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Business and intercultural communication > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

What is culture?

A

the socially transmitted behavior patterns, norms, beliefs and values of a given community.

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2
Q

2 groups of cultural negotiation styles

A

The first describe and analyze the negotiating style of a particular culture
The second approach is cross-cultural and comparative. It seeks to identify certain basic elements in negotiation style and to determine how they are reflected in various cultures

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3
Q

Salacuse: 10 negotiation factors:

A
  1. negotiating goals (contract or relationship?);
  2. attitudes to the negotiating process (win/win or win/lose?);
  3. personal styles (formal or informal?);
  4. styles of communication (direct or indirect?);
  5. time sensitivity (high or low?);
  6. emotionalism (high or low?);
  7. agreement form (specific or general?);
  8. agreement building process (bottom up or top down?
  9. negotiating team organization(one leader or consensus?)
  10. risk taking (high or low?)
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4
Q
  1. negotiating goals (contract or relationship?)
A

Spain a contract that strictly binds and determines interaction
India: goal of a negotion is a relationship between two sides
not so big difference in other countries (China, USA etc)

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5
Q

Negotiating Attitude: Win-Lose or Win-Win?

A

win-win: negotiations seen as collaborative and problem solving (integrative bargaining) (Japanese, china)
win-lose: negotiation confrontational (distributive bargaining) (spanish, brazil)

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6
Q

Personal Style: Informal or Formal?

A

influences the interaction in a negotiation

formal: uses titles, no private life conv., (Germany)
informal: first name basis, try to build a personal relationship (USA)

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7
Q

Communication: Direct or Indirect?

A

indirect: Japanese, french, reaction to proposal gained by interpreting indefinite comments, gestures and other signs
direct: clear and definite response to proposals and questions

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8
Q

Sensitivity to Time: High or Low?

A

promptness in meeting deadlines,

amount of time devoted to a negotiation

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9
Q

Emotionalism: High or Low?

A

tendency to display emotions, more passive o hot headed,

Brazil high, germany low

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10
Q

Form of Agreement: General or Specific?

A

americans: detailed contracts(because contract determines future business)
chinese: contract in form of general principals (because relationship)

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11
Q

Building An Agreement: Bottom Up or Top Down?

A

negotiation as an inductive(Japanese, brazil) or deductive(french) process
Does it start from agreement on general principles and proceed to specific items, or does it begin with agreement on specifics, such as price, delivery date…

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12
Q

Team Organization: One Leader or Group Consensus?

A
  • how they make decisions
  • one leaer with complete authority (brazilians)
  • Team negotiation and decision makeing by consensus(france)
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13
Q

Risk Taking: High or Low?

A

taking risks in negotiations: try new approaches, tolerate uncertainties, (france high risk) (Japan low risk)

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14
Q

How organisations manage cultural differences

A

ethnocentric: HQ decides
polycentric: HQ what-locals how
regiocentric- regional HQ buffer
Geocentric: input from HQ, locals and across subsidiaries

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15
Q

Ethnocentric view on culture:

A
  • culture is irrelevant,
  • standardisation
  • top down communication
  • key challenge: gaining acceptance
  • key concern: infelxibility
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16
Q

polycentric and regiocentric view on culture:

A
  • culture as threat
  • expected benefit: localisation, responisveness
  • top down bottom up reporting
  • key challenge: achieving coherence
  • key concern: fragmentation
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17
Q

geocentric

A
  • culture as opportunity and source of competitive advantage
  • innovation and learning
  • commnication: all channels
  • key challenge: leveraging differences
  • key concern: confusion, friction
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18
Q

cultural diversity as strategic advantage:

A
  • marketing, knowledge of local markets
  • resources: host country elites
  • cost: reduces cost from turnover of non host country manager
  • improves decision making
  • enhaces creativity and flexibility
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19
Q

cultural dimension negotiation goal:

A

individualists: goal to maximise own gain

collectivists. :mximise welfare of the group

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20
Q

cultural dimension negotiation influence: Egalitarianism versus Hierarchy

A

egalitarianism: not many social obligation, ones value is based on the reousrces one can offer
Hierarchy: social order important in determining conflict management, subordinates defer to superiors, superiors look out for subordinates

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21
Q

cultural dimension negotiation cmmunication: direct vs indirect:

A

direct: explicit direct info
indirect: siutuational norms, story telling

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22
Q

contract format universal:

A
  • rely on contract to communicate terms of agreement and to define relationship between parties
  • often lawyers involved
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23
Q

contract format particular:

A
  • legal contract as starting point for agreement
  • circumstances change as do the terms of agreement
  • strict regulations offend cause they show no trust
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24
Q

Reasons why to avoid bribery:

A
  • unethical (cultural variable) and corrupts the bribed person and the briber
  • corporate ethics: many companies forbid it
  • illegal payments can be a major business expense
  • local laws
  • if you dont get what you paid for there are no legal ways to complain
  • opens the company up to blackmail and threats
  • if companys pay once demands will be repeated
  • the more one is willing to pay the more there is to pay
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25
Q

bribery in poor countries

A
  • more often bribery cause they need the money

- beauracratic red tape (venal officials have a lot of authority and can decide issues for a company)

26
Q

How to avoid bribes:

A
  • never assume you have to give bribes
  • say no to paying bribes
  • legal ways to avoid bribes ( payed visit to home office, training etc, donations, personal favours)
  • avoid running out of time which makes you extra vulnerable
  • showing representatives respect often makes them less demanding
27
Q

culture and corruption:

A
  • relationship focuse: personal connections are crucial, a pleasent social relationship will lead people to help you, small legal favours will improve relationship, the right personal contacts will save time and frustration
  • strongly hierarchical, negotiate with the highest ranking official, go personally to the boss, they value to speak with the highest rank too,
  • polychronic: relaxed attitute towards time
  • collectivistic cultures are more likely to pay and accept bribes
28
Q

what is corruption?

A

the abuse of public office for private gain

abuse of power inherent in a position of authority

29
Q

bribery:

A

offering, receiving or giving somthing of value for the purpose of influencing the action of an official in the discharge of his or her public or legal duties

30
Q

extortion:

A

the obtaining of property from another induced by wrongful use of actual or threatened force, violence fear under color of official right

31
Q

gross corruption:

A

large sums of money, advantages are illegal, infringe established norms

32
Q

petty corruption:

A

minor bribes, small sums of money, not neccesarily illegal

33
Q

HRM practices:

A

-selection, socialisation, performance appraisal, training, compensation and rewards, career development

34
Q

Selection

A

who to hire, how to hire, desired behaviour, how important is what you know compared to who you know, specialists vs generalists

35
Q

socialisation:

A

initiation rites? teambuilding? message being sent on: competition vs cooperation & individual vs team effort
make effort to ensure corporate culture is shared, socialising events

36
Q

training

A

for what purpose? generalist or specialist?
company vs skill specific knowledge
mentorship? competences vs networking
training needs determined by company or individual?
who is sent for training?

37
Q

performance appraisal:

A

individual vs team effort evaluated?
do people expect feedback and from whom?
will criticism be accpeted?

38
Q

compensation and rewards:

A 
who gets what?
pay linked to performance?
pay differential acceptable?
team vs individual rewarded?
fixed vs variable salary
39
Q

career development, downsizing, lay-off

A

who gets promoted?
what determines career succes?
are people mobile?
who gets laid off and how?

40
Q

promotion criteria china /UK

A

UK: bottom line delivery, more than one business area, experinece in anoter country
China: loyalty to party, good relationship, hard worker, good moral practice

41
Q

diversity management:

A

ethnicity, gender, ability language, religion, lifestyle, culture, intellectual capatibility,
can enhance creativity, resulting in increased job commitment
can damage cohesiveness, reduce communication and prodce in and out groups
requires the creaton of appropriate teams

42
Q

key competencies in success in working abroad

A
  • interpersonal skills,
  • language skills,
  • motivation
  • tolerance for uncertainty
  • felxibility
  • patience and respect
  • cultural empathy
  • strong sense of self
  • sense of humour
43
Q

definition culture shock

A
  • unpleasant exerience with other cultures
  • experienced at 3 levels: emotions(from euphoria to depression to contentment), thinking(from stereotyping to cultural effective thinking), social skills(from national to transnational social skills)
  • integral part of the adaption phase
  • feelings of helplessness and anxiety
  • lack of trust and self confidence
  • defensive responses and withdrawal
44
Q

how to get through a culture shock

A
  • support
  • establish family fondation
  • build credibility and openess from the start(not just telling them what they did wrong but asking a lot)
  • be aware of this
  • similrities in the host culture
45
Q

Diversity in teams as a source of conflict

A

-different expectations about the task, how to structure the task, roles
-different expectations about the process: team building communication, participation, conflict management
challenges:
-direct and indirect communication
-accents and fluency
-attitudes towards hierarchy and authority
-norms for decision making

46
Q

Diversity in teams as an advantage

A

ssd

47
Q

what is a multicultral team?

A

team: members display complementary skills to achieve a certain goal
creation of common values and ideas
group: individuals who share a collective identity and have a common goal
multicultural: national context (macrocultures),
local, level, occupational, functional (subcultures)
Teams (microcultures)

48
Q

how does cultural insights help a mutlicultural team?

A

meaning is different for different cultures(different functions, occupations etc)
- creating a sense of purpose(goals and objectives): task vs relationship, being vs doing, hierarchy, indv. vs collective, high vs low context, monochronic vs polychronic, universal vs particular
-members: skills knowledge for th task or social member because of group identification?
-structuring the task: how to structure, how explicit rules, time and deadlines, dividing work or working together (influenced by uncerainty avoidance, high vs low context, monochronic/polychronic)
-assigning roles and responsibility: is there a leader? Leadership criteria: competence, interpersonal, position?, leadership role: make or facilitate decision? (uncertainty, task vs relationship, power, ind. vs collect.
-team building: how to create trust, time for social activities? (trust until proven wrong or distrust until proven wrong?)(creating trust by being friendly or competent?)
-wht language to speak? imablance of levels of fluency?,
-eliciting participation: are all participating, are some given more credibility, some members input ignored?,
resolving conflict: avoided or confronted?, is collaboration sought?, do people compromise, negotiations as win/win or win/lose?,(collectivists find integral solutions, particularists find solution for each problem, hierarchy+conflict=strike?)
evaluating performance: evaluation as two way process?, how is feedback given?, (power distance, ind. vs colective, high vs low context), should direct feedback be given?, can team give feedback to leader?

49
Q

Strategies for challenges:

A

adaption, structural intervention, managerial intervention, exit

50
Q

adaption

A

conflict arises from decision making differences: team members attribute a challenge to a culture rather than a personality
misunderstanding arises from communication differences: higher level managers are not available
team members must be exeptionally aware, negotiating a common understanding takes time

51
Q

structural intervention:

A

the team is affected by emotional tensions relating to fluency issues or prejudice: the team can be subdivided to mix cultures or expertise
team members are inhibited by perceived stats differences among team mates: tasks can be subdivided
-if team members arent equally distributed subgrops can strengthen preexisting differences
-subgroup solutions have to fit back together

52
Q

Managerial intervention:

A

-violations of hierarchy have resulted in loss of face,
-an abscence of rules is causing the conflict:
the problem has produced a high level of emotion, a higher level manager is able and willing to intervene
-considerations: the team becomes overly dependent on the manager, team members maybe sidelined o resistent

53
Q

Exit:

A

-a team member cannot adjust to the challenge at hand and has become unable to contribute:
the team is permanent rather than temporary, emotions are beyond point of intervention, too much face has been lost
consid.: talent and training costs are lost

54
Q

Influence of cultural dimensions on marketing strategies and promotion

A

-entering a new market: objective criteria (economic, geographic, political) and subjective criteria (values, behaviours)
-standardised marketing reflect anglo-american values (idndividualism, masculinity, adventure, status, succes)
-ascribed and achieved status: (achieved: commercials use something a person can do(eg athlete to sell the rpoduct) ascribed: they just use a person that is known
-universalist(the brand as THE solution) vs particularist(the brand as your friend)
-communitarian:(group values in commercial pics, come and share moments of hapiness with other people)individualistic: single people in the commercial(come and enjoy yourself)
-neutral or affective
- diffuse or specific (experts or details)
SHT-LGT: normative-pragmatic (eg get your car now vs you will have it forever)

55
Q

differences in marketing

A
  1. locally adapted product, standardised marketing
  2. locally adapted product and locally adapted marketing
  3. global standardised product and glocal marketing
  4. globally standardised product and locally adapted marketing
56
Q

strategy and culture

A
  • strategy is a product of company culture and vice versa
  • solution to the problems of external adaption and internal integration
  • relationship among people
57
Q

Strategic management: controlling model

A
  • centralised and formalised
  • seeks in-depth information about its environment
  • quantitative adn objective: predictions are possible
  • monochronic, segmented time
58
Q

Strategic management: adapting model

A

decentralised and informal

  • information from personal resources, intuitions and feelings
  • qualitative adn subjective
  • decisions through discussions and consensus
  • open to adjustments
59
Q

adapting model effects on strategy and implementation

A
  • scanning: monitoring, broad and sporadic, decentralised
  • planning: informal discussion, decentralised
  • sources of info: qualitative, subjective, persona
  • interpreting information: informal methods, discussion adn debate
  • people involved: across the rank, employees
  • decisions are made on the front lines, consensual
  • strategic goals and action plans are: broad and implicit, vaguely monitored
  • time horizon: long term
    actionplans: simulatneous
60
Q

controlling model effects on strategy and implementation

A

-scanning: active search, focused and systematic, centralised
-planning: formalised systems, centralised
sources of info: quantitatve, objective, impersonal
-interpreting information: formal models and methods, scenario planning
-people involved: at the top, experts
-decisions: made primarly at the top, tend to be political
-strategic goals and action plans are: clearly defined, explicitly measured
-time horizon: short term
-actionsplans: sequential

61
Q

national culture and strategy:

A
  • the choice of strategy
    -the way it is realised (leadership, decision making)
    -impact of national structure on strategy(sector of products and services)
    Cultural element in companies is to be found
    everywhere
    Cultural problems are not solely to do with differences in national culture
    The differences in the local cultures are often underestimated
    In many cases:
  • cultural confrontations
  • resistance to any changes

Business and intercultural communication (2 decks)

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