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Buisness Anthro > Midterm 1 > Flashcards

Midterm 1 Flashcards

1
Q

What is a business?

A

An organization that exchanges goods or services for money; legally recognized, organize people capital and resources, have a structure

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2
Q

What is the goal of a business?

A
  • to survive (based off of profit)
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3
Q

What is the difference between a business and non profit?

A
  • focus: non profit focuses on the service of helping others, business focused on surviving
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4
Q

What is the difference between a business and a co-operative?

A
  • co-operatives give benefits to the members
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5
Q

How do businesses survive?

A
  • make a profit: right people right time, organize resources and people, have to understand consumers
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6
Q

4 p’s of business

A

Product, place, price, and promotion

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7
Q

Is business good or bad for society?

A

Bad: often seen as immoral in past: interest, taking advantage, making a profit off of other people), can exploit people

Good: innovation, provides jobs, makes goods accessible

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8
Q

What ought the mission of a business be?

A
  • provide a satisfied customer
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9
Q

What assumptions does business make about human nature?

A
  • what humans are like in order to sell products
  • people are emotional
  • people want to own things
  • people act in interest
  • once something has been bought the consumer has right of ownership
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10
Q

What is an organization?

A
  • has a structure, purpose; group of people working together towards a common goal; have to organize labour, resources, etc.
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11
Q

How is an organization different from society?

A
  • limits/restrictions
  • organization
  • society has a structure but is not formally structured
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12
Q

Formal organization

A
  • has structure to maximize profit, defined roles
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13
Q

Informal organization

A
  • social organization, personal relationships, flexible, culture, better dealing with unknowns
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14
Q

Why have anthropologists traditionally been uninterested in business?

A
  • they were busy studying other cultures, and it took a while before anthropologists started to look at their own cultures
  • ethics of anthropologists not being allowed to work for businesses
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15
Q

Why have anthropologists only recently become interested in business?

A
  • recent change in ethics
  • business is changing cultures, way of understanding cultures
  • permeates all aspects of society
  • movement to start studying our own cultures
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16
Q

Why have businesses only recently become interested in anthropology?

A
  • realized that you have to understand cultures in order to do business with them
  • companies hiring a diversity of people
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17
Q

Areas for anthropology and business

A
  • corporate culture
  • workforce diversity
  • consumer behaviour
  • new product development and marketing research
  • international and global business
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18
Q

Corporate Culture

A
  • behind the formal organization of a business: the plans, strategies, and processes lie norms, values, attitudes, personal relationships, behaviours, vested interests (culture)
  • understanding power of culture and getting it so work for you, rather than against you, during organizational change
  • ethnographers root out cultural problems slowing down a company’s development
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19
Q

Organizational diversity

A
  • organizations consist of multiple, complex, special interest groups
  • ethnicity, gender, age, cultural groupings
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20
Q

New product development

A
  • help run more smoothly and efficiently
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21
Q

Consumer behaviour

A
  • How do demographic groups spend their time and $?
  • attitudes and values?
  • influence of family and other reference groups?
  • cultural trends?
  • products fit into context of consumers lives?
  • social roles and self perception?
  • symbolic meanings?
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22
Q

Global business

A
  • how do multinational/ global corporations adjust business practices to the culture
  • suppliers and joint ventures
  • foreign owned companies at home and abroad
  • consumption in the global marketplace
  • how are products recontextualized
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23
Q

Scientific management (Taylorism)

A
  • Fredrick Taylor
  • the application of the scientific method to the management of workers could greatly improve productivity
  • standard methods for performing series of simplified jobs and wage incentives
  • time studies
  • success in industry led to adoption in office and the home
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24
Q

Critiques on scientific management

A
  • dehumanization and de- skilling
  • compared workers with machines
  • Loss of worker power- lower wages
  • made most industrial work menial, repetitive, and tedious
  • fails to account for fact that individuals are different
  • resented and sabotaged by workforce
  • ignored complications because workers are human
  • may not be adaptive to change
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25
Q

Positives of scientific management

A
  • pioneered use of film analysis to examine work practices
  • became basic American approach to structuring labour practices
  • task Oreo red optimization
  • efficient, calculability, predictability, control
  • rationalizing work practices is also seen in fast food restaurants
26
Q

George Rotterdam the McDonaldization of society

A

Efficiency, calculability, predictability, control

27
Q

Legacy of scientific management

A
  • roots of global revival in theories of scientific management such as : TQM, corporate reenguneering, benchmarking, lean manufacturing, six sigma
28
Q

Hawthorne studies

A
  • disqualified principles of scientific management
  • discovered the informal organization of workers
  • began human relations school
  • discovered Hawthorne effect
  • western electric
29
Q

Hawthorne effect

A
  • type of reactivity in which individuals modify an aspect of their behaviour in response to their awareness of being observed
30
Q

Illumination studies

A
  • hypothesis: higher levels of illumination would improve worker productivity
  • no significant correlation between productivity and light levels
31
Q

Relay assembly test room

A
  • 6 women segregated dorm rest of factory
  • changes hours, breaks, time lunch, wage, lunches, incentives
  • found that changes increased output on almost all occasions
32
Q

How do you explain results of relay assembly team?

A
  • individuals. Exams a team
  • happy knowing doing what they wanted to
  • felt lower pressure
  • not pushed around or bosses
  • ## increased sense of responsibilityDynamic smaller group
  • special attention
33
Q

Bank wiring observation room

A
  • observation
    Approach involved collection of detailed info on:
    1. Workers and relationships with each other
    2. The meaning of this work
    3. Their activities in this context
  • group piecework, unit for purposes of payment; worked against them - group set low standard –> didn’t want to raise standard of hourly rate be cut/ someone be laid off
34
Q

Mayo’s conclusions

A
  • individual workers cannot be treated in isolation but must be seen as members of a group
  • monetary incentives and good working conditions are less important to the individual than the need to belong to a group
  • informal or unofficial groups formed at work have strong influence in behaviour
  • managers must be aware of these social needs
  • recognized value of anthropological methods
35
Q

Methodological implications

A
  1. Value of allowing both research methods and questions to evolve during course of investigation
  2. Ethnographic and qualitative methods in study of organizations
  3. Hawthorne effect
36
Q

Business management and theoretical implications

A
  • challenged Taylor
  • industrial organization seen as social system where parts interdependent
  • management not about control but unleashing human possibility
  • organizations pay insufficient attention to people and culture less successful
  • productivity and performance increase if concern about human side
  • workers motivated by logic of sentiments
  • difference between formal and informal organization
  • informal organization influenced workers productivity
37
Q

Critique of these studies

A
  • management bias and paternalistic orientation
  • problems with data collection techniques
  • did not consider power relation
  • could not explain many real issues
  • labour disputes, strikes, and rise of labour unions could not be accounted for
38
Q

3 elements of culture:

A
  • material objects
  • behaviour patterns
  • ideas, attitudes, values
39
Q

Characteristics of culture

A
  • learned
  • unconscious
  • shared
  • integrated
  • symbolic
  • dynamic
  • relative
40
Q

Enculturation

A

Process of learning norms of a particular culture/ group

41
Q

Innovation

A
  • an idea, process, or invention that is new or different
42
Q

Product characteristics that influence adoption/ diffusion

A
  • relative advantage
  • compatibility
  • complexity
  • observability
  • trialability
43
Q

Relative advantage

A

The degree to which people perceive a new idea or product as superior to existing ones

44
Q

Compatability

A

The degree to which people feel a new idea or product is consistent with their present, needs, values, and practices

45
Q

Complexity

A

Degree to which a. Re idea or proof it is difficult to understand or use

46
Q

I see ability

A

Degree to which an idea or products benefits or attributes can be observed, imagined, or described to potential users

47
Q

Trialability

A

The degree to which a new idea or product can be tried

48
Q

Ethnocentrism

A

The practice of regarding ones own cultural group as the centre of everything and scaling and relating all others with reference to it

49
Q

Cultural relativism

A

The perspective that beliefs and practices of any society can only be judged by the values and standards prevalent in that society

50
Q

Marketing concept

A
  • to achieved competitive advantage and strong performance, firms should identify and satisfy customer needs and wants better than their competitors
51
Q

Traditional market research methods

A
  • surveys, focus groups, analysis of historic purchase
  • benefits in identifying some consumption habits or patterns, but are less useful for uncovering unrecognized, unarticulated or future designs
  • tell the how but it the why
52
Q

General ethnographic methods

A
  • observation
  • participant observation
  • interviews: unstructured, semi-structured, and structured
  • unobtrusive measures observation (trace studies and archival methods)
  • qualitative and flexible
53
Q

Application of ethnographic methods for business

A
  1. Consumer behaviour
  2. To develop promotional strategies
  3. New product development
  4. Product testing
  5. Industry and cultural trend spotting
  6. Organizational development
  7. Cross cultural negotiation
  8. International marketing
54
Q

Atmospherics

A
  • the sum total of all store stimuli, physical & psychological characteristics
  • ambient factors, design factors, lighting
55
Q

Aims of participant observation

A
  • to examine how consumers actually use and experience products and services, level satisfaction, unmet wants and needs, suggestions for improvement
  • uncover attitudes, beliefs, perceptions, and values
  • discover unspoken cultural patterns that influence behaviour
  • to discover what people do vs. What they say they do
56
Q

Ethnographic method variations

A
  • private vs public
  • specific product vs category va use constellation
  • how structured interaction is
  • amount of interaction with consumers
  • how evident presence of researchers is
  • duration of study
  • number and types of informants
57
Q

Strengths of ethnographic approach:

A
  • good for examining feelings and motivations
  • longer more flexible relationships with the respondent results in more depth and greater richness
  • differences between ideal and real
  • avoids biases associated with self reporting of data
  • observations also provide real time data
58
Q

Weaknesses of ethnographic approach

A
  • researcher can be intrusive (Hawthorne effect)
  • can’t extrapolate to the whole population
  • volume of data
  • complexity of analysis
  • time consuming
  • subjective- risk of misinterpreting
  • hard to obtain comparative data
59
Q

What is an in-depth interview?

A
  • a conversation on a given topic between a respondent and an interviewer
60
Q

Strengths of content analysis

A
  • unobtrusive
  • low cost
  • allows for quantitative and qualitative analysis
61
Q

Limitations of content analysis

A
  • time consuming
  • coding errors
  • may not take context into consideration

Buisness Anthro (2 decks)

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