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127 Cards in this Set
- Front
- Back
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Globalization
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involves growing worldwide interdependence of resource suppliers, product markets and business competition
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Multicultural Workforces
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include workers from diverse ethnic backgrounds and nationalities
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Outsourcing
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contracting out of work as an alternative to accomplishing it with one's own workforce
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Offshoring
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contracting out or outsourcing to workers in foreign countries
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Job Migration
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movement of jobs from one location or country to another
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Global Manager
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has international awareness and cultural sensitivity needed to work well across national borders
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Culture
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the learned and shared way of thinking and acting among a group of people or society
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Cultural Intelligence
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the ability to identify, understand, and act effectively in cross-cultural situations
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Attributes of a Global Manager
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adapts well to different business environments/respects different beliefs, values and practices/solves problems quickly in new circumstances/communicates well with people from different cultures/speaks more than one language/understands different government and political systems/conveys respect and enthusiasm when dealing with others/possesses high technical expertise for a job
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Low-Context Cultures
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messages are expressed mainly by the spoken and written word
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High-Context Cultures
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words convey only part of a message, while the rest of the message must be inferred from body language and additional contextual cues
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Polychronic Culture
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people tend to do more than one thing at a time
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Monochronic Culture
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people tend to do one thing at a time
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Power Distance
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willingness of a culture to accept status and power differences among its members
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Hofstede's Dimensions of National Cultures
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power distance/uncertainty aviodance/individualism-collectivism/masculinity-femininity/long-term vs. short-term orientation
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Uncertainty Avoidance
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cultural tendency to be uncomfortable with uncertainty and risd in everyday life
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Individualism-Collectivism
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tendency of a culture's members to emphasize individual self-interests or group relationships
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Masculinity-Femininity
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degree to which a society values assertiveness or relationships
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Long-Term/Short-Term orientation
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degree to which a culture emphasizes long-term or short-term thinking
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Parochialism
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assuming taht ways of your culture are the only ways of doing things
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Ethnocentrism
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assuming that the ways of your culture are the best ways of doing things
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How Cultures Deal with Relationships Among People
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Universalism v. particularsim/individualism v. collectivism/netral v. affective/specific v. diffuse/achievement v. ascription
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Multinational corporation
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a business with extensive international operations in more than one country
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Domestic Multiculturalsim
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cultural diversity within a national population
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Expatriate
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works and lives in a fereign country for an extended time
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Sweatshops
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employ people that must work under adverse labor conditions
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Cultural Relativism
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suggests that ethical behavior is determined by its cultural context
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Ethical Absolutism
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assumes that a single moral standard applies to all cultures
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Global Organizational Learning
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ability to gather from the world at large the knowledge required for long-term organizational adaptation
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Personality
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repersents the overall profile, or combination of charactersitics, that captures the unique nature of a person as that person reacts and interacts with others
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Argyris's Maturity Continuum
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To maturity, activity, independence, diverse behavior, deep interests, long time perspective, superordinate position, much self-awareness
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Argyris's Immaturity Continuum
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from immaturity, passivity, dependence, limited behavior, shallow interests, short time perspective, subordinate position, little self-awareness
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Developmental Approaches
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systematic models of ways in which personality develops across time
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Personality Dynamics
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ways in which asn individual integrates and organizes social traits, valus and motives, personal conceptions, and emotional adjustment
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Self-Concept
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view individuals have of themselves as physical, social and spiritual or moral beings
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Big Five Personality Dimensions
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extraversion/agreeableness/concientiousness/emotional stability/openness to experience
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Extraversion
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outgoing, social, assertive
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Agreeableness
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good-natured, trusting, cooperative
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Conscientiousness
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responsible, dependable, persistent
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Emotional Stability
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unworried, secure, relaxed
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Openness to experience
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imaginative, curious, broad-minded
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Social Traits
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surface-level traits that reflect the way a person appears to others when interacting in various social settings
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Authoritarianism
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tendency to adhere rigidly to conventional values and to obey recognized authority
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Dogmatism
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leads a person to see the world as a threatening place and regard authority as absolute
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Self-Monitoring
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reflects a person's ability to adjust his or her behavior to external, situational (environmental)factors
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Emotional Adjustment Traits
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measure how much an individual experiences emotional distress or displays unacceptable acts
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Type A
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impatient, desire for ahcievement and perfection
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Type B
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easygoing and less competitive nature than type A
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Values
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broad preferences concerning appropriate courses of action or outcomes
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Sources and Types of Values
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parents, friends, teachers, and external reference groups can all influence individual values
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Terminal Values
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person's preferences concerning the "ends" to be achieved
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Instrumental Values
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person's beliefs about the means for achieving desired ends
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Allport's Six Value Categories
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theoretical/economic/ aesthetic/social/political/ religious
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Theoretical
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interest in the discovery of truth through reasoning and systematic thinking
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Economic
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usefulness and practicality, including the accumulation of wealth
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Aesthetic
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beauty, form, and artisitic harmony
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Social
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people and love as a human relationship
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Political
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gaining power and influencing other people
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Religious
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unity and in understanding the cosmos as a whole
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Value Congruence
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occurs when individuals express positive feelings upon encountering others who exhibit values similar to their own
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Maglino and Associates' Value Categories
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achievement/helping and concern for others/honesty/fairness
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Achievement
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getting things done and working hard to accomplish difficult things in life
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Helping and Concern for Others
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being concerned with other people and helping others
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Honesty
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telling the truth and ding what you feel is right
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Fairness
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being impartial and doing what is fair for all concerned
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Attitude
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predisposition to respond in a positive or negative way to someone or something in one's environment
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The Cognitive Component
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(of an attitude) reflects the beliefs, opinions, knowledge, or information a person possesses
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Beliefs
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represent ideas about someone or something and the conclusions people draw about them
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The Affective Component
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(of an attitude) specific feeling regarding the personal impact of the antecedents
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The Behavioral Component
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(of an attitude) intention to behave in a certain way based on your specific feelings or attitudes
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Cognitive Dissonance
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state of inconsistency between an individual's attitude and behavior
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Stereotyping
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when one thinks of an individual as belinging to a group or category (i.e. elderly person) and the charactersitics commonly associated with the group or category are assigned to in the individual in question
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Demographic Characteristics
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background variables (i.e. age/gender) that help shape what a person becoms over time
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Aptitude
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person's capability of learning something
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Ability
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person's existing capacity to perform the various tasks needed for a given job
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Perception
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process through which people reveive, organize and interpret information from thier environment
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Factors Influencing the Perceptual Process - Perceiver
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experience/needs or motives/values/attitudes
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Factors Influencing the Perceptual Process - Setting
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physical/social/ organizational
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Factors Influencing the Perceptual Process - Perceived
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contrast/figure-ground separation/intensity/size/ motion/repetition v. novelty
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Schemas
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cognitive frameworks taht represent organized knowledge about a given concept or stimulus developed through experience
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Halo/Horn Effect
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when one attribute of a person or situation is used to develop aln overall impression of the person or situation
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Selective Perception
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tendency to single out for attention those aspects of a situation or person that reinforce or emerge and are consistent with existing beliefs, values and needs
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Projection
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assignment of personal attributes to other individuals
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Contrast Effects
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occur when an individual's characteristics are contrasted with thsoe of others recently encountered, who rank higher or lower on the same characteristics
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A Self-Fulfilling Prophecy
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the tendency to create or find in another situatuion or individual that which one has expected to find
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Attribution Theory
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attempt to understand the cause of an event, assess responsibility for outcomes of the event, and assess the personal qualities of the people invlved
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Fundamental Attribution Error
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tendency to underestimate the influence of situational factors and to overestimate the influence of personal factors in evaluating someone else's behavior
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Self-Serving Bias
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tendency to deny personal responsibility for performance problems but to accept personal responsibility for performance success
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Motivation
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forces within an individual that account for the level, direction and persistence of effort expended at work
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Content Theories
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profile different needs that may motivate individual behavior
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Process Theories
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seek to undestand the thought processes that determine behavior
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Reinforcement Theories
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emphasize the means through which the process of controlling an individual's behavior by manipulating its consequences takes place
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Maslow's Hierarchy of Needs Theory
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offers a pyramid of physiological, safety, social, esteem and self-actualization needs
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Higher-Order Needs
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in Maslow's hierarchy are esteem and self-actualization
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Lower-Order Needs
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in Maslow's hierarchy are physilogical, safety and social
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Alderfer's ERG Theory
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identifies existence, relatedness and growth needs
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Existence Needs
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desires for physiological and material well-being
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Relatedness Needs
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desires for satisfying interpersonal relationships
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Growth Needs
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desires for continued personal growth and development
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Need for Achievement (nAch)
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desire to do better, solve problems or master complex tasks
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Need for Affiliation (nAff)
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desire for friendly and warm relations with others
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Herzberg's Two-Factor Theory
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identifies job context as the source of job dissatisfaction and job content as the source of job satisfaction
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Hygiene Factors
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in the job context (Herzberg)-the work setting-are the sources of job dissatisfaction
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Motivator Factors
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in the job content (Herzberg)-the tasks people actually do-are sources of job satisfaction
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Adam's Equity Theory
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people will act to eliminate any felt inequity in the rewards received for their work in comparison with others
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How to Restore Perceived Equity
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change work inputs/change the outcomes received/leave the situation/change the comparison points/psychologically distort teh comparisons/take actions to change the inputs or outputs of the comparison person
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Vroom's Expectancy Theory
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work motivation is determined by individual beliefs regarding effort/performance relationships and work outcomes
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Expectancy
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probability that work effort will be followed by performance accomplishment
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Instumentality
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probability that performance will lead to various work outcomes
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Valence
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value to the individual of various work outcomes
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Extrinsic Rewards
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given to the individual by some other person in the work setting
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Intrinsic Rewards
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received by the individual directly through task performance
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Reinforcement
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administration of a consequence as a result of behavior
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Classical Conditioning
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form of learning through association that involves the manipulation of stimuli to influence behavior
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Stimulus
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something that incites action
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Operant Conditioning
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process of controlling behavior by manipulating, or "operating" on, its consequences
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Law of Effect
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obeservation that behavior that results in a pleasing outcome is likely to be repeated; behavior that results in an unpleasent outcome is not likely to be repeated
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Organizational Behavior Modification (OB Mod)
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systematic reinforcement of desirable work behaviro and teh non reinforcement or punishment of unwanted work behavior
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Positive Reinfocement
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administration of positive consequences that tend to increase the likelihood of repeating the behvior in similar settings
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Law of Contingent Reinforcement
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for a reward to have maximum reinforcing value, it must be delivered only if the desired behavior is exhibited
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Law of Immediate Reinforcement
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the more immediate the deliver of a reward after the occurrence of a desirable behavior, the greater reinforcing effect on behavior
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Shaping
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creation of a new behavior by the positive reinforcement of successive approxiamtions to the desired behavior
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Continuous Reinforcement
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reinforcement schedule that administers a reward each time a desired behavior occurs
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Intermittent Reinforcement
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reinforcement schedule that rewards behavior only periodically
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Negative Reinforcement (Avoidance)
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withdrawal of negative consequences, which tends to increase the likelihood of repeatin the behavior in a similar setting
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Punishment
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administration of negative consequences that tend to reduce the likelihood of repeatin the behavior in similar settings
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Extinction
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withdrawal of the reinforcing consequences for a given behavior
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