Chapter 2 Flashcards
The Cultural Environments Facing Business
Acculturation
the process of adjusting and adapting to a specific culture other than one’s own. It is one of the keys to success in international operations.
The nation is a useful definition of society because
- similarity among people is a cause and an effect of national boundaries
- it is a reference people make to “we” versus “they.”
Despite using the nation as a cultural reference point
- not everyone therin shares the same values and attitudes
- subcultures exist within nations
- some people have internalized more than one culture
cultural similarities link groups from different countries
Cultural diversity
can be a competitive advantage, but managing it can be difficult.
Cultural collision may cause
- ineffective business practices
- personal distress
National cultures
almost everyone agrees that national cultures differ, but they disagree on what the differences are and the importance of them
Cultural research
can improve a person’s awareness and sensitivity.
Shortcomings in cultureal research include
- erroneous responses to questions
- relying on averages when there are variations
- overlooking changes
Cultural value systems (especially core values)
Are set early in life but may change through:
- choice or imposition
- contact with other cultures
Cultural Imperialism
Change by imposition
Creolization
When change results in mixing cultures
Cultural Diffusion
When contact among countries brings change
A common language is a unifying force, but many countries
- have multiple language groups
- depend on a second language that is common regionally
English has become…
the “international language of business”
- because native English language countries account for so much of world production
- because it is the world’s most important second language
- but it may lose some relative importance in the future
- but it may lead to overvaluing employees with English competence
Many strong values are a result of
a dominant religion
Social stratification is determined by
1) individuals’ achievements and talents (meritocracy)
2) their group identifications
Businesses reward
meritocracy more highly in some societies
Group affiliations can be
- ascribed or acquired
- a reflection of class and status
Country-by-country attitudes vary toward
- social connections
- race and ethnicity
- male and female roles
- rules and expectations based on age
- family ties
The desire for material wealth is
- a prime motivation to work
- positive for economic development
People are more eager to work if
- rewards for success are high relative to failure
- there is some uncertainty of success
Masculinity-femininity index
measures attitudes toward achievement rather than physical attributes of males and females
A high-masculinity culture prefers
“live to work”
A high femininity culture prefers
“work to live”
Hierarchy-of-needs theory of motivation
1) physiological
2) security
3) affiliation
4) esteem
5) self-actualization
The hierarchy of needs
- may differ among countries
- is useful in decision how to motivate differently among countries
There are national variations in the preference for
autocratic versus consultative management
Power distance
is a measurement of employee preferences of interaction between superiors and subordinates
Provision of better workplace conditions motivates
collectivists
Challenges motivate
individualists
High individualism
describes a preference to fulfill leisure time, build friendships, and improve skills independently of the organization
High collectivism
typifies a penchant for dependence on the organization through training, satisfactory workplace conditions, and good benefits
Four types of risk-taking behaviour
1) uncertainty avoidance
2) trust
3) future orientation
4) fatalism
Risk-taking behaviour differs among nationalities because of their
- comfort in handling uncertainties
- degree of trust among people
- future orientation
- attitudes of self-determination versus fatalism
Uncertainty avoidance
describes a trait of being uncomfortable with ambiguity
Future orientation
denotes a willingness to delay gratification in order to reap more in the future
Genetics and language may cause
differences in perception of cues
Low-context cultures
people generally only regard firsthand information relevant that bears directly on the subject at hand
High-context cultures
people tend to understand and regard indirect information as pertinent
Managers are helped by knowing whether cultures favour
- focused or broad information
- a particular way of classifying information
- sequential or simultaneous handling of situations
- handling principles versus small issues first
Monochronic cultures
people normally prefer to work sequentially, such as finishing transactions with one customer before dealing with another
Polychronic people (and cultures)
are more comfortable working simultaneously on a variety of tasks (multitasking), such as dealing simultaneously with multiple customers who need service
Idealism cultures
prefer to establish overall principles before they try to resolve small issues
Pragmatic cultures
focus more on details than on abstract principles
Cross-border communications
do not always translate as intended
Silent language
includes color associations, sense of appropriate distance, concept of time, body language, and prestige cues
Host cultures
do not always expect foreigners to adjust to them
When doing business in a similar culture, companies
- usually have to make fewer adjustments
- may overlook subtle differences
Cultural distance
is the average number of countries they are apart on the dimensions
Culture shock
the frustration that results from having to absorb a vast array of new cultural cues and expectations
Reverse culture shock
when they return, having become partial to aspects of life abroad that are not options back home
Polycentric management
may be so overwhelmed by national differences that it won’t introduce workable changes
Ethnocentric management
overlooks national differences and
- ignores important factors
- believes home-country objectives should prevail
- thinks acceptance by other cultures is easy
Ethnocentrism
reflects the conviction that one’s own practices are superior to those of other countries
Geocentric management
often uses business practices that are hybrids of home and foreign norms
Management of change
is important because people do not necessarily accept change readily
