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
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
3
Q
Levels of culture (national/societal)
A
- macro level: common/civil laws and economic institutions
- micro level: employer-employee relations
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
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)
6
Q
Corporate culture
A
- how employees/employers in an organization behave
7
Q
Professional culture
A
- works with a set of values shared by people working together professionally
8
Q
Culture operates on three layers
A
- behavioral or explicit level
- norms and values
- assumptions and beliefs
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)
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
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
12
Q
Strenghts of Hofstede’s framework
A
- reflects on personal assumptions regarding norms
- review expectations and behaviours
- refine practices
- increase motivation
- minimize conflicts
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
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
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
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
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
18
Q
The value orientation approach
A
- complex principles based on cognitive, affective, and directive approaches
19
Q
Human nature orientation
A
the good and bad of human nature
20
Q
Man nature orientation
A
there is no separation between man, nature and supra nature
21
Q
Time orientation
A
the ways of the past are not always considered good
22
Q
Activity orientation
A
let’s do something about it
23
Q
Relational orientation
A
analytical concepts for the purpose of making fine distinctions
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
25
The reconciliation process of cross-cultural conflict
- 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
26
National culture
- shared meanings
- unconditional relationship
- born into it
27
Organizational culture
- shared behaviours
- conditional relationships
- socialized into it
28
Micheal Porter's 3 generic strategies
- low cost
- niche
-differentiation
29
Scientific leadership
planning, organizing, leading, and controlling
30
Bureaucratic organization
managing production processes
31
Trait approach
people have specific traits and skills that will allow them to strive for leadership positions
32
Theory X
- people dislike work
- lack of ambition
- avoid responsibility
- managers are result driven, little control for human issues
33
Theory Y
- people like to work
- self starters
- willing to accept responsibility
34
CV framework (Hierarchy culture)
- value tradition
- focuses more on internal than external market issues
- values stability and control than flexibility
35
Market culture
- values stability but focused on external rather than internal issues
- values profits, productivity, and competitive advantage and achievement
36
Clan culture
- focuses on internal issues and flexibility rather than stability and control
- values team spirit, participation and support
37
Adhocracy culture
- focuses on external issues and values flexibility
- values adaptability and innovation
38
Sources of cultural diversity
- globalization (trading with others)
- immigration (better opportunities)
- expatriation (people seeking international job opportunities)
39
Dominant management culture
- maintaining culture
- copy of the multinational home country
40
Hybrid management culture
- two cultures morph into one
41
Minimum management culture
- laissez fair approach
42
Affirmative action
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
Is AA always positive?
- 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
Diversity blindness
no improvements have been made to solve issues related to diversity
45
Diversity hostility
an organization tries to homogenize its employees and suppresses expressions of diversity
46
Diversity naivete
the organization views positivity and encourages diversity awareness but unable to cope with problems which diversity may cause
47
Diversity integration
the organization addresses diversity in a stable way, helps employees develop skills in diversity management and creates effective communication between different groups
48
Transnational organization
combining the abilities of the multinational global or international firms
49
Transcultural competence
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
Oligopoly
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
Leadership dimensions (Charismatic)
- seeks to inspire people around a vision
- creates a passion among people to perform well and follow core values
52
Team-oriented
- instills pride, loyalty and collaboration amongst members
- values team cohesiveness and common purpose/goals
53
Participative
- encourages input from members
- equality
54
Humane
- compassion and generosity
- patient, supportive and concerned about the well being of others
55
Self-protective
- facing saving behaviours
- focuses on the safety and security of an individual
56
Autonomous
- independent
- self centric
57
Static approach
- refers to absolute or universal
- comparing beliefs and values of cultures
58
Dynamic approach
- seeing change in culture both in internal and external factors
59
Challenges in market research
- language barriers
- sensitivity in questions
- research techniques
- cultural differences
- suspicion
- fragmentation
60
What are blunders
- a misunderstanding of one's culture when branding a product in different countries
61
Notion of cultural identity
- how consumers view products
- reproduce the national culture so it feels like home
- examples: cars
62
Notion of exoticism
- the desire to escape one's culture and experience a new culture
- tourist vacation advertisements (example)
- Ex: Dubai is an attractive country
63
Global concepts and messages (Q1)
- contains global products and services
- product concept is the same but advertising is standardized
- allows economies to scale cost savings
64
Glocal advertising (Q2)
- products and services where the brand is globalized but the advertisement is adjusted to the culture
65
Local concepts and messages (Q3)
- producers of local product concepts create a larger market by standardizing the product using different coded messages in different culture
66
Q4
- the global message of the products are the same but the factors are specified based on the country/culture
67
Hyper cultural competence
- meeting challenges at many levels when interacting with diverse stakeholders
68
Diversity challenges in hyper cultural competence
- feeling valued, respected and included is their highest potential in local and global
69
Ethical challenges
- dealing with the interests of the stakeholders which reflects on diverse expectations and values
70
A business in society challenge
- managers take into account their company's impact on social and natural environments
71
Cross cultural competence
- the ability to function according to the rules of more than one cultural system
72
Intercultural competence
- the ability to communicate and collaborate with other cultures and respecting different pov
73
Ethical values in a multicultural diversity
usually involved during the process of making decisions and implementing new policies that may involve implicit judgement and differed opinions
74
Intercultural communication
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
The role of context in communication
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
Who are interpreters?
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
Kolb's learning cycle (Concrete experience)
- personal involvement
- depend more on feelings
- open-minded
- open to change rather than a systematic approach
78
Reflective observation
- understanding the situations and ideas from different pov
- patience, careful judgement
- no action is taken
79
Abstract conceptualization
- using logical approach theories rather than interpersonal feelings to understand the problem
- systematic planning
80
Active experimentation
- experimenting with different situations
- practical approach than observational
81
Three principles to define a meta-ethic
- 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)
