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Comparative Management > Defintions & Co. > Flashcards

Defintions & Co. Flashcards

1
Q

What is globalization?

A

Globalization involves growing interdependence in economies, cultures, and information, increasing worldwide interconnections across all spheres of activity.

Globalization affects various sectors, including trade, technology, and cultural exchanges.

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2
Q

Define culture in the context of international management.

A

Culture is a set of knowledge structures consisting of systems of values, norms, attitudes, beliefs, and behavioral meanings that are shared by members of a social group and embedded in institutions.

Culture is learned and passed down through generations, influencing management practices.

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3
Q

What are SMEs?

A

Small and medium enterprises, defined differently worldwide: in the US, companies with 500 employees or less; in the EU, 250 or less.

SMEs play a crucial role in global competition.

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4
Q

What is outsourcing?

A

Outsourcing involves hiring external organizations to perform services or produce goods traditionally managed in-house, often to reduce costs.

It can lead to cross-cultural conflicts and ethical dilemmas.

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5
Q

What is privatization?

A

Privatization transfers ownership from public to private entities, aiming for greater efficiency.

It may enhance competitiveness but can also create monopolies.

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6
Q

What does migration refer to?

A

Migration is the movement by people from one place to another with the intention of settling, permanently or temporarily, in a new location.

Global migration has reshaped workforce demographics, with an increasing number of skilled migrants.

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7
Q

What are the three levels of culture according to the Iceberg Model?

A
  • Artifacts (Visible)
  • Espoused Values (Just Below Surface)
  • Basic Assumptions (Deepest Level)

Each level represents different aspects of culture, influencing perceptions and behaviors.

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8
Q

What is the impact of globalization on international managers?

A

Globalization presents both opportunities and challenges, significantly influencing managerial work.

Managers must adapt to rapid changes in global contexts while navigating cultural differences.

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9
Q

What is the definition of tariffs?

A

Tariffs are taxes used to restrict imports by increasing the price of goods and services purchased from another country.

They make imported goods less attractive to domestic consumers.

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10
Q

True or False: Culture is an observable aspect of a country.

A

False

Culture is largely invisible and influences behavior in ways that are often overlooked by managers.

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11
Q

What are the 3 managerial roles in Mintzberg’s model.

A

Interpersonal —> figurehead, leader, liaison (relationship)

Informational —> monitor information, disseminator (informing stakeholders

Decisional —> entrepreneur, Ressource allocation

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12
Q

What are the advantages of globalization?

A
  • Improved living standards
  • Economies of scale
  • Human rights advancements

Globalization can lead to economic growth and social improvements.

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13
Q

What are the disadvantages of globalization?

A
  • Environmental harm
  • Job insecurity
  • Inequalities exacerbated by global competition

These challenges require careful management and policy responses.

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14
Q

What is the role of culture in shaping management practices?

A

Culture influences behavior, organizational processes, and national systems, affecting how international managers operate.

Its effects are often invisible yet pervasive in management.

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15
Q

What is acculturation?

A

Acculturation is the process by which individuals adopt values from new cultures, potentially achieving biculturalism.

Biculturals may adapt behaviors based on context.

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16
Q

What is ethnocentrism?

A

Ethnocentrism is the belief that one’s culture is superior, often leading to negative judgments of out-groups.

This bias can hinder effective intercultural interactions.

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17
Q

What factors influence culture?

A
  • Language
  • Religion and ideology
  • Geography and economy
  • Technology and political boundaries

These factors shape cultural traits and their persistence over time.

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18
Q

What is the significance of cultural diversity in teams?

A

Cultural diversity introduces complexities in work methods, compensation, and management, challenging organizations to integrate demographic changes.

This includes the growing presence of women and older workers in the workforce.

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19
Q

What does the term ‘flat world’ refer to?

A

The term ‘flat world’, coined by Thomas Friedman, suggests that the competitive playing field between industrial and emerging market countries is leveling.

It emphasizes the role of global supply chains in modern economies.

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20
Q

What are the characteristics of totalitarianism?

A

Totalitarianism is a system of government that is entrenched and dictatorial, requiring complete subservience to the state.

It can be based on religious (theocratic) or ideological (secular) principles.

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21
Q

How does understanding culture benefit managers?

A

It helps in communication, decision-making, and building trust across cultures.

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22
Q

What is cultural distance?

A

The measure of how far apart the values of two societal groups are.

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23
Q

Name the six universal issues outlined in Kluckhohn and Strodtbeck’s framework.

A
  • Relationship to Nature
  • Time Orientation
  • Beliefs about Human Nature
  • Nature of Human Activity
  • Social Relationships
  • Conception of Space (perspective on ownership )
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24
Q

What does Hofstede’s dimension of Individualism-Collectivism refer to?

A

The prioritization of personal identity versus group identity.

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25
Q

What does the dimension of Power Distance measure?

A

Acceptance of unequal power distribution within society.

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26
Q

What are the seven value orientations identified in Schwartz’s Value Survey?

A
  • Egalitarianism (social equality)
  • Harmony (balance with nature)
  • Embeddedness (social order)
  • Hierarchy (authority)
  • Mastery (ambition)
  • Affective Autonomy (emotional independence)
  • Intellectual Autonomy
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27
Q

What are Trompenaars’s dimensions?

A
  1. Universalism vs. Particularism: Rules vs. relationships.
    1. Individualism vs. Collectivism: Personal goals vs. group loyalty.
    2. Specific vs. Diffuse: Separate work/personal life vs. integrated.
    3. Neutral vs. Emotional: Suppressed vs. open emotional expression.
    4. Achievement vs. Ascription: Status by merit vs. status by title/background.
    5. Sequential vs. Synchronous Time: Linear, task-focused vs. multitasking, fluid.
    6. Internal vs. External Direction: Control environment vs. adapt to it.
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28
Q

What is the significance of cultural tightness-looseness?

A

It describes the strictness of norms and conformity within cultures.

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29
Q

What is cultural friction?

A

Refinement of cultural distance, considering relationship dynamics.

Conflicts from differing cultural norms or values.

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30
Q

What is social cognition?

A

How we process, store, and apply information about others and social situations.

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31
Q

What are schemas in social cognition?

A

Mental frameworks organizing information to simplify complex environments.

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32
Q

What is the difference between Type 1 and Type 2 cognition?

A

Type 1 is spontaneous and automatic; Type 2 is deliberate and slower.

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33
Q

Define cultural identity.

A

A person’s sense of belonging to a particular cultural or ethnic group.

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34
Q

What do cultural scripts guide?

A

Behavior based on cultural expectations.

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35
Q

What are cultural norms?

A

Shared standards of acceptable behavior within a cultural group.

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36
Q

What is selective perception?

A

The process of interpreting information based on cultural expectations and past experiences.

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37
Q

What factors influence the categorization of individuals as in-group or out-group members?

A
  • Certain category indicators (e.g., race, gender)
  • Distinctiveness against the wider population
  • Typicality of a person to a particular group
  • Speech differences
  • Interactions with another group

Example: In rural Japan, Europeans are easily categorized due to their distinctiveness.

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38
Q

True or False: We see differences among in-group members but perceive out-group members as more similar to each other.

A

True

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39
Q

What is selective avoidance?

A

The tendency to direct attention away from information that challenges existing beliefs.

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40
Q

Define stereotypes.

A

Simplified ideas about groups that shape expectations and feelings toward those groups.

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41
Q

What is Social Dominance Theory?

A

A theory of intergroup relations that focuses on the maintenance and stability of group-based social hierarchies.

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42
Q

What are the two types of attribution in the context of behavior?

A

1. Internal Attribution: Behavior is due to personal traits or choices (e.g., “They succeeded because they’re hardworking”).

**2.	External Attribution: Behavior is caused by external forces or circumstances **(e.g., “They failed because the task was unfair”).
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43
Q

What is the Fundamental Attribution Error?

A

The tendency to overemphasize personal characteristics and ignore situational factors in judging others’ behavior.

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44
Q

What are the steps in the Cross-Cultural Interaction Model?

A
  • Observing a behavior
  • Categorizing it
  • Making causal attributions
  • Responding
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45
Q

Define independent and interdependent self schemas

A

A self-schema is a mental framework of beliefs about oneself, shaping how identity, traits, and experiences are perceived and remembered.

  • Independent self-schema: Personal needs
  • Interdependent self-schema: Group cohesion
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46
Q

What is bounded rationality?

A

The concept that decisions are limited by constraints such as limited information and biases.

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47
Q

List the four main decision styles.

A
  • Vigilance (Careful, systematic, and thorough)
  • Complacency (ignoring decision or choosing first possible option)
  • Defensive Avoidance (postponing decisions and their importance)
  • Hypervigilance (Rushed and impulsive under stress.)
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48
Q

What is a heuristic?

A

An approach to problem solving that employs a practical method, not guaranteed to be optimal.

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49
Q

Define the availability heuristic.

A

A mental shortcut that relies on immediate examples that come to mind when evaluating a specific topic.

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50
Q

What is the Pygmalion effect?

A

The phenomenon whereby others’ expectations of a person affect that person’s performance.

51
Q

What is cultural relativism?

A

The idea that a person’s beliefs, values, and practices should be understood based on their own culture.

52
Q

List the six stages of Cognitive Moral Development.

A
  • Stage 1: Obedience and punishment
  • Stage 2: Instrumental purpose and exchange
  • Stage 3: Interpersonal accord and conformity
  • Stage 4: Social accord and system maintenance
  • Stage 5: Social contracts and individual rights
  • Stage 6: Universal ethical principles
53
Q

What are hypernorms?

A

Principles so fundamental that they serve to evaluate lower-order norms, reflecting universal ethical principles.

54
Q

What is the rational decision-making model?

A
  • Problem Definition
  • Identify Criteria
  • Weight Criteria
  • Generate Alternatives
  • Evaluate Alternatives
  • Select the Best Option
55
Q

What is the difference between prescriptive and descriptive decision-making approaches?

A
  • Prescriptive: What managers should do
  • Descriptive: What managers actually do
56
Q

What is the concept of satisficing in decision-making?

A

The practice of settling for satisfactory solutions rather than aiming for optimal ones.

57
Q

What is the role of grounding in communication?

A

The common knowledge or shared understanding required for effective communication.

58
Q

What are the three general heuristics in decision-making?

A

• Availability: Based on easily recalled examples.
• Representativeness: Based on similarity to a prototype.
• Anchoring: Influenced by initial information.

59
Q

What is the cultural field?

A

The culturally based elements of a person’s background that influence communication

Elements like education, values, and attitudes shape communication.

60
Q

What are the steps in the cross-cultural communication process?

A
  1. Sender encodes the message
  2. Message transmitted through a channel
  3. Receiver decodes the message

The process is linear and influenced by cultural fields.

61
Q

What is a lingua franca?

A

A common language used for communication between speakers of different native languages

Example: English in international business.

62
Q

What are the challenges faced by non-native speakers using a lingua franca?

A
  1. Mental strain
  2. Overestimation of competence
  3. Foreigner speak

Simplified language can be perceived as patronizing.

63
Q

Define low-context communication.

A

Communication where most of the message is in the explicit code; direct and detailed

Common in individualistic cultures like the U.S.

64
Q

Define high-context communication.

A

Communication where much information is in the physical context or communicator, relying on context and nonverbal cues

Prevalent in collectivist cultures like Japan.

65
Q

What is the difference between direct and indirect communication?

A

Direct communication emphasizes clarity and truth; indirect communication prioritizes harmony and politeness

Example: A ‘no’ may be softened in collectivist cultures.

66
Q

How does praise vary across cultures?

A
  1. Americans praise often, focusing on appearance
  2. Japanese praise skill
  3. Responses to praise vary by culture

British people accept praise, while Hong Kong Chinese may deflect it.

67
Q

What role does silence play in collectivist cultures?

A

Silence regulates interaction and conveys respect or thoughtfulness

Example: Japanese negotiators use silence strategically.

68
Q

What is verbal overkill?

A

Use of exaggeration and repetition to emphasize points

Common in cultures like Arabic-speaking countries.

69
Q

What is the difference between slang and jargon?

A

Slang: Informal, group-specific language
Jargon: Specialized language for professionals

Jargon aids communication within a group but not outside it.

70
Q

What are emblems in nonverbal communication?

A

Standalone gestures with cultural meanings

Example: ‘Thumbs up’ in the West vs. offensive in some Middle Eastern cultures.

71
Q

What are the six basic emotions universally expressed?

A
  1. Happiness
  2. Surprise
  3. Disgust
  4. Fear
  5. Anger
  6. Sadness

These emotions are expressed similarly but interpreted differently across cultures.

72
Q

How does eye contact vary across cultures?

A

Maintaining eye contact signals friendliness in the U.S. but may indicate disrespect in East Asian and African cultures

Both maintaining and avoiding eye contact communicate important messages.

73
Q

What are the four stages of the negotiation process?

A
  1. No-task sounding or relationship building
  2. Task-related information exchange
  3. Persuasion
  4. Agreement-making

The importance of each stage differs across cultures.

74
Q

What cultural dimension influences negotiation styles?

A

Collectivism emphasizes harmony and mediation; Individualism prefers adversarial methods

Example: Japanese negotiators prioritize early information exchange, while Westerners focus on persuasion.

75
Q

What are adaptors in nonverbal communication?

A

Gestures linked to internal states

Example: Covering the mouth when giggling.

76
Q

What is proxemics?

A

The study of personal space in interactions

Cultures differ in conversational distances.

77
Q

Name 4 main aspects of culture

A

• Socially constructed: Formed through shared experiences.
• Historically determined: Shaped by the organization’s history.
• Holistic: An integrated system of cultural elements.
• Difficult to change: Resilient due to deep-rooted nature.

78
Q

Human Development Index

A

Statistic to rank countries level of human development (Life expectancy, education and income per capita)

79
Q

Brain Drain

A

The emigration of highly skilled or educated individuals from one country to another.

80
Q

Knowledge Workers

A

Individuals whose work involves handling or using information and intellectual skills.

81
Q

State socialism

A

Economic system where the government owns and controls the means of production and distribution of goods

82
Q

Digital divide

A

Gap between individuals or communities who have access to modern information and communication technology and those who do not.

83
Q

Global commons

A

The earths unowned natural resources.

84
Q

What is the relationship between knowledge transfer, reverse transfer, and hybridization?

A

Knowledge transfer involves sharing expertise from headquarters to subsidiaries. Reverse transfer occurs when subsidiaries share localized innovations back to headquarters. Hybridization blends global and local knowledge to create adapted solutions, integrating insights from both transfers.

85
Q

Cultural intelligence

A

Ability to understand, adapt, and interact effectively with people from different cultural backgrounds.

86
Q

Mindfulness:

A

Being fully present and aware of the current moment, without judgment, often to improve focus and reduce stress.

87
Q

Maslows Hierarchy of Needs

A

-Basic needs: Physiological, safety, belongingness
-Growth needs: Self-esteem, self-actualization –> Leading to self-fulfillment

88
Q

McClelland´s Theory of needs

A

3 key drivers: Achievement, affiliation, power

89
Q

Sociotechnical systems

A

Interaction between people and technology

90
Q

Quality circles

A

Small groups of employees who meet regularly to discuss and solve work-related problems to improve quality and efficiency.

91
Q

Equity Theory

A

Motivation based on fairness perception.

92
Q

Path-Goal Theory

A

Aligning leadership behaviors with follower needs.

93
Q

Servant leadership

A

Leadership rooted in serving others.

94
Q

What is the key difference between Western and Non-Western leadership styles?

A

Western leadership often emphasizes individualism (personal achievement, autonomy), while Non-Western leadership tends to focus on collectivism (group harmony, shared goals).

95
Q

Whats a task force?

Workgroups

A

Formed to complete a specific task within a defined timeframe – (Police)

96
Q

Whats a crew?

Workgroups

A

groups of individuals working together to achieve a common goal, typically in a coordinated, specialized manner – Film crew or aircraft crew

97
Q

Whats a team?

Workgroups

A

Groups of individuals who collaborate with a shared goal, relying on each other – Corporate strategy team, Football Team

98
Q

Explain the group process over time

A
  • Forming stage – begin to form group
  • Storming stage – differences cause problems
  • Norming stage – group agrees on norms
  • Performing stage – shift to perform as a group
  • Adjourning stage – final stage if completed (task forces and crews only)
99
Q

punctuated equilibrium model

A

organizations experience long periods of stability interrupted by short, rapid changes.

100
Q

Groupthink

A

The desire for harmony or conformity in a group leads to irrational or dysfunctional decision-making.

101
Q

Social Loafing

A

Individuals put in less effort in a group setting compared to when working alone.

102
Q

Process loss

A

The decrease in group performance due to inefficiencies like poor communication, lack of coordination, or conflict

103
Q

Process gains

A

Improvements in group performance that occur when individuals collaborate effectively, leveraging diverse skills and ideas.

104
Q

Vertical Complexity & Horizontal Complexity

A
  • Vertical Complexity: Refers to the number of hierarchical levels within an organization.
  • Horizontal Complexity: Refers to the number of different departments or units at the same level.
105
Q

Spatial Complexity

A

Refers to the geographical spread of an organization and its locations.

106
Q

What are Parts of the Organizational Design

A
  • Operating core – people who do basic tasks
  • Strategic Apex – Senior top-level management
  • Technostructure – Tech analysts
  • Middle Line – Managers connecting top level and lower level
  • Support staff – Administrative services
107
Q

Matrix design

A

Employees report to two managers: one for their function and one for specific projects or products.

108
Q

Institutional theory

A

focuses on how organizations are influenced differently in the same environment
1. Environmental agents
2. Processes within an organization

109
Q

Isomorphism

A

Isomorphism:
• Coercive: Pressures from laws, regulations, or external authority.
• Mimetic: Imitation of successful organizations to reduce uncertainty.
• Normative: Adoption of standards and practices from professional norms and values.

110
Q

Culture Free

Cultural influence on Organizational Design

A

Only contingency factors influence the design (size, strategy & technology)

111
Q

Culture-bound approach

Cultural influence on Organizational Design:

A

National Culture -> Societal Pressure and Managers values + Contingency Factors -> Organizational Design

112
Q

Cultural influence on Organizational Design:

Informal organization

A

Casual, unofficial connections between people in a group, based on friendships and personal relationships.

113
Q

The role of Expatriates

Polycentric

A

A management approach where each country or region is treated as unique, with local managers making decisions.

114
Q

The role of Expatriates

Ethnocentric

A

A management approach where the home country’s practices are considered superior and are applied globally.

115
Q

The role of Expatriates

Geocentric

A

A management approach that seeks the best practices from all over the world, regardless of location.

116
Q

The role of Expatriates

Regiocentric

A

A management approach where decisions are made based on regional considerations, blending local and global practices.

117
Q

The role of Expatriates

Third Country National

A

An employee from a country other than the parent or host country, working in a foreign location.

118
Q

What is the U-curve of cross-cultural adjustment?

A

Typical pattern of adaptation that individuals go through when adjusting to a new culture, starting with a 1. high point of excitement, followed by a dip in comfort (2. culture shock) and then rising to a higher level of 3. adjustment and 4.comfort over time.

119
Q

Name factors influencing expatriate success

A
  • Individual factors: Communication skills, adaptability etc.
  • Demographics: Age, tenure, education
  • Foreign language and previous international experiences
  • Gender: Women have increased, still low. Firms to send women as expatriates because of bias, prejudice against women and women not being interested
120
Q

Cultural novelty

A

Extent to which host country is different to home country

121
Q

Trailing spouse

A

If partner travels with expatriate

122
Q

Repatriation

A

Returning a person to their home country after they have lived or worked abroad

123
Q

Difference between content and process theories in motivation

A

• Content: Focuses on what motivates (needs and drivers).
• Process: Explains how motivation happens (cognitive processes).

124
Q

What’s a boundary spanner?

A

A boundary spanner bridges gaps between groups, cultures, or organizations, facilitating communication, collaboration, and understanding. They ensure information flow, mediate conflicts, and align diverse perspectives.

Comparative Management (2 decks)

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