week 12

Question 1

High power distance

Answer 1

hierarchical organizations; they develop rules, mechanisms, and rituals that serve to maintain and strengthen
status and power dynamics among members;

Question 2

Low power distance

Answer 2

more egalitarian organizations, minimizing rules and customs.

Question 3

Hofstede –> four (classic) dimensions

Answer 3

1. individualism / collectivism
   2.power distance
   3.masculinity / femininity
2. uncertainty avoidance

Question 4

Uncertainty Avoidance:

Answer 4

highly refined rules and rituals vs. a more relaxed attitude concerning uncertainty and ambiguity and mandate
fewer rules and rituals for their employees.

Question 5

Masculinity versus Femininity:

Answer 5

value success, money, and achievements vs. prioritize nurturing and caring of its members over money and achievement

Question 6

Long- versus Short-Term Orientation

Answer 6

focus on building relationships
and market position vs. short-term, bottom-line profits

Question 7

Indulgence versus Restraint

Answer 7

relatively freer gratification (bevrediging) of basic and natural human desires
vs.
suppress the gratifications of such desires and regulate through stricter social norms

Question 8

Criticism of Hofstede’s cultural values:
Minkov, 2017
(4 questions)

Answer 8

1. Do IBM employees represent national culture? Do the values replicate with other groups and the general public?
2. Does the questionnaire measure the values well?
3. Is the cultural variation meaningful?
4. Ecological fallacy: Some caution with interpretation

Question 9

Criticism 1: do IBM employees represent national culture? Do the values replicate with other groups?

Answer 9

Whole model doesn’t replicate
* Several FAILED attempts to replicate
the whole model with other professional groups e.g. pilots or with representative samples
* What replicates: Individualism-collectivism and Power distance
* What doesn’t replicate: Uncertainty
avoidance and masculinity-femininity +
2 dimensions added to revised model

Why not?
* IBM employees more or less
representative of the population in
different countries
* Original studies 50 years ago, cultures
change

Question 10

Individualism-collectivism.

Answer 10

Companies higher on collectivism value company policies more, conformity, unit behavior, harmony within groups. More individualistic foster less sacrifice for the group and prioritize individual goals, wishes, desires

Question 11

Hofstede –>* Leaders in high power distance culture….

Answer 11

• Tend to be autocratic or paternalistic in their decision making and interactional style
• Close supervision positively evaluated by subordinates.

Question 12

Hofstede –> Leaders in low power distance cultures …

Answer 12

• Participative and consensual
• Close supervision negatively evaluated by subordinates.

Question 13

Decision-making across cultures - Hofstede: individualistic and collectivistic

Answer 13

• Individualistic: Individual decisions are considered better than group decisions.
• Collectivistic: Group decisions are considered better than individual
  decisions.

Question 14

Decision-making across cultures - Hofstede: Low power distance and high power distance

Answer 14

• Low power distance: managers are seen as making decisions after consulting with subordinates, and informal employee consultation is
  very possible.
• High power distance: managers are seen as making decisions autocratically and paternalistically.

Question 15

Oligarchy

Answer 15

: Organizational structure where rule- or decision-making power is held by few

Question 16

Ringi

Answer 16

apanese process of decision making, which involves the circulation of a
proposal amongst all stakeholders

Question 17

Nemawashi

Answer 17

Broad-based consensus-building procedure
* Involves extensive consultation and discussion with all relevant stakeholders to ensure buy-in and alignment

Question 18

The Four Stages of Culture Shock

Answer 18

Culture Shock: disorientation, anxiety, confusion, doubt, distress, or nervousness that occurs in the process of adapting to new and different cultures

Question 19

Reverse culture shock

Answer 19

returning to their home cultures and realizing that things are not the
same anymore

Question 20

• Social identity theories

Answer 20

People categorize themselves and others into groups, with which they
identify and which they try to promote (i.e., favoring the ingroup above the outgroup, thereby harming intergroup relations)

Question 21

Diversity as a double-edged sword

Answer 21

• More creativity, increased performance, high quality decisions
• More conflict, less effective communication (though more satisfaction with work) (Stahl et el, 2010)
• …problematic intergroup relations & low group cohesiveness → detrimental to performance

Question 22

discrimination ratio on average

Answer 22

1,3

Question 23

Social loafing

Answer 23

as group size increases, the responsibility for getting a job done is divided among more people, and group members ease up because their individual contribution is less recognizable

Question 24

Social striving
and in what environment (individualistic or collectivistic, high or low powerdistace, high or low uncertainty avoidance and feminine or masculine cultures?) is the relationship between job satisfaction and job performance stronger?.

Answer 24

=working in a group enhances individual performance rather than diminishes it
There is generally greater achievement motivation in low uncertainty avoidance cultures compared to high. The relationship between job satisfaction and job performance is stronger in
individualistic, low power distance, low uncertainty avoidance and masculine cultures.

Question 25

Paternalistic leadership

Answer 25

hierarchical relationship in which superior provides guidance,
nurturance, care and subordinate responds with loyalty

Question 26

groupthink

Answer 26

a collective pattern of thinking that hinders effective group decisions

Question 27

teamthink

Answer 27

=involves the encouragement of divergent views, open expression of concerns and ideas, recognition of members’ uniqueness and discussion of collective doubts

Question 28

Distributive justic

Answer 28

fairness regarding the distribution of resources

Question 29

Procedural justice

Answer 29

=fairness associated with the procedures and processes that organizations use to make decisions

Question 30

endowment effect

Answer 30

the tendency for owners and potential sellers of goods to values those products more than the buyers

Question 31

Karl Marx

Answer 31

Work structure influences psychological states.

Question 32

Max Weber

Answer 32

o Ideological beliefs create work.
o Calvinism – Work is a calling, intrinsic value.