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Organizational Management > Ch 16 > Flashcards

Ch 16 Flashcards

1
Q

Diversity

A

describes race, gender, age, and other individual differences

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2
Q

Revolving door syndrome

A

high turnover among minorities and women

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3
Q

inclusivity

A

how open the organization is to anyone who can perform a job

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4
Q

Multicultural organization

A

based on pluarlism and operates with inclusivity and respect for diversity

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5
Q

Characteristics of multicultural organizations

A

pluralism; structural integration; informal network integration; absence of prejudice and discrimination; minimum intergroup conflict

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6
Q

Pluralism

A

members of minority and majority cultures influence key values and policies

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7
Q

Structural integration

A

minority-culture members are well represented at all levels in all responsibilities

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8
Q

Informal network integration

A

mentoring and support groups assist career development of minority-culture members

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9
Q

Absence of prejudice and discrimination

A

training and task force activities support the goal of eliminating culture-group biases

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10
Q

Minimum intergroup conflict

A

members of minority and majority cultures avoid destructive conflicts

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11
Q

Glass ceiling

A

hidden barrier to the advancement of women and minorities

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12
Q

Leading pipeline problem

A

occurs when women leave careers because employers lack family-friendly policies and practices

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13
Q

Biculturalism

A

when minority members adopt characteristics of majority cultures in order to succeed

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14
Q

Organizational subcultures

A

groupings of people based on shared demographic and job identities

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15
Q

Ethnocentrism

A

belief that one’s membership group or subculture is superior to all others

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16
Q

Occupational subcultures

A

form among people doing the same kinds of work

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17
Q

Ethnic or national subcultures

A

form among people from the same races, language groupings, regions, and nations

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18
Q

Cultural intelligence

A

ability to work well in situations of cultural diversity

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19
Q

Generational subcultures

A

form among people similar in age

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20
Q

Affirmative action

A

leadership commits the organization to hiring and advancing minorities and women; advancing diversity by increasing the representation of diverse members in the organizations workforce
-create upward mobility for minorities and women

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21
Q

Valuing diversity

A

step beyond affirmative action; a leader commits the organization to educate its workforce so that people better understand and respect differences
-build quality relationships with respect for diversity

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22
Q

Managing diversity

A

building an inclusive work environment that allows everyone to reach his or her potential
-achieve full utilization of diverse human resources

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23
Q

Stages of Culture shock

A

confusion; small victories; honeymoon; irritation and anger; reality

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24
Q

Culture shock

A

confusion and discomfort that a person experiences when in an unfamiliar culture

25
Q

Confusion

A

first contacts with the new culture leave you anxious, uncomfortable, and in need o information and advice

26
Q

Small victories

A

continued interactions bring some successes and your confidence grows in handling daily affairs

27
Q

Honeymoon

A

time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively

28
Q

Irritation and anger

A

time when the “negatives” overwhelm the “positives” and the new culture becomes a target of your criticism

29
Q

Reality

A

time of rebalancing; you are able to enjoy the new culture while accommodating its less-desirable elements

30
Q

Cultural intelligence

A

ability to adapt to new cultures and work well in situations of cultural diversity

31
Q

High-context cultures

A

rely on nonverbal and situational cues as well as spoken or written words in communication

32
Q

Low-context cultures

A

emphasize communication via spoken or written words

33
Q

Monochronic cultures

A

people tend to do one thing at a time

34
Q

Polychronic cultures

A

people accomplish many different things at once

35
Q

Proxemics

A

study of how people use interpersonal space

36
Q

Tight Culture

A

social norms are rigid and clear, and members try to conform

37
Q

Loose cultures

A

social norms are mixed and ambiguous, and conformity varies

38
Q

time orientation

A

degree to which a society emphasizes short-term or long-term goals

39
Q

Ecological fallacy

A

assumes that a generalized cultural value applies equally well to all members of the culture

40
Q

Intercultural competencies

A

skills and personal characteristics that help us be successful in cross-cultural situations

41
Q

Perception management

A

person much be inquisitive and curious about cultural differences and be flexible and nonjudgmental when interpreting and dealing with situations in which differences are at play

42
Q

Relationship management

A

person must be genuinely interested in others, sensitive to their emotions and feelings, and able to make personal adjustments while engaging in cross-cultural interations

43
Q

Self managment

A

person must have a strong sense of personal identity, understand their own emotions and values, and be able to stay self-confident even in situations that call for personal adaptations because of cultural differences

44
Q

cultural diversity

A

differences in cultural values, norms, practices, languages, across various societies/cultures

45
Q

Edward Hall’s categorization

A

context; time; space

46
Q

Context

A

the way people communicate in difference cultures

47
Q

Time

A

the way people view and use time in different cultures

48
Q

Space

A

the way people view and use space in different cultures

49
Q

Hofstede’s index

A

framework that can be utilized to identify certain unique broad level characteristics of a culture by categorizing it across 5 different dimensions

50
Q

Hofstede’s framework

A

power distance; uncertainty avoidance; masculine vs feminine; long-term vs short term orientation; individualism vs collectivism

51
Q

Power distance

A

degree to which a society accepts or rejects the unequal distribution of power among people in a society and organizations

52
Q

Individualism

A

degree to which a society emphasizes individual performance and self-interest vs group performance and group interest
expected to look after yourself

53
Q

Collectivist

A

extended families continue to look after each others’ interest unconditionally

54
Q

Masculinity

A

degree to which a society values assertiveness and competitiveness vs feeling relationships, quality of life ex. men are more assertive, competitive, and dominant compared to women

55
Q

Feminity

A

men share similar values as women, and are more caring and modest, and value feelings and relationships

56
Q

Uncertainty avoidance

A

degree to which a society tolerates and is willing to accept risks, uncertainty, and ambiguity
high avoiding cultures try to minimize ambiguity and risk by strict laws, rules, safety, and security measures
low cultures are more open to differences of opinions, taking business risks, and tolerating ambiguity

57
Q

Time orientation

A

degree to which a society emphasizes goals and gratification

58
Q

long term orientation

A

value thrift and perserverance; they have long-term persepective and value tradiation

59
Q

Short term orientation

A

associated with quick results; living in the present; and taking risks

Organizational Management (9 decks)

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