Culture

Question 1

Culture

Answer 1

A society’s unique set of values and norms that govern how people live and interact with each other.

Question 2

Values

Answer 2

The shared beliefs of a society that determine what is considered good, right and desirable

Question 3

Norms

Answer 3

The social rules that govern how people interact. Norms can be divided into:

Customs: Socially approved behaviors that are not morally significant.

Social Mores: Strict norms that control moral and ethical behavior, violations of which can have serious consequences.

Question 4

Language

Answer 4

A key factor in shaping and defining culture. Countries with multiple languages often have multiple cultures. Language influences communication and how individuals express and interpret the world around them.

Question 5

Religion

Answer 5

A system of shared beliefs and rituals that influence a society’s values and behaviors. Religion often forms the basis of ethical systems that guide behavior in a culture.

Question 6

Education:

Answer 6

A system that helps individuals learn cultural norms, values, and essential skills. It shapes a society’s ability to compete in the global economy.

Question 7

Work Motivation

Answer 7

The different factors that drive individuals to work, which can vary between cultures. For example, some cultures prioritize material wealth, while others prioritize leisure or family reputation.

Question 8

Social Stratification:

Answer 8

The hierarchy within a society that groups people based on characteristics like status, power, and wealth. These can be either ascribed characteristics (like gender, age, or ethnicity) or acquired characteristics (like education or profession).

Question 9

Power Distance:

Answer 9

The degree to which subordinates in an organization accept that power is distributed unequally. High power distance means little consultation between managers and subordinates, while low power distance encourages collaboration.

Question 10

Individualism vs. Collectivism:

Answer 10

Individualism: Focuses on personal freedoms and individual outcomes.

Collectivism: Prioritizes the well-being of the group over individual achievements.

Question 11

Uncertainty Avoidance:

Answer 11

The degree to which individuals in a culture feel uncomfortable with uncertainty and prefer to follow established rules and guidelines.

Question 12

Future Orientation:

Answer 12

The extent to which a culture emphasizes long-term goals and planning versus short-term gains.

Question 13

Assertiveness:

Answer 13

A measure of how competitive and aggressive a culture is. High assertiveness cultures value direct communication and competitiveness, while low assertiveness cultures prioritize relationships and teamwork.

Question 14

Low-Context Cultures:

Answer 14

Cultures that rely on direct communication where the meaning is in the words spoken (e.g., North America, Western Europe).

Question 15

High-Context Cultures:

Answer 15

Cultures that rely on implicit communication, where much of the meaning is found in context, body language, and tone (e.g., Asia, Africa, South America).

Question 16

Cultural Intelligence (CQ):

Answer 16

The ability to understand, interpret, and function effectively across cultural contexts. It consists of three components:

Cognitive CQ: Understanding cultural differences.
Behavioral CQ: Adapting personal behavior to respect other cultures.
Motivational CQ: The drive and willingness to learn about and adapt to other cultures.

Question 17

The 3 R’s of Managing Cultural Differences:

Answer 17

Recognition: Understanding that cultural differences exist.
Respect: Valuing those differences and adapting one’s behavior.
Reconciliation: Finding common ground and making decisions that work across cultures.

Question 18

Cognitive CQ:

Answer 18

This refers to how well you understand the differences and similarities between cultures. It’s about being knowledgeable about other cultures’ beliefs, behaviors, and practices.
Example: Knowing that in Japan, business cards are exchanged with both hands as a sign of respect, and that the depth of a bow indicates the level of respect.

Question 19

Behavioral CQ:

Answer 19

This is your ability to adjust your behavior to show respect for another culture. It’s not just about knowing what’s appropriate; it’s about acting appropriately.
Example: When meeting a Saudi Arabian business partner, you might avoid shaking hands with a woman, which is culturally sensitive in many Arab countries. Instead, you would follow the local norm for greetings.

Question 20

Motivational CQ:

Answer 20

This measures your interest, drive, and energy to adapt to cultural differences. Even if you know what to do (Cognitive CQ) and how to behave (Behavioral CQ), you need to have the motivation to apply it.
Example: A person who enjoys learning about new cultures and adapting to different environments likely has high motivational CQ, which makes them more effective in international settings.

Question 21

Recognition (The 3 R’s of Managing Cultural Differences)

Answer 21

The first step is recognizing that cultural differences exist. It’s important to understand the specific cultural traits or practices of the people you’re working with.
This means being aware of how people from different cultures may approach business, communication, and relationships differently from your own.
Example: A Dutch manager working with Mexican employees should recognize that business relationships in Mexico often emphasize personal trust, so meetings might focus more on relationship-building than on direct decision-making.

Question 22

Respect (The 3 R’s of Managing Cultural Differences)

Answer 22

Once you recognize the differences, the next step is to respect them. Respect means acknowledging the value of other cultures and being open to learning from them.
Respect involves adapting your own behavior to fit with the cultural norms of the people you’re interacting with.
Two key steps in respect are:
Decentering: This means stepping away from your own cultural assumptions and trying to understand why people in another culture do things the way they do.
Recentering: After decentering, you find shared ground by adapting to the cultural situation, creating common understanding between your culture and the other culture.
Example: A U.S. manager may be used to open, direct discussions during meetings. However, when working with colleagues in Japan, they might notice that decision-making happens privately, with public meetings being more of a formality. The U.S. manager must respect this difference and adjust their expectations accordingly.

Question 23

Reconciliation (The 3 R’s of Managing Cultural Differences)

Answer 23

The final step is reconciliation, where you bring together different cultural perspectives to create a common understanding or agreement.
Reconciliation involves making adjustments to your strategies or decisions in a way that takes everyone’s cultural viewpoints into account, leading to successful collaboration.
This requires soliciting uncommon information—seeking out perspectives or ideas that may not be shared by the dominant culture in the group.
Example: A diverse team in a bank might struggle because some members (e.g., Korean or Indonesian) find it difficult to speak up in meetings dominated by Western-style assertiveness. By changing how meetings are run (e.g., giving everyone a turn to speak), the team can reconcile these differences and get valuable input from all members.