Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

International Management > Ch.3-5 > Flashcards

Ch.3-5 Flashcards

1
Q

cultural intelligence

A

A critical skill for managing people and processes in other countries

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

cultural intelligence or cultural quotient

A

a measure of how well

a person can adapt and manage effectively in culturally diverse settings.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Cultural sensitivity

A

is a sense of awareness and honest
caring about another individual’s culture. Such sensitivity requires the ability to
understand the perspective of those living in other (and very different) societies
and the willingness to put oneself in another’s shoes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

cultural awareness

A

enables managers to develop appropriate policies and
to determine how differently to plan, organize, lead, and control in a specific
international setting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

40
percent of expatriate managers leave their assignments early because of poor
performance or poor adjustment to the local environment T OR F

A

true

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

culture

A

shared values, understandings,
assumptions, and goals that are learned from earlier generations, imposed by
present members of a society, and passed on to succeeding generations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Culture
results in a basis for living grounded in shared communication, standards,
codes of conduct, and expectations. T OR F

A

T

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

cultural diffusion

A

spread of cultural beliefs and social activities from one group to another.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

creolization

A

When immigrants adopt some aspects

of the local culture while keeping aspects of their culture of origin

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Organizational culture

A

represents those expectations, norms, and

goals held in common by members of that group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Contextual

intelligence

A

refers to the ability to understand the limits of our knowledge
and to adapt that knowledge to an environment different from the one in
which it was developed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Convergence

A

the phenomenon of shifting individual management

styles to become more similar to one another.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The convergence argument is
based on the belief that industrialization and worldwide coordination and
competition tend to factor out differences in organizational level processes,
such as choice of technology and structure T OR F

A

T

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The effects of culture on specific management functions are particularly
noticeable when we attempt to impose our own values and systems on another
society. t or f

A

t

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

The first step toward cultural sensitivity is for the international manager to
understand his or her own culture. This awareness helps to guard against
adopting either a parochial or ethnocentric attitude. T OR F`

A

T

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Parochialism

A

means that
one expects those from or in another country to automatically fall into patterns
of behavior common in their own country.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Ethnocentrism

A

describes the
attitude of those who operate from the assumption that their ways of doing
things are best—no matter where or under what conditions they are applied.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

self reference criterion

A

unconscious reference point of one’s own cultural values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

One way for managers to anticipate the probable effects of an unfamiliar
culture on an organization’s outcomes and processes

A

cultural

profile.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Managers should never assume that they can successfully transplant
America’s, or Japan’s, or any other country’s styles, practices, expectations, and
processes. t or f

A

true

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

contingency management

A

requires managers to adapt to the local environment

and people and to manage accordingly.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

stereotype

A

generalizations in cultural

profiles will produce only an approximation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

subcultures

A

a cultural group within a larger culture, often having beliefs or interests at variance with those of the larger culture.
people conform only in varying degrees to the national character.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Good managers treat people as individuals, and they consciously avoid
any form of stereotyping. t or f

A

t

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

subsystems in a society

A

are a function of where
people live; these subsystems influence, and are influenced by, people’s
cultural values and dimensions and so affect their behaviors both off and
on the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Harris and Moran identified eight categories that form the subsystems in any
society:

A

kinship, education, economy, politics, religion, associations, health,
and recreation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

kinship system

A

one adopted by a given society to guide family

relationships

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

formal or informal education

A

greatly affects expectations
of people in the workplace, recruitment and staffing practices, training
programs, and leadership styles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

nation’s economic system

A

powerful influence on such organizational
processes as sourcing, distribution, incentive systems, and repatriation of
capital.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

system of government

A

imposes varying constraints on the

organization and its freedom to do business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

spiritual beliefs

A

often so powerful that they transcend
other cultural aspects. Religion commonly underlies both moral and
economic norms

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Many and varied types of social associations

A

arise in cultures out of formal

and informal groups.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

system of health care

A

employee productivity,
employee expectations of who is responsible for their health programs,
and attitudes toward physical fitness.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Recreation

A

manner in which people use their leisure time and

attitudes toward leisure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Cultural variables

A

result from unique sets of shared values among different

groups of people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

values

A

society’s ideas about what is good or bad, right
or wrong. Values will influence people to likely behave differently under
similar circumstances

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

cultural dimensions, which distinguish one society from another

A

a. Assertiveness
b. Future orientation
c. Performance orientation
d. Humane orientation
e. Gender differentiation
f. Uncertainty avoidance
g. Power distance
h. Institutional collectivism versus individualism
i. In-group collectivism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Assertiveness

A

refers to how much people in a society are expected to be

tough, confrontational, and competitive, versus modest and tender

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

. Future orientation

A

refers to the level of importance a society attaches to

future-oriented behaviors such as planning and investing in the future

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

performance orientation

A

measures how important performance
improvement and excellence are in society and whether people are
encouraged to strive for continuous improvement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

humane orientation

A

s the extent to which a society encourages and

rewards people for being fair, altruistic, generous, caring, and kind.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

power distance

A

level of acceptance by a society of unequal
distribution of power in institutions. The extent to which subordinates
accept unequal power is socially determined.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

uncertainty avoidance

A

refers to the extent to which people in a society
feel threatened by ambiguous situations. In a business context, this
value results in formal rules and procedures designed to provide more
security and more career stability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

individualism

A

refers to the tendency of people to look after themselves
and their immediate family only and neglect the needs of society.
Hofstede’s findings indicate that most countries scoring high on
individualism have both a higher gross national product and a freer
political system than those scoring low on individualism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

masculinity

A

refers to the degree of typical “masculine” values, such as

assertiveness, materialism, and lack of concern for others

46
Q

femininity

A

in a society emphasizes concern for others, relationships with others,
and quality of life.

47
Q

universalistic approach

A

applies rules and systems objectively, without

consideration for individual circumstances

48
Q

particularistic approach

A

puts the obligation toward relationships first and is more

subjective.

49
Q

specific-oriented culture

A

cultures separate work and personal issues and relationships; they
compartmentalize their work and private lives, and they are more open and
direct

50
Q

diffuse oriented culture

A

there is spillover from the work into

the personal relationships, and vice-versa.

51
Q

achievement society

A

source of status and influence is based on individual achievement—how
well one performs the job and what level of education and experience one
has to offer

52
Q

Some specific culturally based variables which cause frequent problems for
Americans in international management are

A

time,change, material factors,individualism

53
Q

time

A

To Americans, time is a temporal value (as opposed to
eternal/permanent), making it something to be saved, scheduled, and
spent with precision so that it is not wasted. In many parts of the
world, people view time from different perspectives, often based on
religious beliefs

54
Q

change

A

The value of change varies greatly across cultures. An accepted
Western attitude toward change is that an individual can exert some
control over the future and can manipulate events, particularly in
business. Individuals feel they have some internal control. In many
non-Western societies, control is considered external, and people
generally believe in destiny or the will of their God. They therefore
adopt a passive attitude and may have negative attitudes toward
change.

55
Q

material factor

A

Americans consume resources at a far greater rate than
the rest of the world. The attitude of Americans toward nature is that
it is there to be used for their benefit. This differs from the attitudes
of Indians and Koreans, who worship nature as a part of their
religious beliefs.

56
Q

individualism

A

In general, Americans tend to work and conduct their
private lives independently, valuing individual achievement,
accomplishment, promotion, and wealth above group goals. In other
countries, this individualistic attitude is not valued, and a greater
emphasis is placed on such things as conformity, cooperation, and the
strength of the family or community

57
Q

cultural profiles

A

composite pictures of working environments, people’s attitudes, and norms of
behavior.

58
Q

communication

A

the process of sharing meaning by transmitting messages through
media, such as words, behavior, or material artifacts.

59
Q

Anything that serves to undermine the communication of the intended meaning is
typically referred to as ________

A

noise

60
Q

Noise stems from the fact that the sender and receiver
each exist in a largely private world called his or her life space, which is based largely
upon each person’s culture. The more dissimilar the culture of the sender and
receiver, the greater the noise there is in the communication process.
t or f

A

t

61
Q

Communication is therefore a complex process of linking up or sharing the
perceptual fields of sender and receiver t or f

A

t

62
Q

cultural noise

A

; noise introduced into the communication process as a result of cultural
differences between sender and receiver.

63
Q

intercultural communication

A

When a member of one culture sends a message to a member of another culture,

64
Q

attribution

A

the process by which people look for the explanation of another
person’s behavior.

65
Q

. Effective communication, and therefore effective collaboration in alliances across
national boundaries, depends on the informal understandings among the parties that
are based on the trust that has developed between them.
t or f

A

t

66
Q

Trust provides many benefits including minimizing problems caused by cultural
differences, adjusting to unforeseen circumstances with less conflict, and facilitating
open communication. t or f`

A

t

67
Q

guidelines in cultivating

trust:

A

a. Create a clear and calculated basis for mutual benefit.
b. Improve predictability by striving to resolve conflicts and keeping communication
open.
c. Develop mutual bonding through regular socializing and friendly contact.

68
Q

Brazil, Turkey, Romania, Slovenia, and Latvia had the lowest level of trust in people. t or f

A

t

69
Q

The GLOBE Project

A

provides insight into culturally-appropriate communication

styles and expectations for managers.

70
Q

People in societies ranked ______ on performance orientation present objective
information in a direct and explicit way

A

high

71
Q

However, when dealing with people _____ on performance orientation (e.g., Russia or Greece), use a more indirect
approach.

A

low

72
Q

When communicating with people _______ on assertiveness, use a friendly
approach.

A

low

73
Q

For those _______on the humane dimension, avoid conflict and communicate in a
supportive manner.

A

high

74
Q

Cultural variables that can influence a person’s perceptions h

A

attitudes, social organization, thought
patterns, roles, language (spoken or written), nonverbal communication (including
kinesics behavior, paralanguage, proxemics, and object language), and time.

75
Q

attitudes

A

ethnocentric attitudes are a particular source of noise in cross-cultural
communications

76
Q

stereotyping

A

when a person assumes that every member of a society or

subculture has the same characteristics or traits.

77
Q

social organization

A

our perceptions can be influenced by differences in values,
approach, or priorities relative to the kind of social organizations to which we
belong.

78
Q

thought patterns

A

the logical progression of reasoning varies across cultures

79
Q

roles

A

societies differ considerably as to what they consider the role of a manager.

80
Q

language

A

can be a barrier to communication when one party has difficulty
understanding the other’s language, when there is a lack of understanding of local
idioms through a failure to understand body language, or from using poor or
faulty translations.

81
Q

nonverbal communication

A

Behavior that communicates without
words. Studies have shown that subtle nonverbal messages account for 65 to 93
percent of interpreted communication.

82
Q

nonverbal communication can be categorized into four types

A

(1) kinesic, (2) proxemics, (3) paralanguage,

(4) object language.

83
Q

kinesic behavior

A

refers to body movements—posture, gestures, facial
expressions, and eye contact. Although such gestures may be universal,
their meanings are culturally specific

84
Q

oculesics

A

refers to the behavior of
the eyes during communications. Subtle differences in eye behavior can
throw off a communication badly if they are not understood

85
Q

proxemics

A

deals with the influence of proximity and space on

communication—including personal space and office space or layout.

86
Q

high contact cultures

A

High-contact cultures prefer a
close sensory involvement; e.g., prefer to stand close and touch a great
deal. usually in warmer climates

87
Q

low contact cultures

A

prefer less sensory involvement

88
Q

paralanguage

A

the meaning conveyed by how something is said as a
result of the rate of speech, the tone and inflection of voice, and other
noises, laughing or yawning and so on.

89
Q

object language

A

refers to how we communicate

through material artifacts or design.

90
Q

time

A

The way people regard time is a variable that communicates culture. In
monochronic time systems, time is linear. Time has a past, present, and future. In
monochronic systems, which are generally found in individualistic cultures,
people generally concentrate on one thing at a time, adhere to time commitments
and are accustomed to short-term relationships.

91
Q

Polychronic time systems,

A

are nonlinear systems of
time where people tolerate the simultaneous occurrence of many events. In
polychronic cultures, there is a priority of relationships over material things,
plans change often, people may be highly distractible, people are likely to
hold open meetings and have uncompartmentalized or unstructured meetings

92
Q

in _______________ feelings and thoughts are not explicitly expressed—one has
to read between the lines to get the message

A

high context cultures

93
Q

in ________ where business and personal relationships are more separated, communication media
have to be more explicit.

A

low context cultures

94
Q

information systems

A

Communication in organizations varies according to where and
how it originates, the speed at which it flows, and whether it is formal of informal. In
high-context cultures, information may spread rapidly and freely because of the
frequent close contact and implicit ties between people in the organization.

95
Q

speed of information

A

Americans expect to give/receive information very quickly

and clearly while French use slower message channels of deep relationships

96
Q

selective transmission

A

The type of medium chosen for the message depends on the nature of the message, its
level of importance, the context and expectations of the receiver, the timing involved,
and the need for personal interaction, among other factors.

97
Q

decoding

A

the process of translating the received symbols into the interpreted
message

98
Q

main causes of incongruence are

A

(1) the receiver misinterprets the
message, (2) the receiver encodes his or her return message incorrectly, or (3) the
sender misinterprets the feedback.

99
Q

behaviors associated through research with

intercultural communication effectiveness are l

A

a. Respect
b. Interaction posture
c. Orientation to knowledge
d. Empathy
e. Interaction management
f. Tolerance for ambiguity
g. Other-oriented role behavior

100
Q

openness

A

traits such as openmindedness, tolerance for amiguity and extroverted behavior

101
Q

resilience

A

includes traits such as having an internal locus of control, persistence, a tolerance
for ambiguity, and resourcefulness.

102
Q

Important differences in the negotiation process from country to country
include

A

the amount and type of preparation for a negotiation; (2) the relative
emphasis on tasks versus interpersonal relationships; (3) the reliance on general
principles rather than specific issues; (4) the number of people present and the extent of
their influence

103
Q

negotiation

A

a process of discussion between two or more parties aimed at reaching a
mutually acceptable agreement.

104
Q

The Negotiation Process

A

(1) preparation, (2) relationship building,
(3) exchange of task-related information, (4) persuasion, and (5) concessions and
agreements. (

105
Q

“Improvise an Approach: Effect Symphony”—

A

—a strategy
available to negotiators familiar with each other’s culture and willing to put
negotiation on an equal footing.

106
Q

American Negotiatiors

A
  1. Know when to compromise.
  2. Take a firm stand at the start of negotiations.
  3. Refuse to make concessions beforehand.
  4. Keep cards close to the chest.
  5. Accept compromises only when negotiations are deadlocked.
  6. Set up the general principles and delegate detail work to associates.
  7. Keep a maximum of options open before negotiation.
  8. Operate in good faith.
  9. Respect the opponents.
  10. State position clearly.
  11. Know to move on.
  12. Are fully briefed on the issues.
  13. Have a good sense of timing and consistency.
  14. Make the other party reveal position while hiding their own as long as possible.
  15. Let the other negotiators come forward first.
107
Q

indian negotiators

A

. Look for and speak the truth, not afraid to speak up.

  1. Exercise self-control.
  2. Respect the other party and seek solutions that will please all parties.
  3. Are ready to change their minds.
  4. Are humble and trusting.
108
Q

arab negotiators

A
  1. Protect everyone’s honor, self-respect, and dignity, are respected and trusted.
  2. Avoid direct confrontations.
  3. Are creative enough to come up with honorable solutions for all parties.
  4. Are impartial and can resist pressure.
  5. Can keep secrets and gain confidence of others.
  6. Controls temper and emotions.
109
Q

swedish negotiators

A
  1. Quiet, thoughtful, polite, straightforward.
  2. Overcautious, but flexible.
  3. Slow to react but eager to be productive and efficient.
  4. Good at controlling emotions, afraid of confrontation.
110
Q

italian negotiators

A
  1. Have a sense of drama, do not hide emotions.
  2. Read nonverbals.
  3. Want to make a good impression and use flattery, but do not trust.
  4. Handle confrontations of power with tact.

International Management (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions