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Culturele Psychologie > Culture and organizations > Flashcards

Culture and organizations Flashcards

1
Q

Hofstede’s dimensions of work-related values

A
  • individualism - collectivism
  • power distance
  • uncertainty avoidance
  • masculinity - femininity
  • long- vs. short-term orientation
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2
Q

Smith, Dugan, and Trompenaars’s dimensions of value

A
  • egalitarian commitment vs. conservatism
  • utilitarian involvement vs. loyal involvement
  • performance orientation
  • assertiveness orientation
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3
Q

House, Hanges, Javidan, Dorfman, and Gupta’s dimensions of leadership values

A
  • future orientation
  • human orientation
  • institutional collectivism
  • family collectivism
  • gender egalitarianism
  • power distance
  • uncertainty avoidance
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4
Q

Inglehart’s dimensions of attitudes, values and beliefs

A
  • traditional vs. secular-rational orientation
  • survival vs. self-expression values
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5
Q

Culture and person-orientation fit

A
  • person-culture match
  • example: workers who were more satisfied and commited had values that were congruent with those of their supervisor
    –> implications for personnel selection
  • social identity associated with employee turnover
  • development of new ways of assimilating newcomers into organizations
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6
Q

Normative commitment

A

Degree to which one’s ties to the organization are bound by duty and obligation

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7
Q

Affective commitment

A

Level of personal feelings associated with one’s relationship to an organization

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8
Q

Meaning of work

A
  • connect with self-construal differences (means to an end vs. obligation)
  • psychological contract
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9
Q

Social loafing

A

Working less hard because you are in a group effort

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10
Q

Social striving

A

Working harder because you are in a group setting

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11
Q

How we work

A
  • the way we organize work is not self-evident
  • Karl Marx
  • Max Weber
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12
Q

Karl Marx

A

Work structure influences psychological stated

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13
Q

Max Weber

A
  • ideological beliefs create work
  • Calvinism: work is a calling, intrinsic value
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14
Q

Kohn

A

Occupational self-direction = initiative, reflection, decisions
But: labor conditoins and legislation is different

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15
Q

two dimensions in leadership classification

A
  1. Task/structure related = performance + succes
  2. Maintenance/people (psychological support) = job satisfaction + commitment
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16
Q

positions in leadership and culture

A
  • culture bound to differntiate between leadership (and what is effective) in different societies
  • common/global technological imperatives and industrial practices harmonize management practices across cultures (modernization/convergence)
17
Q

Paternalistic leadership

A

Hierarchical relationship in which superior provides guidance, nurturance, care ands subordinate responds with loyalty
- leader acts as a father figure

18
Q

Gender in leadership

A

Sociodemographic gender + ascribed status characteristic
–> similar to culture and minority/majority relations
–> warmth and competence
Most of the research on gender and leadership is descriptive

19
Q

How to be a culturally competent leader

A
  • eliminate ethnocentrism
  • assess in a culturally blind matter
    Fair selection procedures
  • think of inter/intracultural teams
    Many of these considerations apply to minority groups and gender representation similarly
20
Q

Three strategies for politeness

A

Bottom-up approach
1. affiliative (open, affliliative, and joking)
2. circumspect (uncertain, indrect, avoidant, and apologetic)
3. other-oriented (attentive, concerned, seeking agreement, encouraging, polite, approving, deferential, positive, empathic, and professional)

21
Q

Cultural similarities for politeness

A
  • strategies used in both settings
  • both: affiliatioon with peers, circumspect with superiors (particularly: non-linguistic channel, off-the-record)
22
Q

Cultural differences for politeness

A
  • other orientations in SOuth Korea dependent on hierarchy, not in US
  • High context = more contextual cues in Korea, more linguistic similarities US
23
Q

Gender and hiring selection

A
  • male was rated more competent and hierable
  • male to receive higher starting salary and more mentoring
  • both male and female faculty exhibit same bias
  • subtle bias toward women
24
Q

Role of job context

A

Equally qualified applicants with a dark skin tone received lower job suitability ratings than applicants with a light skin tone, particularly when they were screened for high client contract/low industry status positions and low client contact/high industry status positions

25
Q

Silver lining of hiriability

A

Discrimination varies by company size
interpretation: more resources devoted to recruitment, more professionalized HR recruitment process, and greater experience with a diverse staff complement

26
Q

Interview

A
  • unstructured interviews are biased
  • structuring interviews reduces biases
  • structuring the interpretation of the responses is also necessary
27
Q

Structuring interviews

A
  • increase stereotype awareness
  • consider moral licencing
  • training and selection
28
Q

Impression management

A

The consious or unconsious attempt to control images that are projected in real or imagined social interactions

29
Q

Values

A

achievement, security and benevolence predict impression management
achievement and security accounted for 19.6% of cross-cultural differences in self-presentation
- Acquiescwnce decreased cross-cultural differences by 52.8%
–> values are similarly related, but means differ
Limitation: self-reported intention

30
Q

Assessment for jobs

A
  • IQ-test good predictor of performance - but also biased
  • assess as broadly as possible
  • pre-test instruments via ‘cognitive interviews’ - include qualitative methods and think-aloud protocols
31
Q

Reducing bias through blind reviews

A
  • blind auditions are based on an appealing premise of pyre meritocracy
  • increased gender ratio in orchestras, but these are still the least racially diverse institutions in the US
32
Q

Facebook and jobs

A
  • recruiter FB ratings unrelated to supervisor ratings
  • subgroup differences (female/white higher ratings)
33
Q

LinkedIn and jobs

A
  • reliability acceptable
  • valid cues
34
Q

General conclusion on culture and organizations

A

Structure
- Particularly for screening (CV) and interview
- Pictures on a CV?
Broad assessment
- Knowledge, skills, capacities, characteristics
Stay away from Facebook
- LinkedIn predictive, less biased

Culturele Psychologie (15 decks)

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