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Business and intercultural communication > exam 1 > Flashcards

exam 1 Flashcards

1
Q

“Culture” definition Hofstede

A

“the collective programming of the mind which
distinguishes the member of one group or category
of people from another”

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2
Q

How does culture affect business?

A

Hiring, interaction, class/gender structure, how to reward people, negotiations

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3
Q

Hofstedes dimensions

A 
- how does national culture influence management practices?
six aspects of national culture that affect organisations:
-Individualism/Collectivism
-Power distance
-Avoidance of uncertainty
-Masculinity/Femininity
-Long-Term Orientation
-Indulgence/Restraint
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4
Q

Hofstede Individualism:

A
  • degree to which individuals are integrated into groups
  • ties between individuals are loose
  • people are expected to look after themselves and immediate family
  • USA, canada, germany, france, sweden etc
  • identity based on individual
  • right to private life
  • vlue standards shold apply to all (universalism)
  • emphasis on individual achievement and initiative (leadership ideal)
  • decisions based on individuals needs
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5
Q

Hofstede Collectivism:

A
  • people are integrated into strong, cohesive ingroups, protectiing them in exchange for unquestioning loyalty
  • China, Indonesia, thailand etc
  • identity based on social system
  • private life invaded by institutions and organisation one belongs to
  • value standards differ for in and out groups: particularism
  • emphasis on belonging: membership ideal
  • decisions made according to whats best for the group
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6
Q

Hofstede collectivism work:

A
  • employees act in interest of their in group
  • relatives of employer and employee preferred in hiring
  • personal relationships prevail over task and company
  • entrepreneurs report contribution of others to results
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7
Q

Hofstede individualism work:

A
  • employees supposed to act as economic men
  • family relationships seen as disadvantage in hiring
  • task and company prevail over personal relationships
  • entrepreneurs claim own results without contribution of others
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8
Q

change and culture: individualism

A

-focus on how change is good for them
-allow indidivuals to ask and formulate questions
-

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9
Q

change and culture: collectivism:

A
  • focus on how change is good for the group
  • allow the group to ask and formulate questions
  • allow the group to consult with each other and spedn time working on their responses, questions and concerns
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10
Q

Power distance:

A

-the extent to which less powerful members accept
and expect that power is distributed unequally
-represents inequality, but defined from below, not
from above
-suggests that followers as much as leaders endorse a
society’s level of inequality
-the extent to which children are socialised towards
obedience or towards initiative.

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11
Q

Measuring power distance:

A
  • employees express disagreement with management?

- employee loses respect for manager who asks for their advice before making a decision

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12
Q

Hofstede power distance norms low:

A
  • all should be interdependent
  • powerful people should try to look less powerful than they are
  • older people are neither respected nor feared
  • all should have equal rights
  • the system is to blame
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13
Q

Hofstede power distance norms high:

A
  • a few should be independent
  • powerful people should try to look powerful
  • older people respected and feared
  • power hlders are entitled to privilege
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14
Q

Hofstede power distance work high:

A
  • centralised decision structures
  • subordinates expect to be told
  • innovations need good support from hierarchy
  • information constraint by hierarchy
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15
Q

Hofstede power distance work low:

A
  • decentralised decision structures
  • subordinates expect to be consulted
  • openness with information
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16
Q

change and power distance: hierarchical

A
  • senior staff makes announcements
  • use legitimate power to exercise authority
  • tell subordinates what to do differently
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17
Q

change and power distance: egalitarian

A
  • use influenceing skills
  • include them in decision
  • allow for questions
  • provide a forum for discussion
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18
Q

uncertainty avoidance:

A
  • deals with societies tolerance for uncertainty and ambiguity
  • indicates to which extend a culture programs its members to either feel comfortable or uncomfortable in unstructured situations
  • high UAI tries to minimise uncertainty by strict laws, rules and security measures
  • people in high UAI are more emotional and motivated by inner nervous energy
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19
Q

measuring uncertainty avoidance

A

-company rules should not be broken
-competition among employees does more harm than good
-

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20
Q

Hofstede uncertainty avoidance norms: high

A
  • expressions of emotions
  • Xenophobia
  • conservatism, law and order
  • older people are respected and feared
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21
Q

Hofstede uncertainty avoidance norms: low

A
  • suppression of emotions
  • tolerance of diversity
  • oppenness to change and innovation
  • younger people are respected
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22
Q

Hofstede uncertainty avoidance work: low

A
  • weak loyalty to empoyer
  • top managers involved in strategy
  • many new trademarks granted
  • belief in generalist and common sense
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23
Q

Hofstede uncertainty avoidance work: high

A
  • strong loyalty to employer
  • top managers involved in operations
  • belief in specialists and expertise
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24
Q

uncertainty avoidance and change: high

A
  • provide specific rules and structures
  • recognise their need for information
  • lots of data and structure logically
  • provide examples
  • provide cost-benefit analysis
  • focus on compliance wiht procedures and policies
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25
Q

uncertainty avoidance and change: low

A
  • reward creative behavior that moves issues forward
  • focus on process of learning
  • share information and open communication forums
  • start with bottom line then build around their questions
  • challenge and questions the way things are done
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26
Q

Masculinity

A
  • refers to the distribution of emotional roles between the sexes
  • in high MAS cultures gender roles are clearly distinct
  • men are supposed to be assertive, tough and focused on material success, women on quality of life and be modest and tender
  • femininity stands for a society where gender roles overlap
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27
Q

Hofstede masculinity-femininity:

A

-refers to the distribution of roles between the genders
-women’s values differ less among societies than men’s values
-men’s values from one country to another contain a
dimension from very assertive and competitive and maximally
different from women’s values on the one side, to modest and caring and similar to women’s values on the other
-the assertive pole has been called ‘masculine’ and the
modest, caring pole ‘feminine’
-women in feminine countries have the same modest, caringvalues as the men – the genders’ values are similar
-in the masculine countries they are somewhat assertive
and competitive, but not as much as the men, so that thesecountries show a gap between men’s values and women’s values.

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28
Q

Hofstede Masculinity-Femininity: masculinity:

A

-Have an opportunity for advancement to higher-
level jobs
-Have an opportunity for high earnings
-Have training opportunities
-Keep up to date with the technical developments relating to work

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29
Q

Hofstede Masculinity-Femininity: femininity:

A
  • work in a congenial and fiendly atmosphere
  • have good physical working conditions
  • have good working relationship with your manager
  • work with people who cooperate well with each other
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30
Q

Hofstede Masculinity-Femininity - Norms: masculine:

A
  • ego orientation
  • money and things are important
  • stress on what you do
  • live in order to work
  • sympathy for the strong
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31
Q

Hofstede Masculinity-Femininity - Norms: feminine:

A
  • relationship orientation
  • people and quality of life are important
  • stress on who you are
  • work in order to live
  • sympathy for the weak
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32
Q

Hofstede Masculinity-Femininity - Work: masculinity

A
  • emphasis on equity, mutual competition and performance
  • career ambitions compulsary for men, optional for women
  • fewer women in management
  • resolutions of conflicts through denying them or fighting till the best man wins
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33
Q

Hofstede Masculinity-Femininity - Work: femininity

A
  • emphasis on equality, solidarity and quality of work life
  • career ambitions are optional for men and women
  • more women in management
  • resolutions of conflicts through problem solving, compromise and negotiation
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34
Q

Change and masculinity: masculinity

A
  • task oriented
  • show drive and ambition for completion of tasks
  • be decisive
  • communicate and respond with a sense of urgency
  • deliver what you promised when you promised
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35
Q

Change and masculinity: femininity

A
  • relationship oriented
  • stress interdependence
  • focus on service to internal and external customer
  • stress solidairyt and service
  • emphasize modesty and humility
  • be intuitive
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36
Q

short vs long term orientation

A
  • LTO stands for fostering of virtues oriented towards future rewards
  • STO stands for fostering of virtes realted to the past and present in particular respect for tradition, preservation of face and fulfilling social obligations
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37
Q

Hofstede Short vs. Long Term Orientation - Norms: STO

A
  • quick reslts expected
  • business focus on bottom line
  • status not major issue in relationship
  • shame is not a common feeling
  • smaller share of income saved
  • family and business spheres seperate
  • people should be rewarded according to their abilities
  • loyalty towards others can vary depending on business needs
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38
Q

Hofstede Short vs. Long Term Orientation - Norms: LTO

A
  • persistence
  • business focus on relationships and market positions
  • relationships ordered by status
  • a sense of shame is common
  • larger share of income saved
  • vertical and horizontal coordination: blending of business and family
  • develop and maintain life long personal networks
  • owners and workers share same aspirations
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39
Q

Indulgence vs restraint:

A
  • indulgance stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun
  • restraints stands for a society that supresses gratification of these needs and regulates it by means of strict social norms
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40
Q

Indulgence:

A
  • freedom of expression, willing to voice your own opinion
  • controlling your own life-need for autonomy in the job
  • focus on happiness over loyalty to employer
  • demonstrate happiness through smiling
41
Q

Restraint:

A
  • following orders
  • loyalty and sense of duty over happiness
  • doing what is right
  • having patience and self control
42
Q

Trompenpaars dimensions:

A
  • Communitarism vs individualism
  • universalism vs particularism
  • neutral vs emotional
  • diffuse vs specific
  • achievemtn vs ascription
  • internal vs external control
  • sequential vs synchronic
43
Q

communitarism Trompenpaar:

A
  • more freuquent use of we form
  • decisions referred back y delegate to organisation
  • people ideally achieve in groups which assume joint responsibility
  • vacations in organised groups
  • egypt, mexica, india, japan, france, china
44
Q

individualism Trompenpaar:

A
  • more frequent use of I form
  • decisions made on spot by represantatives of organisation
  • people ideally achieve alone
  • vacations taken in pairs or alone
  • Israel, canada, usa netherlands
45
Q

Individualist culture Trompenpaar:

A
  • allows oustanding individuals to mobilise vast resources
  • supports freedom
  • explores the unknown
  • helps people help themselves
  • supports dictators
  • celebrates greed
  • blames the victim
  • kills and persecutes unionists
  • competes against consumers
  • consumes too much of the worlds resources
46
Q

Communitarian culture Trompenpaar:

A
  • shares burdens equally
  • create team spirit
  • leave a legacy for future generations
  • learn together
  • colldes to fix prices
  • prevents individual escape from shared misery
  • engenders pyramids of sacrifice
47
Q

Guidlines for dealing with individualists Trompenpaar

A
  • prepare for quick decisions and sudden offers
  • conducting business alone means the person is respected by the company and has its esteem
  • aim to make a quick deal
48
Q

Guidlines for dealing with communitarians Trompenpaar

A
  • show patience when negotiating or discussing with them
  • conducting business when surrounded by helpers means that the person has high status in organisation
  • aim to build lasting relationships
49
Q

Universalism-particularism Trompenpaar

A
  • indicates how a society applies rules of morals and ethics

- to what exten does a culture follow standardised rules?

50
Q

Universalism Trompenpaar:

A
  • what is good and true can be discovered, defined and applied to every situation
  • rely on contract to communicate the terms of an agreement and define relationship between parties
  • switzerland, canada, usa germany, sweden, UK
51
Q

Particularism Trompenpaar:

A
  • unique circumstances and relationships are more important than abstruct rules
  • the legal contract communictes a starting point for an agreement, as circumstances change so do the terms of the agreement
  • Korea, Russia, China, India, Japan, France
52
Q

Universalist culture Trompenpaar:

A
  • use court to mediate conflicts
  • greater need to protect the truth
  • lawyers involved in deals to ensure every detail is correctly mentioned
  • employees compete harder for better job positions to climb up the hierarchy without caring about collegues
  • welcomes diversity
  • serves all equally
  • celebrates science and technolgy
  • objectifies beauty and character
  • encourages litigation
  • leads to fundemantalism
53
Q

Particularist cultres Trompenpaar:

A
  • based on logic of the heart and human friendship
  • trust, rely and believe in the business relationship which was build up in the time before the contract was discussed
  • strict regulations would offend the partner because they would think that they arent trusted
  • often keep contract vague
  • might try to negotiate after contract was signed
  • celebrates what is unique
  • encourages creativity
  • is tailor made for you
  • becomes secret, conspirational and racist
  • prone to favoritism and privileges
  • attacks science
54
Q

Guidelines for dealing with universalists:

A
  • be prepared for rational, professional arguments

- do not take impersonal get down to business attitudes for rude

55
Q

Guidelines for dealing with particularists

A
  • be prepared for personal meandering that doesnt seem to be going anywhere
  • do not take personal get to know you attitudes as small talk
56
Q

Specific culturesTrompenpaar:

A
  • analyze the problem
  • establish human rights
  • your word is your bond
  • action precedes learning
  • overreliance on money
  • paralysis through analysis
  • division of labour
  • mechanism
  • text
57
Q

Diffuse cultures

A

-making quality everyones job
-considering balance and remote conseuences
-work as process
-connections over polarisations
-enabling network thinking
-trivializing details
moral indebtedness maintains hierarchy
-integration of labour
-organism
-context

58
Q

Guidelines for dealing with specifics:

A
  • stdy their objectives, principles, targets
  • be quick and efficient
  • strcture meetings
59
Q

Guidelines for dealing with particulars:

A
  • study their history and future vision
  • take time, there are many roads to rome
  • allow the meeting to flow
60
Q

Achieved status Trompenpaar:

A
  • inspires hard work
  • self motivted and self made
  • celebrates heroes
  • achievements build reputations
  • dark side of winning
  • trivialises attainment
61
Q

Ascriebd satus Trompenpaar::

A
  • public spirited
  • founded on trust
  • self fullfilling prophecy
  • nunrturing talent
  • grou dynamics
  • class solidarity
62
Q

guidelines for dealing with achievers

A
  • respect knowledge and information of achiever even if you suspect they are short on influence
  • use the title that reflects your competence
  • do not underestimate the need for the achiever to do better than expected
63
Q

guidelines for dealing with ascribers:

A
  • respect the status and influence of the ascriptive even if you suspect they are short of knowledge
  • use the title that reflects your degree fo influence in the org.
  • do not underestimates the need of ascriptives to make the ascriptions come true
64
Q

Internal control Trompenpaar:

A
  • private concsience
  • i do it my way
  • i am the master of my fate
  • dare to rebel against injustice
  • takes over the earth
  • celebrates the toughest
  • worships weapons
65
Q

External control Trompenpaar:

A
  • in touch with environment
  • use opponents strengths against him
  • sicide culture
66
Q

guidelines for dealing with internally controlled

A
  • playing hard ball is okay
  • most important to win your objective
  • win some, lose some
67
Q

guidelines fo dealing with externally controlled

A
  • softness, persistence, politeness and patience will bring rewards
  • most important to maintain your relationship
  • win together lose apart
68
Q

Neutral Trompenpaar:

A
  • hide their emotions
  • dont express what they are thinking
  • certain emotions are considered improper to show publicly
  • feel discomfort with physical contact in public
  • imprtant not to let emotion influence decision making
69
Q

affective Trompenpaar:

A

-express their emotions naturally
-reactions are shown immediately
dont avoid physical contact
-may communicate enthusiastically and with raised voices

70
Q

guidelines for dealing with neutrals

A
  • put as much as u can on paper before meeting
  • lack of emotional tone doesnt mean they are not interested
  • discussions focused on objects and not persons
71
Q

guidelines for dealing with affectives

A
  • when they express goodwill respond warmly
  • enthusiam and readiness to agree dont mean that they have made up their minds
  • be prepared for disussion mostly being focused on you as a person
72
Q

sequential time Trompenpaar:

A
  • time is money
  • celebrates youth
  • celebrates the quick buck
  • race with the clock
  • overtaken by events
  • miss enjoyment of achievements
  • cuts us off from here and now
73
Q

synchronous time Trompenpaar:

A
  • can do many things simultaniuosly
  • delivers just in time
  • the end is also a beginning
  • forces you to respond to anothers rythm
  • obliges you to give people time
74
Q

Guidelines for dealing with sequential oriented

A
  • employees feel rewarded by achieving planned goals
  • employees most recent performance is major issue
  • plan employees careers with them
75
Q

Guidelines for dealing with synchronously oriented

A
  • employees feel rewarded by improving relationships
  • performance is viewed in context with history
  • discuss employees aspirations in context of the company
76
Q

cultural iceberg: internal culture

A

-beliefs, values, world views
-unconscious, difficult to change
right or wrong
concept of self
concept of beauty
work ethic
religious beliefs

77
Q

cultural iceberg external culture

A
  • explicitly learned
  • external
  • able to change
  • literature, music, holiday customs, food, eating habits, style of dress
78
Q

Hall dimensions:

A
  • Space: personal/physical
  • Time: monochronic/polychronic
  • language: high context/low context friendships
79
Q

Motive for behaving

A
  • Being: motivation is internal, activities valued by ourselves but not neccessarily others in group
  • being in becoming: motivation is to develop and grow in abilities which are valued by us
  • Doing: motivation is external, activity that is valued by ourselves and approved by group
80
Q

Edward hall: high context low context communication

A
  • the degree to which the speaker relies on factors other than speech to convey their messages
  • the degree to which non verbal or verbal cues are the most prominent
81
Q

Edwards hall: high context cultures:

A
  • collectivist, intuitive
  • developing trust is the key
  • more indirect, more formal
  • nonverbal messages and gestures may be as important as what is said
  • status and identity may be communicated non verbally
  • face saving and tact may be important
  • indirect routes and creative thinking are important alternatives to problem solving
  • China, france, finland
82
Q

Hall: low context cultures:

A
  • logical, linear, action oriented, individualistic
  • value logic, directness
  • decisions based on facts
  • roles and functions may be decoupled from identity and status
  • direct questions and observations to clarify shared goals
  • indirect cues may not be enough to get the others attention
  • Germany, USA
83
Q

High context:

A

-most information in physical context or initialised in the person
-knowledge is situational
-less i verbally expresed or written
-more internalised unterstanding of what is communicated
-often used in long term established relationships
-strong awareness of who is accepted/belongs vs outsiders
-relationships depend on trst and grow slowly and are stable
-how things get done depends on relationships
-ones identty is rooted in groups
-high reliance on non verbal elements: voice tone, facial expression, gestures, eye movement
-disagreement is personalised: one is sensitive to conflict in others expressed nonverbal communication
-multiple sources of information are used for learning
-learning occurs by observing others
-groups are preferred for learning and problem solving
-

84
Q

Low context:

A

-the mass of information is vested in the explicit message
-rules are important
-more knowledge is public, easily accessible
-shorter communications
-knowledge is transferable
-task centered
-relationships begin and end quickly
-things get done by following procedures and paying attention to the goal
-identity is rooted in oneself and ones accomplishments
-message is carried more by words than nonerbal means
-verbal message is direct
communication as way of exchanging information
-disagreement is depersonalised, focus is on rational solutions
-source of information is used to develop knowledge
-focus on detail,
-learning occurs by following explicit directions and explanations of others
-individual orientation is preferred for learning and problem solving
-efficiency is valued

85
Q

Hall: monochronic culture:

A
  • punctuality, schedules, on time
  • one task at a time
  • time is inflexible
  • work time is seperate from personal time
  • interpersonal relations are subordinate to present schedule
86
Q

Hall: polychronic culture:

A
  • time is flexible
  • many tasks are handled simultaniously
  • present schedule is subordinate to interpersonal relations
  • work time is not clearly sperate from personal time
  • tasks are measured as part of the organisations overall goal
  • appointment time is flexible: interpersonal relations coordinate activity
87
Q

Nonverbal communication:

A

communication through means other than language, use of space, touch,, eye contact

88
Q

organisational structure forms the organizaions culture:

A
  • indicates hierarchy

- formulises tasks, jobs and positions of its personnel and limits and responsibilities of work units

89
Q

elements of organisational culture:

A
  • the way customers are dealt with
  • the existence of privilege for certain staff
  • present significant barriers to change if people want to keep their culture
  • training programs can show staff what behaviour is desireable and valued by senior management
  • stories about past events in the organisation
  • symbols (language, logos, status symbols…)
  • power structures
  • control systems
90
Q

what is organisational culture?

A
  • the collective programming of the mind which distinguishes the members of one organisations from another
  • the way we do things around here
91
Q

corporate cultures: Macho culture

A
  • lots of risk taking, quick feedback
  • emphasis on youth and speed
  • quick decisions
92
Q

corporate cultures: work hard play hard

A
  • fun and action with quikc feedback
  • low risk activities
  • consmers very important
93
Q

corporate cultures: bet your company

A
  • high risk slow feedback
    -years before pay off or failure
    -much discussion to ensure right decision is being made
    -
94
Q

corporate cultures: the process culture

A
  • low risk activities with little feedback

- focuse on hwo things are done rather than what needs to be achieved

95
Q

dension: internal or external:

A
  • involvment and consistency (internal)

- adaptibility and mission (external) focus on environment

96
Q

family culture:(asian)

A

-personal but hierarchical
-power oriented
-sanctions throgh loss of affection
-high context
-high priority to effectivness
-low priority to efficiency
-communicate through:
example rather than intruction
cultivating stories to suit the case
using celebrations and events
-managers are seldom openly criticised

97
Q

eiffel tower culture(latin)

A
  • hierarchical
  • role oriented
  • specific relationships
  • conflict seen as irrational
  • ascribed status
  • traditionally communication is top down
  • information is power
  • management may want to keep info from staff
98
Q

guided missile culture(germanic):

A

-egalitarian
-individualistic
-impersonal and task oriented
-teams focusing on tasks
-motivation intrinsic
-employee value based on how much they contribute
pay for performance
-align yourself to keyprojects
-hold on to the bigger picture
-managers focuse on their own projects
-low power distance high uncertainty avoidance

99
Q

Incubator culture (anglo/nordic model):

A
  • achieved status
  • minimal hierarchy and structure
  • innovation
  • focus on science
  • top down communication is often ignored
  • idea is king
  • personal and elagitrian
  • people are there to confirm, citizise, develop, find resources for and help complete innovative product
  • leaders are those who impress

Business and intercultural communication (2 decks)

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