Culture Flashcards

1
Q

Definition: Culture

A

Values, norms, and socially constructed realities which act as the bases for the society’s forms of order. The collective mental programming of the people in an environment which builds the basis on top of which institutions are built.

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2
Q

State the three levels of culture (Schein)

A

1) Artifacts
2) Espoused values
3) Basic underlying assumptions

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3
Q

What is the “convergence theory”?

A

The believe that isolated cultures of the past are converging and differences between cultures are diminishing (Idea rejected)

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4
Q

High- vs low-context culture

A

High context:
How it is said, as well as what is not said, is important. Comunication is diplomatic and language is very indirect.

Low context:
What is said is what is meant. Communication is to exchange information and language is direct and efficient.

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5
Q

Explain with examples: Communication style differences

A

Confrontational & emotionally expressive: Israel

Avoids confrontation and emotionally unexpressive:
Japan

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6
Q

Explain with examples:
Erin Meyer’s Leadership Map

A

Top-down vs Consensual
Egalitarian vs Hierarchical

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7
Q

State the Six Dimensions of National Culture (Hofstede)

A
  1. Power Distance
  2. Collectivism
  3. Uncertainty avoidance
  4. Masculinty
  5. Long-term orientation
  6. Indulgence
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8
Q

Explain: Dimension “Power Distance”

A

Egalitarian (US, Israel) vs
Embracing Hierarchy (Japan, China)
= extent to which less powerful members of organizations and institutions accept and expect that power is distributed unequally

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9
Q

Explain: Dimension “Collectivism”

A

Collectivism= People feel interdependent
–> Japan

Individualims= People feel independent
–> United States, Switzerland

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10
Q

Explain: Dimension “Uncertainty avoidance”

A

Comfortable with uncertainty (US) vs
uncomfortable (Japan, Israel)
= extent to which a society is tolerant to uncertainty and ambiguity as opposed to a preference for fixed habits and “knowing the truth”

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11
Q

Explain: Dimension “Masculinity”

A

Masculine= power, use of force, competition, winning above everything
–> Japan, Switzerland

Feminine= nurture is important (caring, collaboration)
–> Israel (to an extent)

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12
Q

Explain: Dimension “Long-term orientation”

A

LT= views the world as a constant flux with need to preaper for the future (Japan)

ST= views the world as given (Israel, US)

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13
Q

Explain: Dimension “Indulgence”

A

Indulgence= Satisfaction, focus on friends, follow impulses (US, Switzerland)

Restraint= Normative repression and focus on duty and responsibility (Japan)

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14
Q

What is a “Second Cultural Shock”?

A

Term= Repatriation
“Cultural shock” when re-entering their home country since in several cases power and social position goes down

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15
Q

Name Lysgaard’s (1995) model and the individual stages

A

U-Curve of Cross-Cultural Adjustment
1) Honeymoon (0-2 Months)
2) Cultureshock (3-9 Months)
3) Adjustment (9-48 Months)
4) Mastery (>48 Months)

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16
Q

How can one counteract a “cultural shock”?

A

By learning to understand the new systems (culture, values, traditions) and integrate oneself into society (language, community building)

17
Q

State the three “Roles of Expatriates”

A

Strategist, Monitor, Ambassador

18
Q

Explain the Expatriate role “Strategist”

A

With the use of local knowledge in combination with HQ values and strategies it is the goal to desing and implement subsidiary strategies on behalf of HQ.
Often long-term expatriate but eventually one lets the locals run it.

19
Q

Explain the Expatriate role “Monitor”

A

This ensures parents control over subsidiary operations by short-term (financial) monitoring

20
Q

Explain the Expatriate role “Ambassador”

A

A short-term expatriate that builds strong links and relationships between host country stakeholders and HQ.

21
Q

Explain: Cognitive Cultural Intelligence (CQ)

A

Cognitive CQ reflects knowledge of the norms, practices, conventions, economic, legal and social systems, and knowledge of basic frameworks of values in different cultures acquired through education and personal experiences.

22
Q

What are characteristics of a good leader and how do they vary according to culture?

A

Universally desirable: fair, trustworthy, helpful, friendly

Universally undesirable: irritable, selfish, egocentric

–> desirability of the majority of leadership traits varies by culture