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cross-cultural management > week two - influence of culture in international business > Flashcards

week two - influence of culture in international business Flashcards

1
Q

define global leadership

A

the ability to operate effectively in a global environment while respecting cultural diversity, the manager is willing to approach others

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2
Q

what is cross-cultural communication

A

this involves learning other languages and also being aware of verbal and non-verbal references in communication with people from another culture

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3
Q

what is cultural sensitivity

A

understanding the cultural influences on behaviour and translating cultural awareness into effective relationships with those who are different

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4
Q

what is acculturation

A

adjusting and adapting effectively to a specific culture, avoiding ethnocentrism

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5
Q

what is communication

A
  • a process of circular interaction involving a sender, receiver and a message
  • non-verbal and verbal
  • people selectively perceive data and determine what is relevant
  • the message is interpreted according to the experience and values of the receiver
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6
Q

how can one improve their live verbal communication

A
  • pay attention to the person and the message
  • empathise and create rapport
  • share meaning of the message
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7
Q

what are the communication styles

A
  • explicit vs implicit communication
  • direct vs indirect communication
  • silence vs verbal overkill
  • use of praise
  • slag, euphemisms, idioms
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8
Q

how can one improve their non-verbal communication

A
  • tone of voice
  • proxemics (distance between two people)
  • body language
  • facial expressions
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9
Q

what is a virtual team

A

a group of individuals who predominantly use technology to communicate, collaborate, share information to achieve common work goals

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10
Q

what is a global virtual team

A

a virtual team with members internationally dispersed

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11
Q

characteristics of effective virtual teams

A
  • shared team objectives
  • knowledge of what to do
  • the equipment to do it
  • the ability to do it
  • the desire to do it
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12
Q

organisational opportunities of global virtual teams

A
  • leverage talent
  • enable organisations to adapt more quickly to the global economy
  • increase the diversity of perspectives
  • improve work-life balance and job satisfaction
  • decrease travel and mandatory relocation
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13
Q

what are the frustrations in GVT mainly due to

A
  • lack of participation
  • lack of engagement
  • lack of ownership
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14
Q

what are the three traps of global virtual teams

A

1) isolation: reduced contact, reduced sense of team
2) fragmentation: unclear purpose, unclear roles and responsibilities
3) confusion: too much/too little communication, imprecise communication

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15
Q

the 6 C’s of global collaboration

A
  • cooperation
  • convergence
  • cultural intelligence
  • capability
  • communication
  • coordination
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16
Q

suggestions for leading and working in a GVT

A
  • devote time to developing relationships
  • handle language difficulties
  • create an agenda
  • create summary notes after meetings
  • encourage participation
17
Q

define negotiation

A

a process by which two or more parties try to come to a mutually agreeable decision

18
Q

variables influencing international negotiation

A
  • basic conception of the negotiation process (strategy)
  • protocol
  • complexity of language (low or high context)
  • nature of the persuasive argument (emotional or logical)
  • bases of trust
  • risk propensity
  • value of time
  • form of satisfactory agreement
19
Q

how to use interpreters during negotiations

A
  • brief the interpreter about the subject
  • speak clearly and slowly
  • avoid talking for a long time
  • do not interrupt the interpreter
  • avoid little-known words
  • try to be expressive with gestures to aid
  • confirm in writing what has been agreed
20
Q

tips for international negotiations

A
  • listen more than you speak
  • have the details ready
  • develop personal relationships
  • use simple language
  • follow protocol
  • understand national sensitivities
  • be patient
  • periodically summarise the negotiations
21
Q

things to avoid in international negotiations

A
  • being manipulated
  • be emotional
  • violate national sensitivities
  • stake out extreme positions
  • skip authority levels
  • demand a decision
22
Q

what is a local plus

A

a local plus agreement transfers an individual abroad with the intent of having them establish permanent residence in their new country (with significant support)

23
Q

what is a global nomad

A

people who move from one international assignment to another with no expectation to move back to their original country

24
Q

define culture shock

A

strain and anxiety resulting from contact with a new culture, causing psychological and physiological reactions

25
Q

causes of culture shock

A
  • stress reactions
  • cognitive fatigue
  • role shock (identity crisis)
  • personal shock (loss of personal intimacy)
26
Q

culture shock diagram

A

topic 3, slide 21

27
Q

what are the stages of culture shock

A

1) pre-departure up and downs
2) honeymoon
3) culture shock
4) adjustment
5) pre-return up and downs
6) euphoria
7) loss of host culture
8) adaptation

28
Q

what are the five pillars of islam

A

the five obligations that every muslim must satisfy in order to live a good and responsible life according to Islam:
1) shahadah: reciting the Muslim profession of faith
2) salat: performing ritual prayers in the proper way five times a day
3) zakat: paying an alms (or charity) tax to benefit the poor
4) sawm: fasting during the month of Ramadan
5) hajj: a pilgrimage to mecca

29
Q

what are the activities that are forbidden by the koran

A
  • alcohol
  • pork
  • gambling
  • tobacco
  • porn
  • weapons
    financial interests are influenced by interest (riba) and uncertainty/chance (gharar) - both regarded as usury and therefore illegal
30
Q

what are some products and concepts in Islamic finance

A
  • mudharabah: the idea that borrowing is replaced by joint operation, any losses/profits will be shared
  • takaful
  • tubarru
  • charging any interest (riba) is forbidden
  • al gharar (uncertainty) is regarded similar to al maisir (gambling)
31
Q

what are the islam beliefs around insurance activities

A

they are regarded with suspicion in islam because of the diverging interests of the insurer and the insured

32
Q

what does takaful mean

A

‘guaranteeing each or or ‘joint guarantee’, these activities are allowed as they do not allow individuals to benefit from the misfortune of others

33
Q

what is tubarru

A

mutual insurance funds are based on the idea of tubarru, which means ‘gift’

cross-cultural management (4 decks)

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