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
