Ch 2 The Cultural Environments Facing Business Flashcards
Relationship focused culture
Dealings with friends ahead of business dealings
Deal focus culture
Where people are primarily task oriented
Culture
Learned norms based on values, attitudes, and beliefs of a group of people
Cultural collision
When divergent cultures come in contact
The conditions are when a company implements practices that are less effective than intended and when a companies employees encounter distress because of difficulty in excepting or adjusting to foreign behaviors
Bicultural or multicultural
They have internalized more than one national culture
This occurs because they hold dual or multiple nationalities, have parents from another country, or have lived abroad at an impressionable age
Cultural imperialism
Involves imposing certain elements from an alien culture, such as a forced change and in laws by occupying country that, over time, becomes part of the subject culture.
Cultural diffusion
Contact among countries brings change
Ascribed group memberships
Those determined by birth including gender, family, age, cast, and ethnic, racial, or national origin
Acquired group memberships
Includes those based on religion, political affiliation, educational place and achievement, and profession
Masculinity – femininity index
Those with a high masculinity score admired successful work achievers, harbored little sympathy for the unfortunate, and preferred to be better than others rather than on a par with them. Performance & growth, money & things oriented, live to work
Hierarchy of needs theory
People try to The pill the lower – level needs before moving on to higher – level ones. Physiological, security, affiliation, self actualization
Power distance
Companies are to align management styles with superior – subordinate interaction preferences
A high power distance are people that prefer little consultation between the two tears and are one of two management styles autocratic or paternalistic
Lower power distance prefer consultative styles
Individualism
Employees preference to fulfill leisure time and improve skills outside the organization, receive direct monetary compensation as opposed to French benefits, and engage in personal decision-making and on-the-job challenges
Collectivism
Employees dependence on the Organization through training, satisfactory workplace conditions, and good benefits
Uncertainty avoidance
Most employees preferred to follow set rules even if they believe that breaking them may be in the company’s best interest.
They tend to stay with the current employers for a long time
Future orientation
Living for the future
Fatalism
They believe every event in life is inevitable therefore they are less likely to accept the basic cause and effect relationship between work and reward
Low context cultures
People generally regarded as relevant only first-hand information that Bears directly on the subject at hand
High context cultures
People tend to regard seemingly peripheral information as pertinent and infer meanings from things said either indirectly or casually. They tend to follow these patterns and written communications as well
Mono chronic
people may prefer to work sequentially, such as finishing transactions with one customer before dealing with another
Poly chronic
People are more comfortable when working simultaneously on a variety of tasks, such as dealing immediately with multiple customers who need service
Idealism
Preferred to establish overall principles before they try to resolve small issues
Pragmatic
People focus more on details then on abstract principles
Silent language
Exchange messages through a host of nonverbal cues such as colors, distance, time, and punctuality, body language, prestige
Cultural distance
Number of countries apart
Culture shock
The frustration that results from having to absorb A vast array of new cultural cues and expectations
Reverse culture shock
When you go back home, having become partial to aspects of life abroad are not options back home
Polycentrism
Organization tends to believe that it’s business units abroad should act like local companies
Ethnocentrism
The conviction that one’s own culture is superior to that of other countries
Geocentrism
Integrates company and host country practices as well as some entirely new ones so it’s between the extremes of polycentrism and ethnocentrism
