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SHRM-SCP :!: > Global & Cultural Effectiveness > Flashcards

Global & Cultural Effectiveness Flashcards

1
Q

Global Mindset

A

The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.

*Golden rule (treat others) Global rule (treat those from other countries as they would like to be treated)

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2
Q

Characteristics of a Global Mindset

A
  1. They drive for the bigger/broader picture
  2. They accept contradictions
  3. They trust the process to solve problems
  4. They value multicultural teamwork
  5. They view change as opportunity
  6. They are open to new ideas
  7. They are inclusive
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3
Q

Benefits of a Global Mindset

A
  1. Compliant approach to policies
  2. Smooth coordination of functional activities
  3. Faster rollout of new products
  4. Rapid sharing of best practices
  5. More proactive
  6. More alert to new entrants
  7. Open to diversity
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4
Q

Acquiring a Global Mindset

A
  1. Appropriate knowledge, skills, and understanding
  2. Desire and motivation on the part of the EE to change
  3. Support from systems and management
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5
Q

The 4 T’s

A

Travel
Teams
Transfer
Training

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6
Q

Skills needed for Global HR

A
  1. Develop strategic view of the orgz
  2. Develop a global orgz culture
  3. Secure & grow a talent supply
  4. Use & adapt HR technology
  5. Develop meaningful metrics
  6. Develop policies & practices to manage risk
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7
Q

Culture

A

Set of beliefs, attitudes, values, and perspectives on how the world works. Culture is invisible and can be handed down from one generation to another.

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8
Q

Layers of Culture

A

Implicit Culture: Basic Assumptions (unspoken, not consciously aware of them, hidden)

Middle: Norms and Values (less immediately obvious, country rules, company’s mission statement)

Explicit: Artifacts (obvious features, food, dress, humor, music, etc, things we can see)

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9
Q

Cultural Intelligence

A

The capacity to recognize, interpret, and behaviorally adapt to multicultural situations and context.

Three aspects:

  1. Cognitive: developing a knowledge of cultural differences
  2. Motivational: the level of attraction toward a new culture
  3. Behavioral: responses to intercultural encounters
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10
Q

Culture Theory ‘ Edward Hall-Low/High Context’

A

High: a statements meaning includes the verbal message and the nonverbals and historic content attached to the statement (what you say is what you mean). *Complex, long standing relationships, rich history.

Low: a statements meaning is encoded in its words only (what you say is not what you mean). *relationships have less history, dont share common database of experience.

High: Latin America, China, Japan
Low: US, Canada, UK

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11
Q

Culture Theory ‘Gert Hofstede-Dimensions of Culture’

A

Six Dimensions:

  1. Power distance-distribution of power
  2. Individualism/Collectivism-self performance/group
  3. Uncertainty avoidance-tolerance of ambiguity/structure
  4. Masculine/feminine-traditional gender characters
  5. Long/short term-long is using traditions as a guide/short is make decisions based on results
  6. Indulgence/restraint-enjoy life/suppress desires
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12
Q

Culture Theory ‘Trompenaars & Turner-Cultural Dilemmas’

A

7 Dilemmas:

  1. Universal/particular-relationship vs rules
  2. Individual/communitarian-individual vs group
  3. Neutral/affective-hide emotions vs free emotions
  4. Specific/diffuse-open public lives/closed public lives
  5. Achieved/ascribed-how ppl view status
  6. Sequential-time is linear vs time is open
  7. Internal/external-own paths/adaptive submit to nature
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13
Q

Obstacles to Cross-Cultural Understanding ‘Ethnocentrism or Parochialism’

A

Our way is the best way and we are really not interested in other ways of reaching a goal.

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14
Q

Obstacles to Cross-Cultural Understanding ‘Cultural Stereotypes’

A

Certain words are used to describe cultural value dimensions and characteristics, these words should not be judgemental or contain negative connotations

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15
Q

Obstacles to Cross-Cultural Understanding ‘Cultural Determinism’

A

“The culture made me do it”. This perspective absolves individuals of any responsibility for their actions.

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16
Q

Obstacles to Cross-Cultural Understanding ‘Cultural Relativism’

A

Because cultures vary so widely and greatly, everything is relative.

17
Q

Reconciling Cultural Dilemmas

A

The 4 R’s:

  1. Recognize-create awareness of cultural differences
  2. Respect-appreciate the value of differences
  3. Reconcile-resolve differences by finding common paths
  4. Realize-implement solutions and institutionalize them in the orgz
18
Q

Civil Law

A

A system based on written codes approved by legislative bodies.

The most common written forms of law

19
Q

Common Law

A

Based on legal precedent.

Laws challenged, and law changes then become common law

20
Q

Religious Law

A

Based on religious beliefs and conventions.

From religious law, literally

21
Q

Rule of Law

A

No individual is beyond the reach of the law

22
Q

Due Process

A

Laws are enforced only through accepted, codified procedures, thus avoiding arbitrary treatment and abuse of power

23
Q

Jurisdiction

A

The right of a legal body to exter authority over a given geographical territory, subject matter, or personas or institutions.

24
Q

Conflict of Laws

A

When the laws of two or more jurisdictions with ties to a lawsuit differ and in which the outcome of the case may depend on which jurisdiction’s laws are applied.

25
Q

Forum or Jurisdiction Shopping

A

When plaintiffs seek to bring their suit in a jurisdiction more likely to be sympathetic to their claims.

26
Q

Levels of Law

A
  1. National: laws enacted by the highest or federal legislative bodies of a country to apply accross the entire nation.
  2. Subnational: examples are municipalities, states, provinces.
  3. Extraterritorial: laws that extend the power of a country’s laws over its citizens outside that country’s sovereign national boundaries.
  4. Regional/Supernational: binding agreements among nations.
  5. International: both the relationship between nations and the treatment of individuals within national boundaries.
27
Q

Developing and Promoting a Global Mindset

A
  1. Study and understand your own culture and how it relates to others
  2. Study and understand global business trends and forces
  3. Promote a global mindset within your orgz
28
Q

Strategic versus Tactical Perspectives

A

Strategic: balance the priorities of headquarters and subsidiaries.

Tactical: develop programs that can deliver measurable success and that can work in different cultural and sociopolitical contexts.

29
Q

Cultural Disconnects

A

Must be addressed to avoid creating malicious compliance–occurs when headquarters develops standardized programs that fail to recognize local differences and imposes them on their foreign subsidiaries

SHRM-SCP :!: (24 decks)

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