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81 Cards in this Set
- Front
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Parochialism: |
a belief that the only way to do something is the way it’s done in one’s own culture (may not know there are other ways). |
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Ethnocentrism: |
a view that an individual or a firm believe that their own way of doing things is the best, and will not seek to adapt to local cultural practices (they are aware of other ways). |
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Enculturation: |
refer to the non-intentional process that includes all of the learning available as the result of what is an environment. for example: knowing to raise hand or stand in line |
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Cultural Universals |
Cultural Change(overtime) It will change slowly (like gender roles in Japan). It is not genetically based; it is learned by people and encouraged by societies and governments. |
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Cultural Diffusion: |
is the spread of cultural beliefs and social activities from one group to another. The mixing of world cultures through different ethnicities, religions and nationalities has increased with advanced communication, transportation and technology. |
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Anthropology: |
Archaeology, Physical Anthropology, Anthropological Linguistics and Cultural Anthropology |
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Participant Observation: |
Particularly in cultural anthropology. Seen as weak in leadership culture. |
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Cultural Sensitivity: |
Heightened awareness for the values and frames of reference of the host culture |
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Giri: |
loosely translates to the right way to behave. Often refered to as gift giving in japanese society. Violation of giri is a huge social blunder. Part of giri is making sure you give proper gifts.example: young japanese children are taught at a very young age about the hierarchy in society and how they should behave |
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Protocol: |
rules for how individuals in a business setting are to interact with each other.
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Generational Differences in American Cultural Views: |
Traditionalists build a legacy, Baby Boomers: build a stellar career, Generation X-ers: build a portable career, and Millennials are tech savy |
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Kluckhohn and Strodtbeck’s Value Orientations: |
examines 6 dimensions -time orientation (past, present, or future) -space orientation (private, mixed, or public) -activity orientation (being, thinking, or doing) -relationships among people (group, hierarchical, or individualistic) -relations to nature (subjugation, harmony, or mastery) -basic human nature (evil, mixed or good) |
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Hofstede’s Value Survey Model |
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Power Distance: |
the extent to which less-powerful members of institutions and organizations accept the unequal distribution of power and submit to authority. |
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Individual Collectivism: |
high-individualistic societies are independent and make own choices, collectivism are people who associate with groups where group members look after each other in exchange for group loyalty. |
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Uncertainty Avoidance: |
the extent to which the members of culture feel threatened by uncertain or unknown situations or by ambiguity in a situation. |
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Uncertainty Avoidance: |
the extent to which the members of culture feel threatened by uncertain or unknown situations or by ambiguity in a situation. |
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Masculine Feminine: |
the distribution of roles between genders and more dominant role in a given society. Masculine shows more value on success, money, and more assertive outlook. Femininity shows nurture, caring, harmony, and quality of life. |
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Confucian Dynamism (long term): |
if a culture is built on Confucian teachings, then it emphasizes thrift, perseverance, a sense of shame, and following a hierarchy. Dominate in Asian countries. |
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Trompenaars’ Cultural Dimensions |
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Universalism vs. Particularism: |
universal people believe that absolute values such as goodness or truth are applicable to all situation (murder is wrong). Particular people think each situation must be judged separately (murder is wrong except). |
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Neutral vs. Affective: |
neutral cultures tend not to show emotion especially in public. Affective cultures do not discourage the expression of emotion. |
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Specific vs. Diffuse: |
focuses on how a culture emphasizes notions of privacy and access to privacy. The specific responsibility is to boss vs. diffuse amongst team. This dimension is loosely related to power distance and space orientation. |
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Project GLOBE: |
this research sought to examine the interrelationships between societal culture, organizational culture, and organizational leadership. There are nine different cultural items. There is more specific clustering of countries and cultures (allows people to quickly gain insight into what the culture of a nation would be). |
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Greetings |
how people greet and address one another. What role do business cards play? |
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Degree of Formality |
do people in the firms I am visiting dress and interact formally or informally? |
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Personal inquiries |
what kinds of questions are acceptable? |
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Gift giving |
do business people exchange gifts? What gifts are appropriate? Are there taboos associated with gift giving? |
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Touching |
what are the attitudes toward body contact? |
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Eye contact |
is direct eye contact polite? Is it expected? |
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Physical distance |
how close do people stand next to each other? |
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Emotions |
is it rude, embarrassing, or usual to display emotions? |
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Silence |
is silence awkward? Expected? Insulting? Respectful? |
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Speaking style |
how do you address people? Is it proper to use first names? |
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Eating |
what are the proper manners for dining? Are certain foods taboos? |
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Body language |
are certain gestures or forms of body language rude? |
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Cultural Differences in the Concept of Time: |
Party invitations, waiting in a lobby, making time, “let’s get together . . . “, time elasticity, duration, interruptions; Americans do deadlines but other cultures see that as nonsense |
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Language: |
Rules and laws, mutually agreed upon moral practices, informal and tacit customers, role of bargaining, handshake, “breakability” |
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Forms of Non-Standard Communication: |
Slang, Euphemisms, Idioms, Proverbs, and Conversational Taboos |
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Guidelines for Communicating with Nonnative Speakers: |
don’t use words that are to large in vocabulary. avoid using slang. |
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Communication Context: |
High versus Low Context |
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High-context: |
is status of a person, what is unspoken, the context in which what is spoken plays a major role in communication and the behavior of individuals, face is very important. |
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Low-context culture: |
say what we mean, mean what we say, the information is very straightforward, context has less impact, face-saving is not very important. |
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Interpreters: |
Simultaneous versus Consecutive |
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Saving Face: |
(face: respect of a person’s peers; avoiding embarrassment) |
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Culture Shock: |
Phases, Symptoms/Manifestations, Factors Impacting Adjustment, and Action Steps for Addressing |
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Types of Culture Shock |
Physical, Emotional, Cognative |
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Acculturation: |
1. Cultural modification of an individual, group, or people by adapting to or borrowing traits from another culture; also : a merging of cultures as a result of prolonged contact. 2. The process by which a human being acquires the culture of a particular society from infancy. |
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Decision Making: |
- define the problem - identify the key decision criteria (based on values) - allocate relative weights to the criteria - determine the decision stylelist solutions and develop any alternatives - evaluate the alternatives - select the choice that maximizes utility based on the weighted criteria of all the feasible alternatives - mobilize resources |
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PROGRAMMED decisions: |
a decision that follows standard operating procedures. there is no need to explore alternative solutions because the optimal solution has already been identified and documented. example: customers call a general electric customer service center, operators key the problem into a computer database of 1.5 million issues and the database provides the best solution |
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NON-PROGRAMMED decisions |
new, complex or abstract problems require this type of decision. decision makers must search for alternatives and possibly craft a unique solution. |
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Normative versus Positive Model of Decision Making: |
NORMATIVE: decision making using a rational model (i.e. how things ought to be) POSITIVE: actual, day to day decision making model, not idealized |
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Bounded Rationality: |
According to Herbert Simon, people do not have the ability to process all of the information and solutions that face them. This inability leads them to limit their problems and solutions. |
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Satisficing: |
alternatives that are acceptable or “good enough” rather than the best possible solutions … (opposite of maximizing) |
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Evidence-based versus Verdict-based Information Search: |
-Evidence: a process of information search and decision making that does not start with a presumed decision and seeks to evaluate a range of evidence and challenge the emerging solution as it is gradually shaped - verdict: a process of information search and decision making that starts with the presumed answer to the decision making that starts with the presumed answer to the decision and proceeds to only seek out information that confirms the initial verdict or decision. |
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Grouping Principles: |
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•Principle of Similarity |
–Stimuli that are similar in size, shape, color, or form will be seen as belonging together and things which look sufficiently different will be seen as belonging apart. |
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•Principle of Proximity |
–Things that occur together in space will appear to belong together. Grouping by similarity of location. |
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•Principle of Connectedness |
–Things that are connected will appear to belong together. |
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•Principle of Continuity |
–Elements requiring the least changes in connecting lines will be perceived as belonging together. |
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•Principle of Closure |
–patterns which are incomplete will tend to be completed (by the viewer) in the process of being perceived. The missing parts of a shape will automatically be added on perception. |
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Figure/Ground Relationships and Reversible Figure/Ground Images: |
•Any visual image must have at least two features; a salient or meaningful portion called the figure and an indistinct portion called the ground. •We determine figure from ground by various “clues” which our mind processes simultaneously as we perceive the image. •Sometimes these “clues” don’t always work as in the case of Reversible Figure/Ground images. |
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Framing Effects: |
how information is presented will impact how the information is perceived |
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Loss Aversion: |
•People tend to feel worse about a loss of a given amount than they would feel good about a gain of a similar amount. •People tend to focus more on losses than they do on benefits in making decisions. •Loss aversion occurs when a person forgoes a potential benefit to avoid a loss. |
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Heuristics: |
Anchoring: occurs when a person is anchored by an initial impression or relies on one piece of information as the key to decision making, Availability: leads to a bias whereby people base their decisions on how easily an example can be brought to mind and Representative Heuristic: occurs when objects of similar appearance or patterns are assumed to represent something that the data do not warrant •Heuristics are the cognitive shortcuts individuals use to cope with the complexity inherent in decision making. •These time-saving mental processes simplify the decision-making process and allow decisions to be made more quickly. |
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Prospect Theory: |
is a behavioral economic theory that describes the way people choose between probabilistic alternatives that involve risk, where the probabilities of outcomes are known. |
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Escalation of Commitment: |
the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action (n poler this is called throwing good money after bad)... an increased commitment to a previous decision in spite of negative information (chasing sunk costs) |
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Causes of Escalation of Commitment: |
Self-justification, Gambler’s Fallacy, Perceptual Blinders and Closing Costs |
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Sunk-Cost Trap: |
making decisions in order to justify past choices. |
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Group Decision Making: |
a mode of thought whereby individuals intentionally and prematurely conform to what they perceive to be the consensus of the group and preference of the leader |
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Cognitive Diversity: |
the ability of members of the group to think differently and to express their opinions and findings |
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Universal Principles of Influence: |
Social Proof: people get their proof about a product or idea based on validation from the group. Authority: people are influenced by credible authorities this authority can be the influencer of the testimony of an outside authority. Liking: people are more influenced by people they like and have some positive relationship with Consistency: people like to be consistent with their values and with statements they have made in the past. these values and statements will act to influence them toward making decisions that they feel are consistent with those past actions and statements, Reciprocation: people are more likely to say yes to a request from those who have helped them or given them something before, Scarcity: the scarcity and uniqueness of a product, service, or activity causes people to more highly value it and want it more |
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Cognitive Dissonance: |
the negative feeling caused by holding two contradictory ideas simultaneously |
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Balanced Reciprocity: |
securing a promise of a near immediate return for a favor done or a gift given thought to be particularly important in china and in ethnic chinese communities around the world |
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Negotiation: |
a process in which at least two partners with different needs and viewpoints try to reach agreement on matters of mutual interest |
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Best Alternative to a Negotiated Agreement (BATNA): |
decisions should not be evaluated in isolation but must be assessed in the context of what other reasonable alternatives may be at hand. for example it is not very helpful to say that a certain decision is bad and that you disagreed with it without proposing what you would have recommended instead. |
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Reservation price versus Target Price |
Reservation: a reservation price is the absolute bottom price that is acceptable Target: this is the value that you would like to have -- your preferred or blue sky agreement. |
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Bargaining Impasse |
impasse: when a manager and his or her negotiating partner cannot reach an agreement. |
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Ultimatum: |
requiring someone or a group to do specific thing in a specific way in order for negotiations to continue |
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Stages of the Negotiation Process: |
Stage One: Preparation Stage Two: Relationship Building Stage Three: Information Exchange Stage Four: Persuasion Stage Five: Concessions and Agreement |
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Bargaining Tactics (including the specific examples) |
•Positive Normative Appeal: A statement in which the source indicates that the target's past, present, or future behavior was or will be in conformity with social norms •Negative Normative Appeal: Same as positive normative appeal, except that the target's behavior is in violation of social norms. •Commitment: A statement by the source to the effect that its future bids will not go below or above a certain level. •Self-Disclosure: A statement in which the source reveals information about itself. •Questions: A statement in which the source asks the target to reveal information about itself. •Commands: A statement in which the source suggests that the target perform a certain behavior. •Promises: A statement in which the source indicated his or her intention to provide the target with a reinforcing consequence that source anticipates target will evaluate as pleasant, positive, or rewarding. •Threats: Same as promise, except that the reinforcing consequences are thought to be noxious, unpleasant, or punishing. •Recommendations: A statement in which the source predicts that a pleasant environmental consequence will occur to the target. Its occurrence is not under the source's control. •Warnings: Same as recommendation, except that the consequences are thought to be unpleasant •Rewards: A statement by the source that is thought to create pleasant consequences for the target. •Punishment: Same as reward, except that the consequences are thought to be unpleasant. |
