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UNIT 10 BS > HOFSTEDE ORG CULTURE > Flashcards

HOFSTEDE ORG CULTURE Flashcards

1
Q

staste the 6 cultures

A

power distance
individualism/collectivism
uncertainity avoidance
masculinity v feminity
long term orientation
indulgence v restraint

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2
Q

what is pwoer distance

A

extent tow hic society acccepts that power canbe distributed unequally

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3
Q

what business descsions does power distance realte to

A

structure
degree of consultation
leadership style
centralisation

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4
Q

a low number PDI is

A

low power

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5
Q

low / low number suits which type of centralisation

A

decentralised structures

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6
Q

high pdi is more

A

power

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7
Q

hig pdi is assocuiated with what type of centralsisation

A

centralsied

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8
Q

describe low PDI

in terms of hierachy
leadership style
delegation

people are happy/wiling to

A

prefer flatter hierachies
consultative leadership
delegation of DM to employees
happy to Question managment

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9
Q

describe high PDI in terms of

structure/hierachy
maangment control
leadership tyle
delegation
workers feel more comfy if

A

accept tall structuresd

managmfent have hihg levels of cotrl - degree of neccesity for some people to be in charge

authotarian eladership style

feel more comfortable if told what to do

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10
Q

country with low PDI and high PDI

A

uK

Japan

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11
Q

what does individualism collectivism measure

A

extwent which individulas look to maximise self interst within the busines or whether work as a team to get mutualy beenfical outcomes

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12
Q

what bs descsions does individual collectivism help with

A

teamwork
rewards

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13
Q

high individualsim collectivism score

A

very individualiostic
people look to be rewarded for indi performance
e.g bonus

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14
Q

in tems of high individualism collectivist score what type of motivation may work

A

fincnaicl rmethods of motivation

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15
Q

if i have a low individualism collectivism score what does this suggest

A

highly collectivist
team is more important than individual

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16
Q

if a culture is very collectvist and i only give one memebr a financial reward waht may happen

what amy be more appropriate and why

A

be very uncomfy fr individual

may create resentment

profit sharing - this will breed more teamwork

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17
Q

if i have a very collectivist culture how is resitance to change likely ot be

A

slow

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18
Q

what is uncertainty avoidance

A

exten which people are comfy w fact future is ambigious

extent to which they try to contrl future outcomes

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19
Q

where is uncertaity avoidance relevant in terms of bs descisions

A

risk taking
innovation
strategic plannign

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20
Q

high uncertainty avoidance score

A

avoid uncertainty

look to make future as clear as possible

21
Q

in a high unvertainty avoidance scored bs its important to

A

clearly communicate strategic plans -n everyone doing one thing so easier to control

avoid uneccessary risk

use of rules and hierachies are valued

22
Q

with a low uncertainty avoidance score what happens

A

dot realy avoid uncertainty

23
Q

imacts of low uncertasinty avoidance on bs

A

willing to embrace change and accept risk
use emergent strategies - make it up as you go along

24
Q

give example of high and low uneratinaty avoidance

A

japan is high
uk is low

25
Q

what is long term short term orientaton

A

extent toe hich maintaing societal norms and traditions is valued rather than taking a LT(pragmatic) view that encourages innovation and adaptation

26
Q

what bs decsions does LT ST orientation helpw ith

A

degree of lt strategic palnnign
investment descisions

27
Q

in a high lt/st orientation society what is important

A

strategic plans are important
find it impriotant the org survives in teh LT so wanna reinvest profits

28
Q

what is ow lt/st orientatio

A

importance of living for the day which would encoruage rewards for employee performance + SH whp put £ in

less concerned abou reivnesting profit in future

29
Q

who has a high LT/st orientation

A

japan

30
Q

who has a low lt/st orientation

A

Uk

31
Q

int erms of lt/st orientation UK criticised for

A

lack of I they make as they give too much £ to SH

opp cost
better spent in reinvesting in bs so ca survive in future

32
Q

indulgence v restaint

A

extent to which indi in society are enocuraged to indulge or restrain urges and desires

33
Q

what bs d can indulgence restraint helpw ith

A

motivational techniques/rewards

34
Q

low indulgence restraint means

A

more restrained

35
Q

more resrtained measn less need for

A

leisure time

36
Q

describe a ore restrained bs
3 points

A

reinvest for future
work longer hours
holding off gratifying immediate desores therfore end of yea bonuse used as opposed to quartlerly

37
Q

high indulgence resitance means

A

reward employees for endeavours and have an empjhasis for work life balance

38
Q

if i have high indulgence i need to hink about overtiem why

A

got more need for leisure so harder to imlemet overtime

whihc may be trickly in network anlaysis

so may be easier to ipelemnt in a loW IR

39
Q

masculinty v feminity

A

approaches to DM within a culture , traits used

40
Q

bs dewscisonns masculintiy v feminity i relevant to

A

degree of consultation
leadership style

41
Q

ig i get a hig mscvfem score i am

A

more masculine

42
Q

if i get alow mscvfem score i am more

A

feminine

43
Q

dewscribe masculine culture

A

prefer fact based ,s cientific approaches to DM , data bsed

44
Q

describe feminie culture

A

prefer a consultative approach to dm

based on intuiton and conscensu rather than just looking at facts

45
Q

in feminine culture theres greater concern for x so we may see what type ofspans of contorl

A

greater concern for others and relationships are valued.

smaller spans of contol

46
Q

give examples of masc and fem cultures

A

japan - masc
sweden - fem

47
Q

EVAL/CRITICISM - based on x therfore neds to be x

A

research conducted in 1970s at IBM

therefore temporaly invalid so needs to be continously updated 1

48
Q

EVAL/CRITICISM - doesnt take into accoutn other

A

cultures within cultures e,g india big country with many diff cultures

49
Q

EVAL/CRITICISM - culture x over time so research needs to be x

A

culture changes OT therfore research needs tobe continually updated to be valid

UNIT 10 BS (13 decks)

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