HC 13 cultural psychology

Question 1

Organizational culture?

Answer 1

culture at organizational level, acknowledging that every organization is unique

Question 2

Organizational climate?

Answer 2

manifestation of organizational culture, knowing how things work in a certain climate

Question 3

Hofstede’s dimensions of work-related values: individualsim - collectivism?

Answer 3

the degree to which individuals will sacrifice personal
goals for the sake of their ingroup
–> individualistic cultures have less sacrifice for their group

Question 4

Hofstede’s dimensions of work-related values: power distance?

Answer 4

vertical or hierarchical relationships based on status and power
–> hierarchical companies are high on power distance

Question 5

Hofstede’s dimensions of work-related values: uncertainty avoidance?

Answer 5

Dealing with uncertainty using a code of conduct regarding communication or interpersonal relationships

Question 6

Hofstede’s dimensions of work-related values: masculinity - femininity?

Answer 6

Whether differences between the sexes are maintained

Question 7

Hofstede’s dimensions of work-related values: long vs. short term orientation?

Answer 7

the degree to which cultures encourage delayed
gratification of material, social, and emotional needs among its members
–> long term orientation: unequal status relationships lead to a stable society and the
family is a typical of all social organizations

Question 8

Why is culture and person-arganization fit important?

Answer 8

–> good person-culture-organization fit will improve satisfaction and commitment in
employees

Question 9

Different cultures differ in levels of organizational commitment, what is that?

Answer 9

Organizational commitment: degree to which a person is committed, identifies with, and makes efforts for, his or her organization

Question 10

normative commitment?

Answer 10

Degree to which one’s ties to the organization are bound by duty and obligation

Question 11

Affective commitment?

Answer 11

Level of personal feelings associated with one’s relationship to an organization

Question 12

Social loafing?

Answer 12

= decline of individual productivity when putting people into larger groups
- People don’t invest that much when their work is attributed to a larger group and
individual work is not recognizable
- Increased in individualist settings for groups that do not attach a personal meaning to
the work and the group

Question 13

Social striving?

Answer 13

= The group is seen as more important as it has a higher impact that individuals
- More often in collectivist countries

Question 14

How does a higher position in the hierarchy influence how we see ourselves/the world?

Answer 14

• it affords a greater opportunity to be self-directed and this leads to a higher valuation of self-direction for oneself
  –> leading to a more self-directed orientation to self and society

Question 15

Occupational self-direction?

Answer 15

initiative, reflection, decisions, but labor conditions and
legislation is different

Question 16

Classifications of leadership, two dimensions?

Answer 16

1. Task/structure related: performance + success
2. Maintenance/people: job satisfaction + commitment

Question 17

Positions in leadership?

Answer 17

1. Culture is bound to differentiate between leadership (and what is effective) in different societies
2. Common/global technological imperatives and industrial practices harmonize management practices across cultures

Question 18

non-western conceptualizations of leadership?

Answer 18

• Paternalistic leadership: hierarchical relationship in which superior provides
  guidance, nurturance, care, and employee responds with loyalty –> high power situation
• Leader acts as a father figure and role model

Question 19

Results of studie on how to bring bad news to somebody?

Answer 19

• In Korea more other-oriented and lower affiliative when taking to a boss
  In the US less affiliative and more circumspect when talking to a boss
• In Korea and the US the circumspect are mostly communicated by expressions

Cultural similarities
- Strategies are used in both settings
- Both have affiliation with peers, and are more circumspect with superiors

Cultural differences
- Other orientation in South Korea is dependent on hierarchy, not in the US
- High-context: more contextual cues in Korea, more linguistic similarities in the US

Question 20

Variables that is discriminated on by hiring someone new?

Answer 20

• Age –> looked on resume for date of birth, graduation date, work experience, name,
  hobbies
• Gender –> especially discriminant in the gender pay gap which employers make use of
  by offering women less work and less money than men
• Class –> people with higher class are preferred, looked on resume for school or
  university, awards and extracurricular activities, the address, and internships (unpaid)
• Race / ethnicity –> causes people to whiten their resumes which increases call backs

Question 21

Unstructured or strucured interview biased?

Answer 21

Uninstructed: biased
Structured: not biased

Question 22

What can interviewers do to discrease the level of discrimination in interviews?

Answer 22

• Increase stereotype awareness
• Consider moral licensing (= hiring minority member because it looks good) present in
  diversity statements and depending on earlier decisions (we already have someone
  from a minority group)

Question 23

Impression management?

Answer 23

= the conscious or unconscious attempt to control images that are projected in real or imagined social interactions

Question 24

Impression management in minority and majority groups?

Answer 24

• Higher in minority groups as they are more involved with giving a good impression
• Values of majority groups: dominance and harmony
• Values of minority groups: embeddedness