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Exam Prep > Cross Cultural Final Exam > Flashcards

Cross Cultural Final Exam Flashcards

1
Q

Legal concerns for MNCs

A
  • obey laws in host countries such as human rights
  • laws in some countries are incompatible than others
  • important to be informed about the legal practices
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2
Q

Political concerns for MNCs

A
  • expropriation risk relates to losses caused by actions by the host government leading to bankruptcy and debt
  • host governments might change contracts and policies
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3
Q

Levels of culture (national/societal)

A
  • macro level: common/civil laws and economic institutions
  • micro level: employer-employee relations
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4
Q

Instillation of culture from

A
  • Family: culture is based on infancy
  • Religion: beliefs in indirect and direct ways of how people live
  • Education: based on choices made in curriculum/institutions
  • Mass communication: bringing people together despite geographical locations
  • Multinational corporation: products and services influence people that live
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5
Q

Organizational culture

A
  • strategies by organizations to determine how an organization will operate
  • Schein (a pattern of basic assumptions invented, discovered, or developed by a given group)
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6
Q

Corporate culture

A
  • how employees/employers in an organization behave
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7
Q

Professional culture

A
  • works with a set of values shared by people working together professionally
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8
Q

Culture operates on three layers

A
  • behavioral or explicit level
  • norms and values
  • assumptions and beliefs
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9
Q

4 categories based on values and norms in society

A
  • traditional society (large families are accepted, conformity is rewarded, individualistic is rejected; pretty common in Arab countries)
  • rational society (individual’s interests are put first, stabilizing society and recognizing authority; seen in Germany)
  • a society where survival is a main concern (people aren’t happy, inequality and materialism; China)
    -Post modern society (everyone is democratic and tolerant; Netherlands)
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10
Q

Cross cultural management (Nancy Adler)

A
  • the behaviour of people in organizations around the world and shows people how to work in organizations with employees from different cultures
  • seeks to understand and improve the interaction of co-workers, executives and clients
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11
Q

Why is cross cultural management important?

A
  • cooperation between companies and countries are increasing
  • whether you are merging, taking over, or creating a partnership or an alliance
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12
Q

Strenghts of Hofstede’s framework

A
  • reflects on personal assumptions regarding norms
  • review expectations and behaviours
  • refine practices
  • increase motivation
  • minimize conflicts
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13
Q

Weaknesses of Hofstede’s framework

A
  • survey is limited to IBM employees
  • based on inconclusive research
  • change of patterns in behaviour and the theory should be updated to the current conditions
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14
Q

Strengths of the GLOBE study

A
  • only showcases how leadership is viewed in various cultures
  • expansive than Hofstede’s framework
  • provides an understanding of what is good/bad in leadership
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15
Q

Weaknesses of the GLOBE study

A
  • only focuses on how people perceive leadership but not what leaders do
  • trends tend to isolate attributes of effective leaderships
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16
Q

Dilemma of motivation

A
  • typically, managers will experience this when dealing with people from different cultural backgrounds and harder for them to understand how people are motivated in different ways
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17
Q

Human needs

A
  • sociological view of actions and customs of society
  • biological view of human actions and physical needs
  • psychoanalytic view where humans are driven by unconscious processes
  • behavioural view of how humans respond
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18
Q

The value orientation approach

A
  • complex principles based on cognitive, affective, and directive approaches
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19
Q

Human nature orientation

A

the good and bad of human nature

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20
Q

Man nature orientation

A

there is no separation between man, nature and supra nature

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21
Q

Time orientation

A

the ways of the past are not always considered good

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22
Q

Activity orientation

A

let’s do something about it

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23
Q

Relational orientation

A

analytical concepts for the purpose of making fine distinctions

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24
Q

Two conditions to innovation and culture of an organization

A
  • the ability to produce new ideas based on culture created by the company and external and cultural environments
  • the ability to transform ideas into effective projects, which requires a wide variety and flexible methods of management
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25
Q

The reconciliation process of cross-cultural conflict

A
  • reaffirm our commitment to ongoing relationships and benefits of both parties
  • recognize where and how we differ, develop global mindset
  • continue by searching for similarities
  • synethsize our solutions and outcomes
  • review the learning process
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26
Q

National culture

A
  • shared meanings
  • unconditional relationship
  • born into it
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27
Q

Organizational culture

A
  • shared behaviours
  • conditional relationships
  • socialized into it
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28
Q

Micheal Porter’s 3 generic strategies

A
  • low cost
  • niche
    -differentiation
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29
Q

Scientific leadership

A

planning, organizing, leading, and controlling

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30
Q

Bureaucratic organization

A

managing production processes

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31
Q

Trait approach

A

people have specific traits and skills that will allow them to strive for leadership positions

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32
Q

Theory X

A
  • people dislike work
  • lack of ambition
  • avoid responsibility
  • managers are result driven, little control for human issues
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33
Q

Theory Y

A
  • people like to work
  • self starters
  • willing to accept responsibility
34
Q

CV framework (Hierarchy culture)

A
  • value tradition
  • focuses more on internal than external market issues
  • values stability and control than flexibility
35
Q

Market culture

A
  • values stability but focused on external rather than internal issues
  • values profits, productivity, and competitive advantage and achievement
36
Q

Clan culture

A
  • focuses on internal issues and flexibility rather than stability and control
  • values team spirit, participation and support
37
Q

Adhocracy culture

A
  • focuses on external issues and values flexibility
  • values adaptability and innovation
38
Q

Sources of cultural diversity

A
  • globalization (trading with others)
  • immigration (better opportunities)
  • expatriation (people seeking international job opportunities)
39
Q

Dominant management culture

A
  • maintaining culture
  • copy of the multinational home country
40
Q

Hybrid management culture

A
  • two cultures morph into one
41
Q

Minimum management culture

A
  • laissez fair approach
42
Q

Affirmative action

A

the practic or policy of making sure certain jobs are given to people from different groups who are treated unfairly because of their race, gender

43
Q

Is AA always positive?

A
  • organizations might promote gender diversity but there is lack of equality between men and women especially promotional opportunities
  • nothing is really done to increase diversity
  • go about diversity in the wrong way
44
Q

Diversity blindness

A

no improvements have been made to solve issues related to diversity

45
Q

Diversity hostility

A

an organization tries to homogenize its employees and suppresses expressions of diversity

46
Q

Diversity naivete

A

the organization views positivity and encourages diversity awareness but unable to cope with problems which diversity may cause

47
Q

Diversity integration

A

the organization addresses diversity in a stable way, helps employees develop skills in diversity management and creates effective communication between different groups

48
Q

Transnational organization

A

combining the abilities of the multinational global or international firms

49
Q

Transcultural competence

A

managers involved to be aware of their cultural preferences and adapting to other cultures
Trompenar states that its helpful to demonstrate how to approach different dilemmas

50
Q

Oligopoly

A

a market structure that consists of small number of firms who have an influence over a market but they have no power to steal the market share

51
Q

Leadership dimensions (Charismatic)

A
  • seeks to inspire people around a vision
  • creates a passion among people to perform well and follow core values
52
Q

Team-oriented

A
  • instills pride, loyalty and collaboration amongst members
  • values team cohesiveness and common purpose/goals
53
Q

Participative

A
  • encourages input from members
  • equality
54
Q

Humane

A
  • compassion and generosity
  • patient, supportive and concerned about the well being of others
55
Q

Self-protective

A
  • facing saving behaviours
  • focuses on the safety and security of an individual
56
Q

Autonomous

A
  • independent
  • self centric
57
Q

Static approach

A
  • refers to absolute or universal
  • comparing beliefs and values of cultures
58
Q

Dynamic approach

A
  • seeing change in culture both in internal and external factors
59
Q

Challenges in market research

A
  • language barriers
  • sensitivity in questions
  • research techniques
  • cultural differences
  • suspicion
  • fragmentation
60
Q

What are blunders

A
  • a misunderstanding of one’s culture when branding a product in different countries
61
Q

Notion of cultural identity

A
  • how consumers view products
  • reproduce the national culture so it feels like home
  • examples: cars
62
Q

Notion of exoticism

A
  • the desire to escape one’s culture and experience a new culture
  • tourist vacation advertisements (example)
  • Ex: Dubai is an attractive country
63
Q

Global concepts and messages (Q1)

A
  • contains global products and services
  • product concept is the same but advertising is standardized
  • allows economies to scale cost savings
64
Q

Glocal advertising (Q2)

A
  • products and services where the brand is globalized but the advertisement is adjusted to the culture
65
Q

Local concepts and messages (Q3)

A
  • producers of local product concepts create a larger market by standardizing the product using different coded messages in different culture
66
Q

Q4

A
  • the global message of the products are the same but the factors are specified based on the country/culture
67
Q

Hyper cultural competence

A
  • meeting challenges at many levels when interacting with diverse stakeholders
68
Q

Diversity challenges in hyper cultural competence

A
  • feeling valued, respected and included is their highest potential in local and global
69
Q

Ethical challenges

A
  • dealing with the interests of the stakeholders which reflects on diverse expectations and values
70
Q

A business in society challenge

A
  • managers take into account their company’s impact on social and natural environments
71
Q

Cross cultural competence

A
  • the ability to function according to the rules of more than one cultural system
72
Q

Intercultural competence

A
  • the ability to communicate and collaborate with other cultures and respecting different pov
73
Q

Ethical values in a multicultural diversity

A

usually involved during the process of making decisions and implementing new policies that may involve implicit judgement and differed opinions

74
Q

Intercultural communication

A

individuals who are interacting and they are the ones who bring their cultural way of thinking, feeling, and living into interaction

an interactive phenomena that involves comparing cultures

75
Q

The role of context in communication

A

defined as the environment in which the communication process takes place and helps define the communication

identities if the source and receiver have similar meanings for communication symbols

76
Q

Who are interpreters?

A

an outsider who is not familiar with the company, the culture or an expert in the area of discussion

they translate what is being said, however it can be unsuccessful if the message is not interpreted accordingly

77
Q

Kolb’s learning cycle (Concrete experience)

A
  • personal involvement
  • depend more on feelings
  • open-minded
  • open to change rather than a systematic approach
78
Q

Reflective observation

A
  • understanding the situations and ideas from different pov
  • patience, careful judgement
  • no action is taken
79
Q

Abstract conceptualization

A
  • using logical approach theories rather than interpersonal feelings to understand the problem
  • systematic planning
80
Q

Active experimentation

A
  • experimenting with different situations
  • practical approach than observational
81
Q

Three principles to define a meta-ethic

A
  • Humanness principles (peace is the focus, respect everyone)
  • Dialogic principle (human relationships and support of people, inclusion and equality)
  • The principle of speaking (learning how to engage with others, listening carefully)

Exam Prep (7 decks)

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