Chapter 2 - D

Front 1

culture

Back 1

learned norms based on the values, attitudes, and beliefs of a group of people

Front 2

cultural collision

Back 2

occurs when divergent cultures come in contact

Front 3

the major problems of cultural collision arise under these two conditions

Back 3

when a company implements practices that are less effective than intended
when a company's employees encounter distress because of difficulty in accepting or adjusting to foreign behaviors

Front 4

cultural imperialism

Back 4

change by imposition - involves imposing certain elements from an alien culture, such as a forced change in laws by an occupying country that, over time, becomes part of the subject culture

Front 5

social stratification is determined by

Back 5

1. individual's achievements and qualifications
2. individuals affiliation with one or more membership in certain groups

Front 6

ascribed group memberships

Back 6

group memberships based on age affiliations, gender, family, age, caste, and ethnic, racial, or national origin

Front 7

acquired group memberships

Back 7

group memberships based on religion, political affiliation, and professional or other associations

Front 8

masculinity-femininity index

Back 8

compares that attitudes of employees in 50 countries toward work and achievement

Front 9

hierarchy-of-needs theory of motivation

Back 9

people try to fulfill lower-level needs before moving on to higher-level ones

Front 10

power distance

Back 10

companies are well advised to align management styles with superior-subordinate interaction preferences

Front 11

high individualism

Back 11

an employee's preference to fulfill leisure time and improve skills outside the organization, receive direct monetary compensation as opposed to fringe benefits, engage in personal decision making and on-the-job challenges

Front 12

high collectivism

Back 12

an employee's penchant for dependence on the organization thorough training, satisfactory workplace conditions, and good benefits

Front 13

four types of risk taking behavior that reflect the differences in people's willingness to accept things they way they are and their belief about control over their destiny

Back 13

uncertainty avo

Front 14

trust

Back 14

some nationalities differ on whether or not they believe the general populations can be trusted

Front 15

future orientation

Back 15

in cultures with higher _____, companies may find it easier to motivate workers through delayed compensation programs

Front 16

fatalism

Back 16

the people of a culture believe that every event in life is inevitable

Front 17

low-context cultures

Back 17

people generally regard as relevant only firsthand information that bears directly on the subject at hand. Business people spend little time on small talk and tend to get to the point

Front 18

high-context cultures

Back 18

people tend to regard seemingly peripheral information as pertinent and to infer meanings from things said either indirectly or casually

Front 19

monochronic

Back 19

people prefer to work sequentially

Front 20

polychronic

Back 20

people are more comfortable when working simultaneously on a variety of tasks

Front 21

idealism

Back 21

establishing overall principles before trying to resolve small issues

Front 22

pragmatic

Back 22

cultures in which people focus more on details than on abstract principles

Front 23

silent language

Back 23

includes color associations, sense of appropriate distances, time and status cues, body language, and prestige

Front 24

culture shock

Back 24

the frustration that results from having to absorb a vast array of new cultural cues and expectations

Front 25

reverse culture shock

Back 25

happens when people away from their home country go back home and become partial to aspects of life abroad that are not options back home

Front 26

polycentrism

Back 26

where an organization or individual tends to believe that their business units abroad should act like local companies

Front 27

ethnocentrism

Back 27

reflects the conviction that one's own culture is superior to that of other countries. a company or individual is so strongly committed to the principle of "what works at home will work abroad" that its foreign practices tend to ignore differences in cultures and markets

Front 28

geocentrism

Back 28

integrates company and host-country practices as well as some entirely new ones