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HR Stuff > Workplace > Flashcards

Workplace Flashcards

1
Q

ADA Amendments Act (ADAAA) - 2008

A

Amendments to U.S. Americans with Disabilities
Act covering the definition of individuals
regarded as having a disability, mitigating
measures, and other rules to guide the analysis
of what constitutes a disability.

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2
Q

Adverse impact

A

Type of discrimination that results when a policy
that appears to be neutral has a discriminatory
effect; also known as disparate impact.

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3
Q 
Age Discrimination in
Employment Act (ADEA)
A

U.S. act that prohibits discrimination in the
workplace on the basis of age.
1967

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4
Q

Amendment

A

Modification of the U.S. Constitution or a U.S.

law.

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5
Q

Americans with Disabilities

Act (ADA)

A

U.S. act that prohibits discrimination against a
qualified individual with a disability because of
his/her disability.

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6
Q

Annualized loss expectancy

ALE

A

Expected monetary loss for an asset due to a
risk over a one-year period; calculated by
multiplying single loss expectancy by
annualized rate of occurrence.

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7
Q

Assignees

A

Employees who work outside their home

countries.

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8
Q

Bill

A

A proposal presented to a legislative body for

possible enactment as a statute.

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9
Q

Bona fide occupational

qualification (BFOQ)

A

Factor (such as religion, gender, national origin,
etc.) that is reasonably necessary, in the normal
operations of an organization, to carry out a
particular job function

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10
Q

Burlington Industries, Inc.

v. Ellerth 1998

A

Supreme Court holding that employers are liable if supervisors create a hostile work environment for employees.

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11
Q

Civil Rights Act of 1964

A

First comprehensive U.S. law making it unlawful
to discriminate on the basis of race, color,
religion, sex, or national origin.

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12
Q

Civil Rights Act of 1991

A

U.S. act that expands the possible damage
awards available to victims of intentional
discrimination to include compensatory and
punitive damages; gives plaintiffs in cases of
alleged discrimination the right to a jury trial

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13
Q

Comparable worth

A

Concept that jobs filled primarily by women that
require skills, effort, responsibility, and working
conditions comparable to similar jobs filled
primarily by men should have the same
classifications and salaries.

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14
Q

Compliance

A

State of being in accordance with all national,
federal, regional, and/or local laws, regulations,
and/or other government authority requirements
applicable to the places in which an
organization operates

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15
Q

Conflict of interest

A

Situation in which a person or organization may
benefit from undue influence due to involvement
in outside activities, relationships, or
investments that conflict with or have an impact
on the employment relationship or its outcomes.

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16
Q

Consolidated Omnibus
Budget Reconciliation Act
(COBRA)

A

U.S. act that provides individuals and
dependents who may lose health-care coverage
with opportunity to pay to continue coverage.

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17
Q

Contingency plan

A

Protocol that an organization implements when

an identified risk event occurs.

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18
Q

Corporate social

responsibility (CSR)

A

Varying ways an organization can create value,
looking beyond traditional profit measures of
revenue and expenses; includes such areas as
philanthropy, volunteerism, corporate-sponsored
community programs, social change, sustainability,
corporate governance, employee rights, and
workplace safety.

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19
Q

Covering

A

Defensive behavior that occurs when an
organization recruits a diverse workforce but,
consciously or otherwise, promotes assimilation
rather than inclusion.

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20
Q

Disability

A

Physical or mental impairment that substantially

limits one’s major life activities.

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21
Q

Disparate impact

A

Type of discrimination that results when a policy
that appears to be neutral has a discriminatory
effect; also known as adverse impact.

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22
Q

Disparate treatment

A

Type of discrimination that occurs when an
applicant or employee is treated differently
because of his or her membership in a
protected class.

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23
Q

Diversity

A

Differences in people’s characteristics (such as
socioeconomic status, beliefs, personality,
thought processes, work style, race, age,
ethnicity, gender, religion, education, job
function, etc.).

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24
Q

Diversity council

A

Task force created to define a diversity and
inclusion initiative and guide the development
and implementation process.

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25
Q

Drug-Free Workplace Act

A

U.S. law that requires federal contractors with
contracts of $100,000 or more as well as
recipients of grants from federal government to
certify that they are maintaining a drug-free
workplace.

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26
Q

Duty of care

A

Principle that organizations should take all steps
that are reasonably possible to ensure the
health, safety, and well-being of employees and
protect them from foreseeable injury.

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27
Q 
Employee Polygraph
Protection Act (EPPA)
A

1988-U.S. act that prevents private employers from
requiring applicants or employees to take a
polygraph test for preemployment screening or
during the course of employment, with certain
exemptions

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28
Q

Employee resource group

ERG

A

Voluntary group for employees who share a
particular diversity dimension (race, religion,
ethnicity, sexual orientation, etc.); also known
as affinity group or network group

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29
Q

Employee Retirement
Income Security Act
(ERISA)

A

U.S. act that established uniform minimum
standards to ensure that employee benefit and
pension plans are set up and maintained in a
fair and financially sound manner.

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30
Q

Employees

A

Individuals who exchange work for wages or
salary; in the U.S., workers who are covered by
Fair Labor Standards Act regulations as
determined by the IRS.

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31
Q 
Employment practices
liability insurance (EPLI)
A

Type of liability insurance covering an
organization against claims by employees,
former employees, and employment candidates
alleging that their legal rights in the employment
relationship have been violated.

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32
Q

Equal Employment

Opportunity Act

A

U.S act that amended Title VII and gave the
Equal Employment Opportunity Commission
authority to “back up” its administrative findings
and conduct its own enforcement litigation

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33
Q

Equal Pay Act (EPA)

A

U.S. act that prohibits wage discrimination by
requiring equal pay for equal or “substantially
equal” work performed by men and women.

The Equal Pay Act of 1963 is a United States labor law amending the Fair Labor Standards Act, aimed at abolishing wage disparity based on sex. It was signed into law on June 10, 1963, by John F. Kennedy as part of his New Frontier Program

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34
Q

Essential functions

A

Primary job duties that a qualified individual
must be able to perform, either with or without
reasonable accommodation.

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35
Q

Ethics

A

Set of behavioral guidelines that an organization
expects all of its directors, managers, and
employees to follow to ensure appropriate moral
and ethical business standards.

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36
Q

Exempt employees

A

Employees who are excluded from U.S. Fair
Labor Standards Act minimum wage and
overtime pay requirements.

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37
Q

Fair and Accurate Credit
Transactions Act (FACT
Act) -2003

A

U.S act that frees employers who use third
parties to conduct workplace investigations from
the consent and disclosure requirements of the
Fair Credit Reporting Act in certain cases.

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38
Q

Fair Credit Reporting Act

FCRA

A

U.S act that protects privacy of background
information and ensures that information
supplied is accurate.

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39
Q

Family and Medical Leave

Act (FMLA)

A

U.S act that provides employees with up to 12
weeks of unpaid leave to care for family
members or because of a serious health
condition of the employee.

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40
Q

Faragher v. City of Boca

Raton - 1998

A

U.S. court ruling that distinguished between
supervisor harassment that results in tangible
employment action and supervisor harassment
that does not.

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41
Q

Gender identity

A

Refers to one’s internal, personal sense of
being a man or a woman (or boy or girl), which
may or may not be the same as one’s sexual
assignment at birth.

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42
Q

General Duty Clause

A

Statement in U.S. Occupational Safety and
Health Act that requires employers subject to
OSHA to provide employees with a safe and
healthy work environment.

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43
Q

Genetic Information
Nondiscrimination Act
(GINA)

A

U.S act that prohibits discrimination against
individuals on the basis of their genetic
information in both employment and health
insurance.

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44
Q

Global integration (GI)

A

Globalization strategy that emphasizes
consistency of approach, standardization of
processes, and a common corporate culture
across global operations.

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45
Q

Globalization

A

Status of growing interconnectedness and
interdependency among countries, people,
markets, and organizations worldwide.

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46
Q

Glocalization

A

Characteristic of an organization with a strong

global image but an equally strong local identity.

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47
Q

Governance

A

System of rules and processes set up by an
organization to ensure its compliance with local
and international laws, accounting rules, ethical
norms, internal codes of conduct, and other
standards.

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48
Q

Griggs v. Duke Power- 1971

A

U.S. case that set the standard for determining
whether discrimination based on disparate
impact exists.

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49
Q

Hazard

A

Potential for harm, often associated with a
condition or activity that, if left uncontrolled, can
result in injury or illness.

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50
Q

Hostile environment

harassment

A

Occurs when sexual or other discriminatory
conduct is so severe and pervasive that it
interferes with an individual’s performance;
creates an intimidating, threatening, or humiliating
work environment; or perpetuates a situation that
affects the employee’s psychological well-being

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51
Q

Identity alignment

A

Extent to which diversity is embraced in
management of people, products/services, and
branding.

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52
Q 
Immigration Reform and
Control Act (IRCA) - 1986
A

U.S. act that prohibits discrimination against job
applicants on the basis of national origin or
citizenship and establishes penalties for hiring
undocumented workers.

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53
Q

Inclusion

A

Extent to which each person in an organization
feels welcomed, respected, supported, and
valued as a team member.

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54
Q

Independent contractors

A

Self-employed individuals hired on a contract

basis for specialized services

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55
Q

Key risk indicators (KRIs)

A

Metrics that provide an early signal of
increasing risk exposures for an enterprise
-Financial KRIs: economic downturn, regulatory changes.
-People KPIs: high staff turnover, low staff satisfaction.
-Operational KPIs: system failure, IT security breach.

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56
Q

Labor Management
Reporting and Disclosure
Act (LMRDA) -1959

A

U.S. act that imposed regulations on internal
union affairs and the relationship between union
officials and union members.

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57
Q 
Labor-Management
Relations Act (LMRA)
A

The Labor Management Relations Act of 1947, better known as the Taft–Hartley Act, is a United States federal law that restricts the activities and power of labor unions. It was enacted by the 80th United States Congress over the veto of President Harry S. Truman, becoming law on June 23, 1947.
U.S. act that imposed several restrictions and
requirements on unions.

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58
Q

Lechmere, Inc. v. NLRB-1992

A

1992 case in which the U.S. Supreme Court
ruled that an employer cannot be compelled to
allow nonemployee organizers onto the
business property.

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59
Q

Ledbetter v. Goodyear Tire

and Rubber Company

A

2007 case in which the U.S. Supreme Court
ruled that claims of sex/gender discrimination in pay
under Title VII were not timely because
discrimination charges were not filed with the
EEOC within the required 180-day time frame.

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60
Q

Lilly Ledbetter Fair Pay Act

A

2009 act that overturned Ledbetter vs Goodyear. U.S. act that creates a rolling time frame for
filing wage discrimination claims and expands.
The act allows individuals who face pay discrimination to seek rectification under federal antidiscrimination laws.
plaintiff field beyond employee who was
discriminated against.

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61
Q

Local responsiveness (LR)

A

Globalization strategy that emphasizes adapting
to the needs of local markets and allows
subsidiaries to develop unique products,
structures, and systems

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62
Q

Moral hazard

A

Situation in which one party engages in risky
behavior knowing that it is protected against the
risk because another party will incur any
resulting loss.

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63
Q

Multinational enterprises

MNEs

A

Organizations that own or control production or
service facilities in one or more countries other
than the home country.

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64
Q 
National Defense
Authorization Act (NDAA)
A

U.S. act that expanded FMLA leave for
employees with family members who are
covered members of the military.

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65
Q

National Federation of
Independent Business v.
Sebelius

A

U.S. Supreme Court ruling that Patient
Protection and Affordable Care Act requirement
that individuals purchase health insurance was
constitutional but requirement that states
expand Medicaid was not

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66
Q

National Labor Relations

Act (NLRA) -1935

A

U.S. act that protected and encouraged the
growth of the union movement; established
workers’ rights to organize and bargain
collectively with employers.

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67
Q

National origin

A

Refers to the country (including those that no
longer exist) of one’s birth or of one’s ancestors’
birth.

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68
Q

Near-shoring

A

Practice of contracting a part of business
processes or production to an external company
in a country that is relatively close (e.g., within
the same own region).

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69
Q

NLRB v. Weingarten -1975

A

Landmark 1975 U.S. labor relations case that
dealt with the right of a unionized employee to
have another person present during certain
investigatory interviews.

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70
Q

Nonexempt employees

A

Employees covered under U.S. Fair Labor
Standards Act regulations, including minimum
wage and overtime pay requirements.

Non-exempt employees are workers who are entitled to earn the federal minimum wage and qualify for overtime pay, which is calculated as one-and-a-half times their hourly rate, for every hour they work, above and beyond a standard 40-hour workweek

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71
Q

Occupational illness

A

Medical condition or disorder, other than one
resulting from an occupational injury, caused by
exposure to environmental factors associated
with employment.

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72
Q

Occupational injury

A

Injury that results from a work-related accident
or exposure involving a single incident in the
work environment.

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73
Q

Occupational Safety and

Health (OSH) Act -1970

A

U.S. act that established the first national policy
for workplace safety and health and continues
to deliver standards that employers must meet
to guarantee the health and safety of their
employees.

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74
Q

Offshoring

A

Method by which an organization relocates its
processes or production to an international
location through subsidiaries or third-party
affiliates.

75
Q 
Older Workers Benefit
Protection Act (OWBPA)-1990
A

U.S. act that amended the Age Discrimination in
Employment Act to include all employee
benefits; also provided standards that an
employee’s waiver of the right to sue for age
discrimination must meet in order to be upheld
by a court.

76
Q

Onshoring

A

Relocation of business processes or production
to a lower-cost location inside the same country
as the business.

77
Q

Outsourcing

A

Process by which an organization contracts with
third-party vendors to provide selected services/
activities instead of hiring new employees.

78
Q

Overtime pay

A

Required for nonexempt workers under U.S.
Fair Labor Standards Act at 1.5 times the
regular rate of pay for hours over 40 in a
workweek.

79
Q

Patient Protection and
Affordable Care Act
(PPACA -2010

A

2010 U.S. law that requires virtually all citizens
and legal residents to have minimum health
coverage and requires employers with more
than 50 full-time employees to provide health
coverage that meets minimum benefit
specifications or pay a penalty

80
Q

Phillips v. Martin Marietta

Corporation-1971

A

1971 U.S. case that stated that an employer
may not, in the absence of business necessity,
refuse to hire women with preschool-aged
children while hiring men with such children

81
Q

Portal-to-Portal Act-1947

A

U.S. act that defines what is included as hours
worked and is therefore compensable and a
factor in calculating overtime.

82
Q

Pregnancy Discrimination

Act (PDA)

A

U.S. act that prohibits discrimination on the
basis of pregnancy, childbirth, or related
medical conditions.

83
Q

Principal-agent problem

A

Situation in which an agent (e.g., an employee)
makes decisions for a principal (e.g., an
employer) potentially on the basis of personal
incentives that may not be aligned with the
principal’s incentives.

84
Q

Process alignment

A

Extent to which underlying operations such as

IT, finance, or HR integrate across locations.

85
Q

Protected class

A

People who are covered under a particular

federal or state anti discrimination law.

86
Q

Prudent person rule

A

States that a fiduciary of a plan covered by the
U.S. Employee Retirement Income Security Act
has legal and financial obligations not to take
more risks when investing employee benefit
program funds than a reasonably knowledgeable,
prudent investor would under similar
circumstances.

87
Q

Public comment period

A

Time allowed for the public to express its views
and concerns regarding an action of an
administrative agency.

88
Q

Quid pro quo harassment

A

Type of sexual harassment that occurs when an
employee is forced to choose between giving in
to a superior’s sexual demands and forfeiting an
economic benefit such as a pay increase, a
promotion, or continued employment.

89
Q

Reasonable

accommodation

A

Modifications or adjustments to a job or job
application process that accommodate persons
with disabilities but do not impose a
disproportionate or undue burden on the
employer

90
Q

Redeployment

A

Process by which an organization moves an
employee out of an international assignment;
can involve moving back to the home country,
moving to a different global location, or moving
to a new location or position in the current host
country.

91
Q

Regulation

A

Rule or order issued by an administrative
agency of government, which usually has the
force of law

92
Q

Repatriation

A

Process by which employees returning from
international assignments reintegrate into their
home country’s culture, conditions, and
employment.

93
Q

Residual risk

A

Amount of uncertainty that remains after all risk

management efforts have been exhausted.

94
Q

Reverse innovation

A

Innovations created for or by emerging economy markets and then imported to
developed-economy markets.

95
Q

Risk

A

Uncertainty that has an effect on an objective,
where outcomes may include opportunities,
losses, and threats.

96
Q

Risk appetite

A

Amount of uncertainty an organization is willing
to pursue or to accept to attain its risk
management goals.

97
Q

Risk control

A

An action taken to manage a risk

98
Q

Risk management

A

System for identifying, evaluating, and
controlling actual and potential risks to an
organization.

99
Q

Risk position

A

An organization’s desired gain or acceptable

loss in value.

100
Q

Risk scorecard

A

Tool used to gather individual assessments of
various characteristics of risk (e.g., frequency of
occurrence; degree of impact, loss, or gain for
the organization; degree of efficacy of current
controls).

101
Q

Risk tolerance

A

Amount of uncertainty an organization is willing
to pursue or to accept to attain its risk
management goals.

102
Q

Sarbanes-Oxley Act (SOX)

A

U.S. act that requires that all publicly held
companies establish internal controls and
procedures for financial reporting to reduce the
possibility of corporate fraud

103
Q

Sexual orientation

A 
Sexual, romantic, or emotional/spiritual
attraction that one feels for persons of the
opposite sex or gender, the same sex or
gender, or both sexes and more than one
gender
104
Q

Single loss expectancy

SLE

A

Expected monetary loss every time a risk
occurs; calculated by multiplying asset value by
exposure factor.

105
Q

Sustainability

A

Practice of purchasing and using resources
wisely by balancing economic, social, and
environmental concerns, with the goal of
securing the interests of present and future
generations.

106
Q

Triple bottom line

A

Economic, social, and environmental impact
metrics used to determine an organization’s
success.

107
Q

Uniform Guidelines on
Employee Selection
Procedures

A

Procedural document designed to assist
employers in complying with federal regulations
prohibiting discrimination

108
Q

Uniformed Services
Employment and
Reemployment Rights Act
(USERRA)-1994

A

U.S. act that protects the employment,
reemployment, and retention rights of persons
who serve or have served in the uniformed
services.

109
Q

Vesting

A

Process by which a retirement benefit becomes

non-forfeitable

110
Q

veto

A

Action of rejecting a bill or statute.

111
Q

Vicarious liability

A

Legal doctrine under which a party can be held

liable for the wrongful actions of another party.

112
Q

Weingarten rights

A

Union employees’ right in U.S. to have a union
representative or coworker present during an
investigatory.

113
Q

Whistleblowing

A

Reporting of an organization’s violations of

policies and processes by employees.

114
Q

Worker Adjustment and
Retraining Notification
(WARN) Act-1988

A

U.S. act that requires some employers to give a
minimum of 60 days’ notice if a plant is to close
or if mass layoffs will occur.

115
Q

Workweek

A

Any fixed, recurring period of 168 consecutive

hours (7 days times 24 hours = 168 hours).

116
Q

foreign direct investment (FDI)

A

the investment of foreign assets into domestic structures, equipment, and organizations. In 2012, according to the United Nations Conference on Trade and Development (UNCTAD), FDI inflow into developing economies exceeded flows to developed economies for the first time.

117
Q

global remittances

A

monies sent back home by migrants working in foreign countries.

118
Q

“demographic dichotomy.

A

the workforce in emerging economies is becoming disproportionately young while the workforce in developed economies is rapidly aging

119
Q

hyperconnectivity

A

“increasing digital interconnection of people—and things—anytime and anyplace.” It is the purely digital/virtual aspect of globalization’s “accelerating interconnectedness

120
Q

Push and Pull Factors Definition

A

Organizations have been pushed toward globalization in reaction to changes in the business environment. They have been pulled toward change through the promise of achieving greater organizational value through globalization.

121
Q

Push Factors example

A

A need for new markets.
Increased cost pressures and competition.
Shortfalls in natural resources and talent supply.
Government policies
Trade agreements.
A globalized supply chain.

122
Q

Pull Factors

A

Greater strategic control
Government policies that promote outward foreign investment.
Trade agreements.

123
Q

Local responsiveness LR

A

emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems.

124
Q

Four Drivers of Globalization Strategy

A

Market,cost,Goverment,

competitive

125
Q

four strategic options for MNE’S

A

international, multidomestic, global, and transnational.

126
Q

International strategy

A

Low GI, Low LR
low in global integration—in that there is little pressure to increase efficiency—and also low in local responsiveness—in that there is little advantage in tailoring products or services to individual foreign markets.

127
Q

Multidomestic strategy.

A

Low Gl, High LR
organizations with subsidiaries in multiple countries that operate with a fair degree of independence from each other and from headquarters, which remains in the home country.

128
Q

Global strategy (4 matrix)

A 
High GI, Low LR
 The headquarters (which may or may not be in the originating country) maintains a strong relationship with each subsidiary, integrating operations to take advantage of conditions in subsidiary markets, such as inexpensive labor or materials, and standardizing its products or services. Because of this, subsidiaries have less freedom to adapt to local markets.
129
Q

Transnational organizational structure

A

HI GI, HI LR
simultaneous pressures to standardize and localize. The TNC locates its value chain activities wherever it is most advantageous. In this sense, the organization is highly integrated. The nature of TNCs’ industries includes strong local competition, which requires that subsidiaries have the autonomy to adapt to local cultures and to respond quickly to opportunities and competitive threats

130
Q

“glocalization”

A

an organization with a strong global image but an equally strong local identity

131
Q

( globalization strategies)

Ethnocentrism

A

common in international strategies, which tend to be headquarters-focused.

132
Q

( globalization strategies)

Polycentrism

A

characteristic of MNEs pursuing multidomestic strategies, a “confederation” style.

133
Q

( globalization strategies)

Regiocentrism

A

typical of global organizations, which have a bias toward the home country.

134
Q

( globalization strategies)

Geocentrism

A

characteristic of transnational organizations, networks of highly integrated equals.

135
Q

other choices available within that basic GI-LR continuum

A

Two are described here: upstream and downstream strategies and identity and process alignment

136
Q

Upstream

A
  • Decisions are made at the organization’s headquarters level.
  • Decisions apply to strategy and coordination and focus on standardization of processes and integration of resources.

Strategies for:

-Workforce alignment
-Organizational
development
-Sharing of knowledge and experience

137
Q

Downstream

A 
- Decisions are made 
 at the local level.
- Decisions aim at 
 adapting strategic 
 goals and plans to 
 local realities—in 
 other words, local 
 responsiveness.

Strategies for:

  • Agreements with local workforce groups
  • Adjustments to standard policies on working conditions to reflect local cultural practices (for example, holidays and break times)
  • Adjustments based on local legal requirements
138
Q

Identity Alignment

A

Extent to which:

-Diversity is embraced in management of people, products/services, and branding.
-Differences among locations are embraced.
-Product/service offerings and brand identity may be adjusted to accommodate local cultures.
Example: Global fast-food chains offer localized menu options in addition to standard menu items.

139
Q

Identity Alignment Challenges

A

Unless corporate brand is well-established, localized offerings may dilute brand.
Local approaches may diffuse core identity.

140
Q

Process Alignment

A

Extent to which underlying operations such as IT, finance, or HR integrate across locations.

Example: Business where units have a common platform:

  • Single technology used in all locales.
  • Same business performance metrics in all locales.
  • Unified HR systems in place in all locales.
141
Q

Process Alignment challenges( Globalization Context)

A

Businesses built through acquisitions often have separate processes; tendency is for each unit to operate independently and retain many of its original practices

142
Q

Reasons for Offshoring

A

Lower costs (e.g., lower wages, less expensive facilities).

Closer proximity to necessary production resources.

More favorable economic climate for corporate taxation.

Financial incentives (e.g., direct cash payments, low-interest loans)

Access to talent
Round the clock shifts

143
Q

Globalists

A

Spend their entire careers in international assignments, moving from one locale to another

144
Q

Local hires

A

Hired locally in subsidiary countries (and are also known as HCs, host-country nationals)

145
Q

Short-term assignees

A

On assignment for less than a year but more than a few weeks, often without moving the family

146
Q

International assignees

A

Traditional expatriates (a person who lives outside their native country) on full relocation assignments lasting from one to three years

147
Q

Commuters

A

Traditional expatriates on full relocation assignments lasting from one to three years

148
Q

Just-in-time expatriates

A

Ad hoc or contract workers hired for a single assignment

149
Q

global mindset

A

the ability to value and to consider the perspectives and backgrounds of all parties in global mindset

150
Q

What is Intercultural wisdom

A

also called cultural intelligence; capacity to recognize, interpret and behaviorally adapt to multicultural situations and contexts.

151
Q

Schein Model of culture

A

Artifacts and products: a culture obvious differences such as food or dress

Norms and Values: Less obvious sense of what is what and wrong

Basic assumptions: Cultures core beliefs about how the world is and ought to be.

152
Q

High and low context cultures

A

Concept developed by Edward T Hall

High Context: requires great deal of background. complex long standing networks of relationships - consistent with homogenous ethnic groups

low context: relationship have les history . communication must be very explicit in terms on desired effect of understanding

153
Q

four dynamics that can work against organizational inclusiveness

A

Covering (or, in her terms, the tendency of “out-group employees [to] try to conform”)
Prototypes for success: a “similarity bias” that tends to reward (with assignments, promotions, etc.) people who share the same traits as management.
Bias-based exclusion: discriminatory treatment of minority employees.
Majority backlash: the result of members of the majority feeling excluded from the benefits of diversity initiatives.

154
Q

intercultural wisdom

A

cultural intelligence; capacity to recognize, interpret and behaviorally adapt to multicultural sit.

155
Q

emotional intelligence

A

he capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically.

156
Q

Hofstede’s dimension of culture

A 
POWER DISTANCE INDEX (PDI)
INDIVIDUALISM VERSUS COLLECTIVISM (IDV)
MASCULINITY VERSUS FEMININITY (MAS)
UNCERTAINTY AVOIDANCE INDEX (UAI)
LONG TERM ORIENTATION VERSUS SHORT TERM NORMATIVE ORIENTATION (LTO)
INDULGENCE VERSUS RESTRAINT (IVR)
157
Q

LONG TERM ORIENTATION VERSUS SHORT TERM NORMATIVE ORIENTATION (LTO)

A

Societies who score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion.

Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.

158
Q

UNCERTAINTY AVOIDANCE INDEX (UAI)

A

The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen?

Countries exhibiting strong UAI maintain rigid codes of belief and behaviour, and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.

159
Q

INDULGENCE VERSUS RESTRAINT (IVR)

A

Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms.

160
Q

MASCULINITY VERSUS FEMININITY (MAS)

A

The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness, and material rewards for success. Society at large is more competitive. Its opposite, Femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented.

In the business context Masculinity versus Femininity is sometimes also related to as “tough versus tender” cultures.

161
Q

POWER DISTANCE INDEX (PDI)

A

This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people.

People in societies exhibiting a large degree of Power Distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low Power Distance, people strive to equalise the distribution of power and demand justification for inequalities of power.

162
Q

INDIVIDUALISM VERSUS COLLECTIVISM (IDV)

A

The high side of this dimension, called Individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families.

Its opposite, Collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular ingroup to look after them in exchange for unquestioning loyalty. A society’s position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we.”

163
Q

Trompenaars and Hampden-Turner Dilemmas

A 
Universalism versus particularism.
Individualism versus communitarianism.
Specific versus diffuse.
Neutral versus emotional.
Achievement versus ascription.
Sequential time versus synchronous time.
Internal direction versus outer direction.
164
Q

Universalism (cultural dimensions)

A

People place a high importance on laws, rules, values, and obligations. They try to deal fairly with people based on these rules, but rules come before relationships.

Help people understand how their work ties into their values and beliefs.
Provide clear instructions, processes, and procedures.
Keep promises and be consistent.
Give people time to make decisions.
Use an objective process to make decisions yourself, and explain your decisions if others are involved.

Typical universalist cultures include the U.S., Canada, the U.K, the Netherlands, Germany, Scandinavia, New Zealand, Australia, and Switzerland.

165
Q

Particularism (cultural dimension)

A

People believe that each circumstance, and each relationship, dictates the rules that they live by. Their response to a situation may change, based on what’s happening in the moment, and who’s involved.

Give people autonomy to make their own decisions.

Respect others’ needs when you make decisions.

Be flexible in how you make decisions.

Take time to build relationships and get to know people so that you can better understand their needs.
Highlight important rules and policies that need to be followed.

Typical particularistic cultures include Russia, Latin-America, and China.

166
Q

Individualism (culture dimension)

A

People believe in personal freedom and achievement. They believe that you make your own decisions, and that you must take care of yourself.

Praise and reward individual performance.

Give people autonomy to make their own decisions and to use their initiative.

Link people’s needs with those of the group or organization.

Allow people to be creative and to learn from their mistakes.

Typical individualist cultures include the U.S., Canada, the U.K, Scandinavia, New Zealand, Australia, and Switzerland.

167
Q

Communitarianism (cultural dimension)

A

People believe that the group is more important than the individual. The group provides help and safety, in exchange for loyalty. The group always comes before the individual.

Praise and reward group performance.

Don’t praise individuals publicly.

Allow people to involve others in decision making.

Avoid showing favoritism.

Typical communitarian cultures include countries in Latin-America, Africa, and Japan

168
Q

Specific (cultural dimension)

A

People keep work and personal lives separate. As a result, they believe that relationships don’t have much of an impact on work objectives, and, although good relationships are important, they believe that people can work together without having a good relationship.

Be direct and to the point.

Focus on people’s objectives before you focus on strengthening relationships.

Provide clear instructions, processes, and procedures.

Allow people to keep their work and home lives separate.

Typical specific cultures include the U.S., the U.K., Switzerland, Germany, Scandinavia, and the Netherlands.

169
Q

Diffuse (cultural dimension)

A

People see an overlap between their work and personal life. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially. People spend time outside work hours with colleagues and clients.

Focus on building a good relationship before you focus on business objectives.

Find out as much as you can about the people that you work with and the organizations that you do business with.

Be prepared to discuss business on social occasions, and to have personal discussions at work.

Try to avoid turning down invitations to social functions

Typical diffuse cultures include Argentina, Spain, Russia, India, and China.

170
Q

Neutral (cultural dimension)

A

People make a great effort to control their emotions. Reason influences their actions far more than their feelings. People don’t reveal what they’re thinking or how they’re feeling.

Manage your emotions effectively.

Watch that your body language doesn’t convey negative emotions.

“Stick to the point” in meetings and interactions.
Watch people’s reactions carefully, as they may be reluctant to show their true emotions.

Typical neutral cultures include the U.K., Sweden, the Netherlands, Finland, and Germany.

171
Q

Emotional/affective (cultural dimension)

A

People want to find ways to express their emotions, even spontaneously, at work. In these cultures, it’s welcome and accepted to show emotion.

Open up to people to build trust and rapport .

Use emotion to communicate your objectives.

Learn to manage conflict effectively, before it becomes personal.

Use positive body language .

Have a positive attitude .

Typical emotional cultures include Italy, France, Spain, and countries in Latin-America.

172
Q

Achievement (cultural dimension)

A

People believe that you are what you do, and they base your worth accordingly. These cultures value performance, no matter who you are.

Reward and recognize good performance appropriately.

Use titles only when relevant.

Be a good role
model .

Typical achievement cultures include the U.S., Canada, Australia, and Scandinavia.

173
Q

Ascription (cultural dimension)

A

People believe that you should be valued for who you are. Power, title, and position matter in these cultures, and these roles define behavior.

Use titles, especially when these clarify people’s status in an organization.

Show respect to people in authority, especially when challenging decisions.

Don’t “show up” people in authority.
Don’t let your authority prevent you from performing well in your role

Typical ascription cultures include France, Italy, Japan, and Saudi Arabia.

174
Q

Sequential Time (cultural dimension)

A

People like events to happen in order. They place a high value on punctuality, planning (and sticking to your plans), and staying on schedule. In this culture, “time is money,” and people don’t appreciate it when their schedule is thrown off.

Focus on one activity or project at a time.

Be punctual.

Keep to deadlines.

Set clear deadlines.

Typical sequential-time cultures include Germany, the U.K., and the U.S.

175
Q

Synchronous Time (cultural dimension)

A

People see the past, present, and future as interwoven periods. They often work on several projects at once, and view plans and commitments as flexible.

Be flexible in how you approach work.

Allow people to be flexible on tasks and projects, where possible.

Highlight the importance of punctuality and deadlines if these are key to meeting objectives.

Typical synchronous-time cultures include Japan, Argentina, and Mexico.

176
Q

Internal Direction (cultural dimension)

A

(This is also known as having an internal locus of control .) People believe that they can control nature or their environment to achieve goals. This includes how they work with teams and within organizations.

Allow people to develop their skills and take control of their learning.

Set clear objectives that people agree with.

Be open about conflict and disagreement, and allow people to engage in constructive conflict.

Typical internal-direction cultures include Israel, the U.S., Australia, New Zealand, and the U.K.

177
Q

Outer Direction (cultural dimension)

A

(This is also known as having an external locus of control .) People believe that nature, or their environment, controls them; they must work with their environment to achieve goals. At work or in relationships, they focus their actions on others, and they avoid conflict where possible. People often need reassurance that they’re doing a good job.

Provide people with the right resources to do their jobs effectively.

Give people direction and regular
feedback , so that they know how their actions are affecting their environment.

Reassure people that they’re doing a good job.
Manage conflict quickly and quietly.

Do whatever you can to boost people’s confidence.

Typical outer-direction cultures include China, Russia, and Saudi Arabia.

178
Q

Civil Law

A

a system based on: Written codes (laws, rules or regulations) approved by legislative bodies.

179
Q

Common Law

A

based on legal precedent: each case is considered in terms of how it relates to judicial decisions that have already been made.

180
Q

Religious Law

A

Law based on religious beliefs and conventions: mix of written codes and interpretations by religious scholars

181
Q

Rule of Law

A

ancient concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written & publicly disclosed laws.

182
Q

due process

A

Due process is a requirement that legal matters be resolved according to established rules and principles, and that individuals be treated fairly. Due process applies to both civil and criminal matters

183
Q

Jurisdiction

A

right of a legal body to exert authority over a given geographical territory, subject matter or persons or institutions. Directly affects global orgs.

184
Q

Forum Shopping

A

Forum shopping refers to the practice of choosing the court or jurisdiction that has the most favorable rules or laws for the position being advocated. A party can forum shop when more than one court has jurisdiction over the dispute, choosing the court that gives it an advantage over the opposing party.

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