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86 Cards in this Set
- Front
- Back
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value training and development |
high performance orientation |
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value competitiveness and materialism |
high performance orientation |
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view performance feedback as necessary for performance improvement |
high performance orientation |
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value what one does more than who one is |
high performance orientation |
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expect direct, explicit communication |
high performance orientation |
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value societal and family relationships |
low performance orientation |
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value harmony with the environment |
low performance orientation |
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view formal feedback as judgmental and discomfitting |
low performance orientation |
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value who one is more than what one does |
low performance orientation |
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expect indirect, subtle communication |
low performance orientation |
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use formality with interactions with others |
high uncertainty avoidance |
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are orderly and keep meticulous records |
high uncertainty avoidance |
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rely on formalized policies and procedures |
high uncertainty avoidance |
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take moderate, carefully calculated risk |
high uncertainty avoidance |
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show strong resistance to change |
high uncertainty avoidance |
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use informality with interactions with others |
low uncertainty avoidance |
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are less orderly and keep fewer records |
low uncertainty avoidance |
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rely on informal norms for most matters |
low uncertainty avoidance |
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are less calculating when taking risk |
low uncertainty avoidance |
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show only moderate resistance to change |
low uncertainty avoidance |
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Duties and obligations are important determinants of social behavior |
high in-group collectivism |
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a strong distinction is made between in-groups and out-groups |
high in-group collectivism |
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people emphasize relatedness with groups |
high in-group collectivism |
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the pace of life is slower |
high in-group collectivism |
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love is assigned little weight in marriage |
high in-group collectivism |
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personal needs and attitudes are important determinants of social behavior |
low in-group collectivism |
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little distinction is made between in-groups and out-groups |
low in-group collectivism |
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people emphasize rationality in behavior |
low in-group collectivism |
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the pace of life is faster |
low in-group collectivism |
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love is assigned great weight in marriage |
low in-group collectivism |
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society is differentiated into classes |
high power distance |
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power seen as providing social order |
high power distance |
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upward social mobility is limited |
high power distance |
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resources available to only a few |
high power distance |
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information is localized and hoarded |
high power distance |
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society has a large middle class |
low power distance |
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power linked to corruption and coercion |
low power distance |
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upward social mobility is common |
low power distance |
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resources are available to almost all |
low power distance |
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information is widely shared |
low power distance |
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more women in positions of authority |
high gender egalitarianism |
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less occupational sex segregation |
high gender egalitarianism |
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similar levels of educational attainment for males and females |
high gender egalitarianism |
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afford women a greater decision making role in community affairs |
high gender egalitarianism |
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fewer women in positions of authority |
low gender egalitarianism |
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more occupational sex segregation |
low gender egalitarianism |
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a lower level of female educational attainment, compared to that of males |
low gender egalitarianism |
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afford women little or no decision making role in community affairs |
low gender egalitarianism |
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the interests of others are important |
high humane orientation |
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people are motivated primarily by a need for belonging and affiliation |
high humane orientation |
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members of society are responsible for promoting the well-being of others |
high humane orientation |
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child labor is limited by public sanctions |
high humane orientation |
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people are urged to be sensitive to all forms of racial discrimination |
high humane orientation |
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one's own self-interest is important |
low humane orientation |
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people are motivated primarily by a need for power and material possessions |
low humane orientation |
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the state provides social and economic support for individuals' well-being |
low humane orientation |
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child labor is an issue of low importance |
low humane orientation |
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people are not sensitive to all forms of racial discrimination |
low humane orientation |
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members assume that they are highly interdependent with the organization |
high institutional collectivism |
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members assume that they are largely independent of the organization |
low institutional collectivism |
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group loyalty is encouraged, even if this undermines the pursuit of individual goals |
high institutional collectivism |
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pursuit of individual goals is encouraged, even at the expense of group loyalty |
low institutional collectivism |
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the society's economic system tends to maximize the interests of collectives |
high institutional collectivism |
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the society's economic system tends to maximize the interests of individuals |
low institutional collectivism |
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rewards are driven by seniority, personal needs, and/or within-group equity |
high institutional collectivism |
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rewards are driven very largely by an individuals contribution to task success |
low institutional collectivism |
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critical decisions are made by groups |
high institutional collectivism |
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critical decisions are made by individuals |
low institutional collectivism |
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propensity to save now for the future |
high future orientation |
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emphasize working for long term success |
high future orientation |
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organizations tend to be flexible and adaptive |
high future orientation |
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view material success and spiritual fulfillment as an integrated whole |
high future orientation |
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propensity to spend now, rather than save |
low future orientation |
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prefer gratification as soon as possible |
low future orientation |
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organizations tend to be inflexible and maladaptive |
low future orientation |
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view material success and spiritual fulfillment as separate, requiring trade-offs |
low future orientaiton |
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value competition, success, and progress |
high assertiveness |
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communicate directly and unambiguously |
high assertiveness |
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try to have control over the environment |
high assertiveness |
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expect subordinates to take initiative |
high assertiveness |
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build trust on basis of calculation |
high assertiveness |
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value cooperation and warm relationships |
low assertiveness |
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communicate indirectly; try to "save face" |
low assertiveness |
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try to be in harmony with the environment |
low assertiveness |
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expect subordinates to be loyal |
low assertiveness |
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build trust on basis of predictability |
low assertiveness |
