Ch 16 Flashcards
Diversity
describes race, gender, age, and other individual differences
Revolving door syndrome
high turnover among minorities and women
inclusivity
how open the organization is to anyone who can perform a job
Multicultural organization
based on pluarlism and operates with inclusivity and respect for diversity
Characteristics of multicultural organizations
pluralism; structural integration; informal network integration; absence of prejudice and discrimination; minimum intergroup conflict
Pluralism
members of minority and majority cultures influence key values and policies
Structural integration
minority-culture members are well represented at all levels in all responsibilities
Informal network integration
mentoring and support groups assist career development of minority-culture members
Absence of prejudice and discrimination
training and task force activities support the goal of eliminating culture-group biases
Minimum intergroup conflict
members of minority and majority cultures avoid destructive conflicts
Glass ceiling
hidden barrier to the advancement of women and minorities
Leading pipeline problem
occurs when women leave careers because employers lack family-friendly policies and practices
Biculturalism
when minority members adopt characteristics of majority cultures in order to succeed
Organizational subcultures
groupings of people based on shared demographic and job identities
Ethnocentrism
belief that one’s membership group or subculture is superior to all others
Occupational subcultures
form among people doing the same kinds of work
Ethnic or national subcultures
form among people from the same races, language groupings, regions, and nations
Cultural intelligence
ability to work well in situations of cultural diversity
Generational subcultures
form among people similar in age
Affirmative action
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
Valuing diversity
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
Managing diversity
building an inclusive work environment that allows everyone to reach his or her potential
-achieve full utilization of diverse human resources
Stages of Culture shock
confusion; small victories; honeymoon; irritation and anger; reality
Culture shock
confusion and discomfort that a person experiences when in an unfamiliar culture
Confusion
first contacts with the new culture leave you anxious, uncomfortable, and in need o information and advice
Small victories
continued interactions bring some successes and your confidence grows in handling daily affairs
Honeymoon
time of wonderment, cultural immersion, and even infatuation, with local ways viewed positively
Irritation and anger
time when the “negatives” overwhelm the “positives” and the new culture becomes a target of your criticism
Reality
time of rebalancing; you are able to enjoy the new culture while accommodating its less-desirable elements
Cultural intelligence
ability to adapt to new cultures and work well in situations of cultural diversity
High-context cultures
rely on nonverbal and situational cues as well as spoken or written words in communication
Low-context cultures
emphasize communication via spoken or written words
Monochronic cultures
people tend to do one thing at a time
Polychronic cultures
people accomplish many different things at once
Proxemics
study of how people use interpersonal space
Tight Culture
social norms are rigid and clear, and members try to conform
Loose cultures
social norms are mixed and ambiguous, and conformity varies
time orientation
degree to which a society emphasizes short-term or long-term goals
Ecological fallacy
assumes that a generalized cultural value applies equally well to all members of the culture
Intercultural competencies
skills and personal characteristics that help us be successful in cross-cultural situations
Perception management
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
Relationship management
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
Self managment
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
cultural diversity
differences in cultural values, norms, practices, languages, across various societies/cultures
Edward Hall’s categorization
context; time; space
Context
the way people communicate in difference cultures
Time
the way people view and use time in different cultures
Space
the way people view and use space in different cultures
Hofstede’s index
framework that can be utilized to identify certain unique broad level characteristics of a culture by categorizing it across 5 different dimensions
Hofstede’s framework
power distance; uncertainty avoidance; masculine vs feminine; long-term vs short term orientation; individualism vs collectivism
Power distance
degree to which a society accepts or rejects the unequal distribution of power among people in a society and organizations
Individualism
degree to which a society emphasizes individual performance and self-interest vs group performance and group interest
expected to look after yourself
Collectivist
extended families continue to look after each others’ interest unconditionally
Masculinity
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
Feminity
men share similar values as women, and are more caring and modest, and value feelings and relationships
Uncertainty avoidance
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
Time orientation
degree to which a society emphasizes goals and gratification
long term orientation
value thrift and perserverance; they have long-term persepective and value tradiation
Short term orientation
associated with quick results; living in the present; and taking risks
