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International Business Final Exam > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Convergence

A

as we interact across borders, practices shift to becoming more similar but individuals maintain their cultural uniqueness

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2
Q

Divergence

A

more aware of own culture when you see others and then you protect it

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3
Q

Developing cross-cultural competency

A

Awareness (own culture), respect (appreciate differences), reconciliation (adapt/integrate)

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4
Q

Parochialism

A

Viewing the world solely from own perspective (blind to cultural differences)

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5
Q

Ethnocentrism

A

The belief that your way is the best way

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6
Q

What is Stereotyping

A

organizes and guides behavior towards groups in society.

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7
Q

When is stereotyping good?

A
  • Describes a GROUP norm
  • consciously held
  • Accurate
  • Descriptive not evaluative (aka recognize without judging)
  • a first best guess (only used when there is no other info) - – Modifiable - if it is inaccurate let it go
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8
Q

CQ Wheel

A
  1. Drive: to adapt - believe cultural interaction is fun, educational, and beneficial
  2. Knowledge: Understand similarities and differences
    Know what is affected by personality vs. culture
  3. Strategy: plan for multicultural interaction
    Check assumptions and accommodate behavior/values
  4. Action: ability to adapt across cultures (without changing/going against yourself)
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9
Q

What is the best driver of success? Gender, IQ, EQ, CQ?

A

CQ

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10
Q

Cultural Layers

A

Cultural Layers: Surface (visible), hidden (values, beliefs), invisible (basis for beliefs)

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11
Q

What is your software?

A

Culture - Shared organized system that control response to the environment

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12
Q

What is your “hardware”?

A

Race relates to hereditary, physical appearance, and genetic markers

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13
Q

3 mental programming levels

A
  1. Human Nature - universal, biological
  2. Culture - specific groups, learned
  3. Personality - specific to individuals, both inherited and learned
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14
Q

National culture

A

set of norms, values and beliefs that exist within the population of a nation
Composed of many subcultures

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15
Q

What are the environmental variables and management functions

A
  1. National Variable Drivers: politics, legal system, economic system
  2. Sociocultural variable drivers: religion, language, education
  3. Cultural Components: Norms, values, beliefs
  4. Attitudes: individualism, time, materialism
  5. Work Behavior: individual and group (motivation, punctuality, commitment)
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16
Q

National variable drivers

A

politics, legal system, economic system

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17
Q

Sociocultural variable drivers

A

religion, language, education

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18
Q

Cultural Components

A

Norms, values, beliefs

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19
Q

Attitudes

A

individualism, time, materialism

20
Q

Work behavior

A

individual and group (motivation, punctuality, commitment)

21
Q

Culture Circle of Influence

A

national/sociocultural drivers lead to values (ex. time) to attitudes (positive to punctuality) to behaviours (show up on time)

22
Q

Hofestede Dimensions (Canada)

A

power distance (slightly low), individualism (high), masculinity (moderate), uncertainty avoidance (moderate), LT orientation (somewhat ST), indulgent (high)

23
Q

Trompenaar’s Dimensions (canada standings)

A
  • Universalism vs. Particularism (high uni)
  • neutral vs. affective (neutral)
  • specific vs. diffuse (high specific)
  • achievement vs ascription (high achievement)
  • sequential vs synchronous (high sequential)
  • internal vs. outer direction (high internal)
24
Q

Universalism vs. Particularism

A

Canada - high uni

laws vs. changing rules by circumstances

25
Neutral vs. affective
canada: neutral | affective - expressing your emotions
26
specific vs. diffuse
canada - highly specific (separate personal lives with work) vs. overlapping
27
achievement vs. ascription
Canada - high achievement (respect is earned) vs. power, title, position
28
internal vs. outer direction
canada - highly internal (believe you control the environment and your goals)
29
Other cultural dimensions (canadian ranking)
- Being vs. doing (high doing) - Cooperative vs. competitive (moderate) - relationship vs. task oriented (high task) - low context (VERBAL) vs. high context (body language), canada low - Direct (speak your mind) vs. indirect - canada direct - informal vs formal (titles, ranks) - canada informal
30
Peach vs. coconut
Peach is very friendly and personal but hard interior, coconut has guarded/hard exterior but long lasting relationships
31
Key Criteria for Translators
1. Loyalty - Paid by firm: (prevents information leakage), in-house (better understanding) 2. Competence: Professionally trained, technically experienced (in area of translation)
32
Ways to assist translators
1. Brief in advance: material studied beforehand to note potential translation challenges 2. Provide additional breaks: it is very tiring, alertness requires more rest 3. Write difficult to interpret info: clarity is critical - small errors (numbers, dates, times) 4. Use extra care when joking - avoid sensitive topics (ex. Politics, religion) 5. Do not talk excessively: overwhelms interpreter and want relationship with counterpart Have the interpreter stand behind you and speak directly to your counterpart 6. Check quality of their work: back-translation (translate a translated document back)
33
Curve of Cross Cultural Adjustment
1. HONEYMOON (First 3 months): friendly but superficial contact with locals 2. CULTURE SHOCK (4-6 Months): Frustration and fear from language, values and behavioral differences; ending contract is sought 3. ADJUSTMENT (6+) - language skills and attitude towards local culture 4. MASTERY - Acceptance of local culture and customs
34
Do global managers get culture shock?
Yes, the greatest culture shock because they immerse but effectively manage it.
35
Ways to Manage Multicultural Teams
1. Understand the differences (minimize parochialism) 2. Build Bonds: have social events 3. Establish Trust: most important for team success - Team purpose and access (all info and resources) - Team membership: culturally intelligent, and needed skills for the task - Team protocols and norms (from all cultures) 4. Actively Learn and Teach (about other cultures) - be culturally sensitive and open 5. Be Inclusive 6. Elicit Ideas (different comfort levels, establish norms to make it easy) 7. Address and Be Creative with Conflict 8. Be confident and positive 9. Do not obsess over culture
36
Groupthink symptoms
overestimating the teams power and morality, close mindedness, pressures towards uniformity
37
Determinants of team effectiveness
management and task type
38
Low team effectiveness?
Poorly managed cultural teams, routine tasks
39
LOW-MED team effectiveness?
poorly managed single culture teams, innovative tasks
40
MED-HIGH team effectiveness
well managed single culture teams, routine tasks
41
HIGH team effectiveness
well managed diverse teams, innovative tasks
42
When are culturally diverse teams most effective?
well managed with innovative tasks
43
When is single culture better?
With routine tasks
44
Tools/Practices for International Assignee Local Credibility
1. 2+ cultural translators (1 assignee with experience in country, 1 native) 2. Develop and Share an Entry Plan (goals with HR staff, host and home boss) 3. go to front lines (meet people) 4. ask questions, avoid statements (get local context before you apply knowledge) 5. Focus on positives not problems (you are not savior of all)
45
International Assignment Selection Criteria
Career Advancement, Compensation, Job Characteristics, Working Abroad/Host Country Interest, Host Country/Culture fit, Family’s View and Fit
46
Methods for Culture Shock
1, Stability Zones - home themed pubs 2. Language Study - daily use beyond textbook (slang) 3. Stress Reduction tactics (meditation, exercise) 4. Journal Keeping - Provides insight to you and future assignee's which enhances their ability to anticipate and deal with differences that might cause culture shock. 5. Problem Solving Tactics - to handle cultural challenges PROACTIVELY 6. Compatriot Use Provides valuable insight, guidance, and support to manage culture shock.

International Business Final Exam (1 decks)

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