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Management > Culture > Flashcards

Culture Flashcards

1
Q

What do ethnocentric people view?

A

View their own future as central culture

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2
Q

Cultural relativism

A

Recognition of cultural differences and acceptance that each social group has its own set of cultural norms

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3
Q

Boundary spanners

A

People who work across boundaries

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4
Q

Relational non verbal

A

To explain our relationship to others

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5
Q

Status messages

A

Indicating our power position to others

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6
Q

Deceptive non verbal

A

Whether a person’s nonverbal cues reflect lying or deception

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7
Q

3 key issues impact pace and success of adaption to a new culture

A
  1. How much the person wants to become part of the new culture
  2. The extent to which the person wants to interact with the new culture
  3. Ownership of political power
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8
Q

What is the anxiety and uncertainty management model

A

Intercultural encounters are characterises by high levels of uncertainty and anxiety

research conducted by Gudykunst (1985)

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9
Q

Hofstede’s 4 dimensions of culture

A

Power distance
Individualism
Uncertainty avoidance
Masculinity

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10
Q

Hofstede’s 4 dimensions of culture

Features of individualistic cultures

A
  • people mainly look after their own interests and those of their immediate family
  • express thoughts and opinions openly
  • manage rather than avoid conflict and work towards mutual agreement
  • encourage members to be assertive in their communication styles
  • question employers in the workplace
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11
Q

Hofstede’s 4 dimensions of culture

Features of collectivist cultures

A
  • belong to and emphasize group (extended family or organization)
  • protect interest of members but expect loyalty in return
  • focus on we
  • tend not to express thoughts openly
  • engage in
  • collectivist decision making
  • more likely to avoid conflict and confrontation to safe face
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12
Q

Hofstede’s 4 dimensions of culture

Features of people in high uncertainty cultures

A
  • risk averse
  • tend to be resistant to change
  • maintain strict codes of behaviour
  • establish more formal rules
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13
Q

Hofstede’s 4 dimensions of culture

Features of people in low uncertainty cultures

A
  • take more risks
  • require fewer structures
  • more informal and relaxed
  • willing to accept change
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14
Q

Hofstede’s 4 dimensions of culture

Features of societies with masculine values

A
  • gender roles defined rigidly

- preference for assertiveness, success, ambition and competition in workplace

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15
Q

Hofstede’s 4 dimensions of culture

Features of societies with feminine values

A
  • preference for nutrients and caring for others
  • value quality of life and non material values
  • accept overlapping roles for men and women
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16
Q

Hofstede’s 4 dimensions of culture

Features of low power distance

A
  • flatter hierarchy
  • managers use participative and consultative leadership styles
  • employees participate in decision making
  • employees challenge ideas they do not agree with
17
Q

Hofstede’s 4 dimensions of culture

Features of societies with high power distance

A
  • tolerate inequality
  • hierarchies are appropriate
  • those in position of authority are entitled to power and privileged and cannot be questioned or challenged
  • managers prefer autocratic or directive management styles
  • employees expect structure and close supervision
  • managers make decision with little employee communication
18
Q

What does power distance mean

A

Extent to which less powerful members of society accept inequality in power and status as normal

19
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

A
  1. Universalism v particular own
  2. Individualism v communitarianism
  3. Neutral v affective
  4. Specific v delighted
  5. Achievement c as shoehorn
20
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Universalism v particularism

Universalism

A

Finding broad and general rules

  • when no rules fit, universalism finds the best rule
  • what is good and right can be applied anywhere
21
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Universalism v particularism

Particularism

A

Finding exceptions

  • case judged on its own merits, rather than trying to force-fit an existing rule
  • obligations imposed by relationships are more important than general rules
22
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Individualism v communitarianism

Individualism

A

Stresses rights of the individual

Group removed rights of individual

23
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Individualism v communitarianism

Communitarianism

A

Stresses rights of group or society

Individualism is selfish and short sided

Puts family, group, company and country before individual

24
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Neutral v affective

Neutral

A

Expression of emotion is repressed

Impression of objectivity, control and detachment is given

25
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Neutral v affective

Affective

A

Expression of emotion is open and viewed as natural

Emotion is accepted in professional contexts and interactions

26
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Specific v diffuse

Specific

A

Speakers move straight to the lint
Activities are limited to tasks or job specific activities
Less need is felt for relationships and social contact

27
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Specific v diffuse

Diffuse

A

People discuss business only after relationships have been established

Business and professional activities often include maintenance of relationships and take completion

28
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Achievement v ascription

Achievement

A

Status derived from your own achievements

Status is gained through performance

People are evaluated on their achievements

29
Q

Trompenaars and Hampden-Turner’s 5 cultural dimensions

Ascription/ ascribing cultures

A

Status comes from age, gender, kinship, education and connections

Status gained by right rather than daily performance or seniority

Order and security is found in know where status is and stays

30
Q

Ethnocentrism

A

Belief that one’s culture is superior to others

Uses one’s culture to interpret all other cultures

Makes no effort to understand any views beyond one’s own culture

Management (12 decks)

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