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Tourism Culture > Mid-Term(20%) > Flashcards

Mid-Term(20%) Flashcards

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Sociology 101 flashcards
1
Q

Being ‘Pluralistic’ means

A
  • Global localisation (Think global and act local)
  • Employing people with different cultural characteristics (internationally)
  • Supporting people to develop knowledge & Behaviour (Broader perspectives bring the better results)
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2
Q

Being able to ‘negotiate’ means

A
  • Instead of the idea of ‘team’ -> replace with “collaborative working group’
  • complement ‘induction skill training’ with workplace culture training
  • Expand what it means to be a ‘good’ technical leader to include soft skills (e.g. knowledge of diversity)
  • Reconsider the nature of industrial relations
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3
Q

Being ‘flexible’ means

A
  • shift your people and product according to diverse place and customers (e.g. big mac) by adding cultural value
  • diversifying your customers & employees
    re-designing your products with cultural value for diverse customers
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4
Q

Accepting ‘Multiplicity’ means

A
  • understanding there are different or several equally good ways of thinking about how best to operate a business
  • Differences (e.g.problems) often require soft skills (e.g. cultural negotiation)
  • Difference can be complementary (e.g. Ethnically diverse team drives successful outcome)
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5
Q

‘Devolving’ responsibility means

A
  • follow ‘pre-ordained’ and ‘hegemonic’ workplace culture
  • various communication channel to manage devolution
  • giving local operators control over the cultural content of products (e.g. hotel-franchises should have a responsibility in staff considering diversity in human resource to be able to recruit candidates with diverse cultural background)
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6
Q

Organizations can become increase diversity by doing:

A
  1. Differentiated (develop niche market)
  2. Complex (use hard skills like technical skills)
  3. Dispersed (decision making down to lower levels)
  4. Fragmented (split the organization into units to simplify tasks)
  5. Replicated (adopt uniform to appear united)
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7
Q

Productive Diversity requires a shift away from all these:

  • Differentiated (develop niche market)
  • Complex (use hard skills like technical skills)
  • Dispersed (decision making down to lower levels)
  • Fragmented (split the organization into units to simplify tasks)
  • Replicated (adopt uniform to appear united)

to what?

A
  • Differentiated -> Flexibility
  • Complex -> Multiplicity
  • Dispersed -> Devolution
  • Fragmented -> Pluralism
  • Replicated -> Negotiation
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8
Q

What improvements should company consider regarding to data collection of demographic information of employees?

A

Install additional facilities to remove the cultural barrier
Develop marketing strategies based on the data
Capitalise different ability from diversity (like language)

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9
Q

Continuum of cultural practice

A
  1. Cultural awareness

2. Cultural competence -

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10
Q

Cultural awareness (one of continuum of cultural practices)

A

knowledge & understanding of cultural differences and history

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11
Q

Cultural competence (one of continuum of cultural practices)

A

sensitive and effective behaviours with cultural interaction

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12
Q

Cultural Safety (one of continuum of cultural practices)

A

share and respect other cultures

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13
Q

Advantages of cultural diversity for individuals

A
  • source of personal interest, intellectual growth and attitude development
  • resource for future networks of travel, employment & business opportunities
  • a way to achieve individual workplace tasks and solve personal problems
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14
Q

Advantages of cultural diversity for organization

A
  • increase the workforce ‘talent pool’ in terms of the quality and quantity of workers
  • acting as a resource for product innovation and servicing diverse customers
  • Improved sales, market share, and export opportunity
  • More productive and satisfied workers -> more happier customers
  • meeting community expectations, political objectives and legal requirements
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15
Q

Disdvantages of cultural diversity

A
  • Increased incidents of inter-personal and intra-organiztional conflict
  • Increased training costs -> can be overcome
  • e.g. elderly employees - high training cost but great commitment -> decrease in staff turnover
  • Increased opportunity for mismanagement
  • Difficulties accommodating different religious and cultural expectations
  • Reverse discrimination
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16
Q

More cultural diversity the organization has,

A

more productive outcomes and higher profitability it can achieve

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17
Q

Def: Productive Diversity

A

One of management strategies that maximizes the benefit of diversity like targeting market based on cultural diversity

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18
Q

Productive Diversity involves..

A
  • An idea connected with increasing in immigration and globalisation
  • A government policy that encourages diversity, equal opportunity
  • An organisational policy that reacts to increasing diversity in markets and workers
  • A competitive strategy to improve business operations and profitability
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19
Q

Characteristics of productive diversity

A
  • accepting pluralism
  • being flexible
  • devolving power (responsibility)
  • Being able to negotiate
  • accepting multiplicity
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20
Q

The theory of how diversity benefits international tourism and hotel organisation is called..

A

Employee-customer-profit chain
(having your diversity acknowledged and rewarded ends up promoting revenue growth since employees are satisfied and it affects customer loyalty, and eventually organisations’ profit)

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21
Q

The productive Diversity Paradox

A
  • Although business that adopt productive diversity benefit, discrimination still occurs in the workplace
  • Multicultural workforce is an asset but incidence of such policy adoption is low
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22
Q

Def: culture

A

The way we do things around here. culture shapes people’s value, attitude and behaviour

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23
Q

Def: Value

A

Something explicitly or implicitly believed to be desirable to an individual or group;
defines what is right or wrong

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24
Q

Def: Attitudes

A

Express values and dispositions of people to act in certain ways

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25
Q

Def: Behaviour

A

Forms of human action

26
Q

Def: Subculture

A

the group of people who share similar value & interest with interaction and communication

27
Q

The visibility of culture

A
  • 10% of visible or explicit (surface-level characteristics: can be perceived by other)
  • 90% of invisible or implicit (deeper-level characteristics: hard to be perceived)
28
Q

Def: generalisation

A

inform understanding and ‘categorise’ people (e.g. AU - lay-back)

29
Q

Def: Stereotype:

A

focus on cultural aspects based on limited information, label individuals often negative (e.g. AU - lazy)

30
Q

Two types of discrimination

A

1) Direct discrimination

2) Institutional/systematic discrimination

31
Q

Def: Direct discrimination

A

taking action against an individual in a particular and occasional way that causes disadvantage because s/he belongs to a particular group (e.g. having a long name - reject to be recruited)

32
Q

Def: institutional/systematic discrimination

A

structuring a society or organisation to maintain the advantage of certain groups who share the same characteristics

33
Q

Prejudice

A

judge people some on without knowing them( without evidence)

  • an unfavourable opinion/feeling formed beforehand
  • unreasonable opinion directed towards a racial, religious or other group identified different from our own
  • various levels of exploitation that discriminate against individuals because they are members of a particular group
34
Q

Identity

A

A concept that describes how we define ourselves and how we are defined by others

35
Q

Types of Identity

A

1) Actual Identity
2) Perceived Identity
3) Negotiated Identity

36
Q

What is Actual Identity in Identity Theory

A

fixed (genetic) identity that actually objectively or factually exists in a group (e.g., race, gender, age)

37
Q

What is Perceived Identity in Identity Theory

A

Believed identity that group members perceive to subjectively exist (e.g. religion)

38
Q

What is Negotiated Identity in Identity Theory

A

Dynamic identity that combines actual and perceived differences (e.g. sexuality, lifestyle)

39
Q

5 Dimensions in Cultural difference theory

A
  • power distance
  • uncertainty avoidance
  • individualism/collectivism
  • Masculinity/femininity
  • Confucian work dynamism
40
Q

Power distance (one of Dimensions in Cultural difference theory)

A

extent to which a culture accepts difference between the lowest and highest members
e.g., the chef/ manager always makes the decision(high power) or floor staff may have input(low power)

41
Q

uncertainty avoidance (one of Dimensions in Cultural difference theory)

A

extent to which members of a society attempt to cope with anxiety by minimising uncertainty
e.g. menu items remain constant (low risk) or new items are trialled regularly (high risk)

42
Q

individualism/collectivism (one of Dimensions in Cultural difference theory)

A

extent to which a culture is concerned about the individual as opposed to the group
e.g., Chef uses own initiative to decide menu (individualism) or the chef consults with others (collectivism)

43
Q

Masculinity/Femininity

A

refers to the value placed on traditionally male or female values
e.g., chefs are traditionally male or gender is less of a factor or items reflect gender of chef

44
Q

Confucian Work Dynamism

A

extent of long/short term orientation in terms of thrift, perseverance, work ethic
e.g. continued perfection through learning and redesign (Confucian), maintain standard approach (western)

45
Q

Culture shock

A

the loss of emotional equilibrium that people suffer when moved from a highly familiar to high unfamiliar environment which is less easily negotiated

46
Q

Instrumental value

A

preferable ways of behaviour
Focusing more on process/organizational object to be succeeded
Rather than symbolic approach

47
Q

Terminal value

A

the desirable end states themselves which individuals strive to achieve
Goals that individuals would like to achieve during their lifetime

48
Q

Race

A

Dividing people into populations or groups based on visible traits (physical appearance) - like skin colour, facial feature, cultural, ethnic, genetic, geographical

49
Q

Ethnicity

A

is classified from the recognition by others as a distinct group and by common cultural, linguistic, religious, behavioural or biological traits (generic traits)

50
Q

Nationality

A

is flexible depending on the citizenship of an individual

51
Q

Race and ethnicity are often used interchangeable due to..

A

the notion of their being ‘minority group’

52
Q

Minority group

A

a sociological term for a group that often experiences discrimination. social disadvantages and strong self-consciousness as a result of discrimination (X related to number)

53
Q

Why do people migrate?

A

Economic, Social, Political/Environmental

54
Q

Why do countries need immigrants?

A

To boost 3ps Economic growth (population, productivity, participation)

55
Q

Observable elements of diversity

A

gender, race, ethnicity, age ( are legally prohibited in most of developed countires)

56
Q

Non-observable elements of diversity

A

cognitive, technical differences among employees (e.g. educational level, work experience..)

57
Q

Primary dimension in Diversity

A

inborn human traits that differentiate individuals and are important in the process of early socialisation as well as during the life in general (like nationality, age, race, ethnicity, gender…)

58
Q

What are two processes of social identity theory

A

1) Self-categorisation

2) Social comparison

59
Q

Self-categorisation of social identity theory

A

a way of thinking about the self and others emphasise memberships in groups rather than personal qualities

60
Q

Social comparison of social identity theory

A

The process of comparing oneself to others in both the in-group (e.g. looking for similarities) and the out-group (e.g. looking for differences)

Tourism Culture (1 decks)

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