of Talcott Parsons's six pattern vriables are specifically & explicitly addressed in the article "John Higgins: An American Goes Native in Japan"? |
-universalism-particularism orientation -ascription-achievement orientation -diffuseness-specificity orientation -instrumental-expressive orientation |
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In "Red, White and Blue -- & Golden? McDonalds Responds to International Pressures" we learned that McDonald's responded to protests by trying to stress that its golden arches were grounded in what? |
-localization. -it has allowed locations to close for prayer, some have gone kosher, & try to be community based in what they do. |
