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International Management > Exam 3 > Flashcards

Exam 3 Flashcards

0
Q

Expatriates

A

Employees from a country different from the one in which they’re working

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1
Q

Types of employees in multinational organizations

A

Expatriate, home country nationals, third country nationals, host country nationals, inpatriate, flexpatriates, international cadre

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2
Q

Home country nationals

A

Expatriate employees from the parent firms home country

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3
Q

Third country nationals

A

Expatriate workers from neither the host or home country

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4
Q

Host country nationals

A

Local workers who came from the host country where the unit is located

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5
Q

Inpatriate

A

Employees from foreign countries who work where the parent company is located

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6
Q

Flexpatriates

A

Employees who are sent on frequent by short term international assignments (military)

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7
Q

International carde

A

Managers who specialize in international assignments

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8
Q

Cross cultural training

A

Increases the relational abilities of failure expatriates and their spouses and families

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9
Q

Headquarters based compensation

A

Paying home country wages regardless of location

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10
Q

Host based compensation system

A

Adjusting wages to local lifestyles and costs of living

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11
Q

Global pay systems

A

Worldwide job evaluations, performance appraisal methods, and salary scales are used

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12
Q

Repatriation problems

A

Difficulties in coming back to their home country and reconnecting to home organization

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13
Q

3 basic cultural problems “reverse cultural shocks”

A

Adapt to work environment and culture of home office, relearn to communicate with others in home/organization, need to adapt to basic living environment

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14
Q

What percent of women get international assignments

A

12%

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15
Q

2 myths of women going international

A

1: women don’t want international assignments 2: women will fail in international assignments because of the foreign cultures prejudices against local women

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16
Q

Ethnocentric IHRM

A

All aspects of HRM tend to follow the parent organizations home country HRM practices

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17
Q

Regiocentric IHRM

A

Region wide HRM policies adopted

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18
Q

Polycentric IHRM

A

Firm treats each country level organization separately for HTM purposes

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19
Q

Global IHRM orientation

A

Recruiting and selecting worldwide and assigning the best managers to international assignments regardless of nationality

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20
Q

Characteristics of national context that affect IHRM

A

Education, training of labor, laws and cultural expectations for wages, promotions and regarding labor practices

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21
Q

Recruitment in collectivist countries

A

Tend to prefer employees who have friends or family who also work for the company

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22
Q

In collectivist countries, selection of employees is based on

A

The in group, preference for families and friends, value potential, trustworthiness, and loyalty

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23
Q

Two types of training programs

A

Cooperative and company based voluntarism

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24
Q

Cooperative training programs

A

Legal and historical precedents for cooperations among companies, union and the government

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25
Q

Company based voluntarism training programs

A

Lack of institutional pressures to provide training

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26
Q

Compensation is based on what 2 factors

A

External (local and national wages, gov regulation) and internal (include the importance of the job to the organization, ability to pay, and the employees worth to the company)

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27
Q

Nenpo compensation system

A

Based on yearly performance evaluations that emphasize goals (started by Honda)

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28
Q

Types of unions

A

Enterprise, craft Union, industrial, local, ideological, white collar

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29
Q

Enterprise Union

A

Represents all people in one organization, regardless of occupation or location

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30
Q

Craft Union

A

Represents people from one occupation group, such as plumbers

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31
Q

Industrial union

A

Represents all people in a particular industry, regardless of occupation type

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32
Q

Local Union

A

Represents one occupational group in one country

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33
Q

Ideological Union

A

Represents all types of workers based on some particular ideology or religious orientation

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34
Q

White collar/professional Union

A

Represents particular occupational group, similar to craft Union

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35
Q

High context languages

A

People state things indirectly and implicitly generating multiple meanings depending on context

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36
Q

Low context languages

A

People state things directly and explicitly so you don’t have to understand contexts

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37
Q

Whorf hypothesis

A

A society’s language determines the nature of its culture

38
Q

Formal communication

A

Acknowledges rank, titles, and ceremony in prescribed social i differences

39
Q

Aspects of nonverbal communication

A

Kinesics, proxemics, haptics, oculesics, and olfactics

40
Q

Kinesics

A

Body movements

41
Q

Proxemics

A

Distance between speakers

42
Q

Haptics

A

physical contact (shaking hands)

43
Q

Oculesics

A

Eye contact (considered rude in Japan)

44
Q

Olfactics

A

Smells

45
Q

Interpreters role

A

Good to meet with before and review message and points of message, request that your interpreter apologizes for your inability to speak the language

46
Q

Steps in international negotiations

A

Preparation, build the relationship, exchange information and first offer, persuasion, concessions, agreement, and post agreement

47
Q

Preparation

A

Determined if the negotiation is possible, know what your company wants, be aware of what can be compromised, understand other side and prepare for long negotiation

48
Q

Building the relationship

A

first stage of the actual negotiation process- does not focus on business, get to know partners

49
Q

Exchange info and first offer

A

Both parties exchange information on their needs, parties exchange task related information (actual details) and first offer

50
Q

Persuasion stage

A

When each side in the negotiation attempts to get the other side to agree to its position, heart of negotiation process (2 tactics: standard verbal/nonverbal and dirty tricks)

51
Q

Concession making

A

Requires that each side relay some of its demands

52
Q

Styles of concession

A

Sequential approach, holistic approach

53
Q

Sequential approach

A

Each side reciprocates concessions made by the other side

54
Q

Holistic approach

A

Each side makes very few concessions until the end of the negotiation

55
Q

Post agreement

A

Commonly ignored, consists of an evaluation of the success of a competed negotiation

56
Q

Work centrality

A

Value of work in a persons life

57
Q

Work obligation norms

A

Degree to which work is seen as an obligation or duty to society

58
Q

Extrinsic work values

A

Individuals express preference for the security aspect of jobs such as income, job security, and less demanding work

59
Q

Intrinsic work values

A

Express preferences for openness to change job aspects, such as creativity (non profit work)

60
Q

Theories of work motivation

A

Need theory and process theory

61
Q

Need theory

A

Assumes that people can satisfy basic human needs in the work setting

62
Q

Process theory

A

Arising from needs and values combined with an individual’s beliefs regarding the work environment

63
Q

4 needs theories of motivation

A

Maslow’s need hierarchy, ERG theory, motivator hygiene theory, achievement motivation

64
Q

Maslows hierarchy of needs

A

5 basic types of needs (physiological, security, affiliation, esteem, and self actualization)

65
Q

Alderfer’s ERG theory

A

Simplified hierarchy (existence, relatedness, growth), frustration of a need motivates the satisfying of a need

66
Q

Motivator hygiene theory

A

Assumes that a job has two basic characteristics 1. Motivators (job content, challenging job) 2. Hygiene factors (job correct, good benefits)

67
Q

Achievement motivation theory

A

Suggests only some people have need to win competitively or to exceed a standard of excellence 3 keg needs

68
Q

3 key needs of achievement motivation theory

A

Achievement, affiliation and power

69
Q

Herzberg 2 factor theory

A

Hygiene factors and motivators

70
Q

Expectancy theory

A

Assumes motivation. Includes individuals desire to satisfy needs and beliefs in how much effort will eventually lead to satisfying needs

71
Q

Motivation =

A

Expectancy + valence + instrumentality

72
Q

Valence

A

Value attached to the outcome of efforts

73
Q

Instrumentality

A

Links between early and later results of work efforts

74
Q

Equity theory

A

Focuses on the fairness that people perceive in the rewards that they receive for their efforts at work

75
Q

3 principles of allocating rewards

A

Principle of equity (based on contributions) principle of equality (based on equal divisions of rewards), and principle of needs

76
Q

Goal setting theory

A

Assumes that mere existence of a goal is motivating

77
Q

Reinforcement theory

A

Operant conditioning- proposes behavior is a function of its consequences (positive reinforcement vs punishment)

78
Q

Bottom line of expectancy theory

A

Key is identifying nationally appropriate rewards that have positive valence

79
Q

Bottom line of equity theory

A

Assess meaning and principle of equity in national context

80
Q

Bottom line of goal setting theory

A

Should goals be group/individual, should workers/leaders set goals

81
Q

Bottom line of reinforcement theory

A

What people value at work and the instrumental environment will affect types of avaliable rewards in a society

82
Q

Sociotechnical systems (STS) approach

A

Focuses on designing motivating jobs by blending the social needs of workers with technology

83
Q

Great person theory

A

Idea that leaders are born with unique characteristics that make them different

84
Q

Two major types of leadership behaviors

A

Task centered and person centered

85
Q

Task centered leaders

A

Focus on completing tasks by giving subordinates specific standards, schedules and tasks

86
Q

Person centered leader

A

Focus on meeting social and emotional needs of employees

87
Q

Contingency theories

A

assumption that appropriate leadership styles depend on the situation

88
Q

Two North American contingency theories of leadership

A

Fielders theory of leadership and path goal theory

89
Q

Fielders theory of leadership

A

Assumes that managers tend to be either task or person centered (success depends on 3 characteristics: leader member relations, task structure, and position power)

90
Q

Path goal theory

A

4 leadership styles that a manager might choose 1. Directive ( give directions) 2. Supportive (relationships) 3. Participative 4. Achievement oriented (setting goals)

91
Q

National context contingency model of leadership

A

Shows how culture and related social institutions affect leadership practices

92
Q

Team oriented leaders are preferred where?

A

Latin European, east European, and southern Asian

International Management (3 decks)

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