exam 1 Flashcards
(99 cards)
1
Q
“Culture” definition Hofstede
A
“the collective programming of the mind which
distinguishes the member of one group or category
of people from another”
2
Q
How does culture affect business?
A
Hiring, interaction, class/gender structure, how to reward people, negotiations
3
Q
Hofstedes dimensions
A
- how does national culture influence management practices? six aspects of national culture that affect organisations: -Individualism/Collectivism -Power distance -Avoidance of uncertainty -Masculinity/Femininity -Long-Term Orientation -Indulgence/Restraint
4
Q
Hofstede Individualism:
A
- degree to which individuals are integrated into groups
- ties between individuals are loose
- people are expected to look after themselves and immediate family
- USA, canada, germany, france, sweden etc
- identity based on individual
- right to private life
- vlue standards shold apply to all (universalism)
- emphasis on individual achievement and initiative (leadership ideal)
- decisions based on individuals needs
5
Q
Hofstede Collectivism:
A
- people are integrated into strong, cohesive ingroups, protectiing them in exchange for unquestioning loyalty
- China, Indonesia, thailand etc
- identity based on social system
- private life invaded by institutions and organisation one belongs to
- value standards differ for in and out groups: particularism
- emphasis on belonging: membership ideal
- decisions made according to whats best for the group
6
Q
Hofstede collectivism work:
A
- employees act in interest of their in group
- relatives of employer and employee preferred in hiring
- personal relationships prevail over task and company
- entrepreneurs report contribution of others to results
7
Q
Hofstede individualism work:
A
- employees supposed to act as economic men
- family relationships seen as disadvantage in hiring
- task and company prevail over personal relationships
- entrepreneurs claim own results without contribution of others
8
Q
change and culture: individualism
A
-focus on how change is good for them
-allow indidivuals to ask and formulate questions
-
9
Q
change and culture: collectivism:
A
- focus on how change is good for the group
- allow the group to ask and formulate questions
- allow the group to consult with each other and spedn time working on their responses, questions and concerns
10
Q
Power distance:
A
-the extent to which less powerful members accept
and expect that power is distributed unequally
-represents inequality, but defined from below, not
from above
-suggests that followers as much as leaders endorse a
society’s level of inequality
-the extent to which children are socialised towards
obedience or towards initiative.
11
Q
Measuring power distance:
A
- employees express disagreement with management?
- employee loses respect for manager who asks for their advice before making a decision
12
Q
Hofstede power distance norms low:
A
- all should be interdependent
- powerful people should try to look less powerful than they are
- older people are neither respected nor feared
- all should have equal rights
- the system is to blame
13
Q
Hofstede power distance norms high:
A
- a few should be independent
- powerful people should try to look powerful
- older people respected and feared
- power hlders are entitled to privilege
14
Q
Hofstede power distance work high:
A
- centralised decision structures
- subordinates expect to be told
- innovations need good support from hierarchy
- information constraint by hierarchy
15
Q
Hofstede power distance work low:
A
- decentralised decision structures
- subordinates expect to be consulted
- openness with information
16
Q
change and power distance: hierarchical
A
- senior staff makes announcements
- use legitimate power to exercise authority
- tell subordinates what to do differently
17
Q
change and power distance: egalitarian
A
- use influenceing skills
- include them in decision
- allow for questions
- provide a forum for discussion
18
Q
uncertainty avoidance:
A
- deals with societies tolerance for uncertainty and ambiguity
- indicates to which extend a culture programs its members to either feel comfortable or uncomfortable in unstructured situations
- high UAI tries to minimise uncertainty by strict laws, rules and security measures
- people in high UAI are more emotional and motivated by inner nervous energy
19
Q
measuring uncertainty avoidance
A
-company rules should not be broken
-competition among employees does more harm than good
-
20
Q
Hofstede uncertainty avoidance norms: high
A
- expressions of emotions
- Xenophobia
- conservatism, law and order
- older people are respected and feared
21
Q
Hofstede uncertainty avoidance norms: low
A
- suppression of emotions
- tolerance of diversity
- oppenness to change and innovation
- younger people are respected
22
Q
Hofstede uncertainty avoidance work: low
A
- weak loyalty to empoyer
- top managers involved in strategy
- many new trademarks granted
- belief in generalist and common sense
23
Q
Hofstede uncertainty avoidance work: high
A
- strong loyalty to employer
- top managers involved in operations
- belief in specialists and expertise
24
Q
uncertainty avoidance and change: high
A
- provide specific rules and structures
- recognise their need for information
- lots of data and structure logically
- provide examples
- provide cost-benefit analysis
- focus on compliance wiht procedures and policies
25
uncertainty avoidance and change: low
- reward creative behavior that moves issues forward
- focus on process of learning
- share information and open communication forums
- start with bottom line then build around their questions
- challenge and questions the way things are done
26
Masculinity
- refers to the distribution of emotional roles between the sexes
- in high MAS cultures gender roles are clearly distinct
- men are supposed to be assertive, tough and focused on material success, women on quality of life and be modest and tender
- femininity stands for a society where gender roles overlap
27
Hofstede masculinity-femininity:
-refers to the distribution of roles between the genders
-women's values differ less among societies than men's values
-men's values from one country to another contain a
dimension from very assertive and competitive and maximally
different from women's values on the one side, to modest and caring and similar to women's values on the other
-the assertive pole has been called 'masculine' and the
modest, caring pole 'feminine'
-women in feminine countries have the same modest, caringvalues as the men – the genders’ values are similar
-in the masculine countries they are somewhat assertive
and competitive, but not as much as the men, so that thesecountries show a gap between men's values and women's values.
28
Hofstede Masculinity-Femininity: masculinity:
-Have an opportunity for advancement to higher-
level jobs
-Have an opportunity for high earnings
-Have training opportunities
-Keep up to date with the technical developments relating to work
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Hofstede Masculinity-Femininity: femininity:
- work in a congenial and fiendly atmosphere
- have good physical working conditions
- have good working relationship with your manager
- work with people who cooperate well with each other
30
Hofstede Masculinity-Femininity - Norms: masculine:
- ego orientation
- money and things are important
- stress on what you do
- live in order to work
- sympathy for the strong
31
Hofstede Masculinity-Femininity - Norms: feminine:
- relationship orientation
- people and quality of life are important
- stress on who you are
- work in order to live
- sympathy for the weak
32
Hofstede Masculinity-Femininity - Work: masculinity
- emphasis on equity, mutual competition and performance
- career ambitions compulsary for men, optional for women
- fewer women in management
- resolutions of conflicts through denying them or fighting till the best man wins
33
Hofstede Masculinity-Femininity - Work: femininity
- emphasis on equality, solidarity and quality of work life
- career ambitions are optional for men and women
- more women in management
- resolutions of conflicts through problem solving, compromise and negotiation
34
Change and masculinity: masculinity
- task oriented
- show drive and ambition for completion of tasks
- be decisive
- communicate and respond with a sense of urgency
- deliver what you promised when you promised
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Change and masculinity: femininity
- relationship oriented
- stress interdependence
- focus on service to internal and external customer
- stress solidairyt and service
- emphasize modesty and humility
- be intuitive
36
short vs long term orientation
- LTO stands for fostering of virtues oriented towards future rewards
- STO stands for fostering of virtes realted to the past and present in particular respect for tradition, preservation of face and fulfilling social obligations
37
Hofstede Short vs. Long Term Orientation - Norms: STO
- quick reslts expected
- business focus on bottom line
- status not major issue in relationship
- shame is not a common feeling
- smaller share of income saved
- family and business spheres seperate
- people should be rewarded according to their abilities
- loyalty towards others can vary depending on business needs
38
Hofstede Short vs. Long Term Orientation - Norms: LTO
- persistence
- business focus on relationships and market positions
- relationships ordered by status
- a sense of shame is common
- larger share of income saved
- vertical and horizontal coordination: blending of business and family
- develop and maintain life long personal networks
- owners and workers share same aspirations
39
Indulgence vs restraint:
- indulgance stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun
- restraints stands for a society that supresses gratification of these needs and regulates it by means of strict social norms
40
Indulgence:
- freedom of expression, willing to voice your own opinion
- controlling your own life-need for autonomy in the job
- focus on happiness over loyalty to employer
- demonstrate happiness through smiling
41
Restraint:
- following orders
- loyalty and sense of duty over happiness
- doing what is right
- having patience and self control
42
Trompenpaars dimensions:
- Communitarism vs individualism
- universalism vs particularism
- neutral vs emotional
- diffuse vs specific
- achievemtn vs ascription
- internal vs external control
- sequential vs synchronic
43
communitarism Trompenpaar:
- more freuquent use of we form
- decisions referred back y delegate to organisation
- people ideally achieve in groups which assume joint responsibility
- vacations in organised groups
- egypt, mexica, india, japan, france, china
44
individualism Trompenpaar:
- more frequent use of I form
- decisions made on spot by represantatives of organisation
- people ideally achieve alone
- vacations taken in pairs or alone
- Israel, canada, usa netherlands
45
Individualist culture Trompenpaar:
- allows oustanding individuals to mobilise vast resources
- supports freedom
- explores the unknown
- helps people help themselves
- supports dictators
- celebrates greed
- blames the victim
- kills and persecutes unionists
- competes against consumers
- consumes too much of the worlds resources
46
Communitarian culture Trompenpaar:
- shares burdens equally
- create team spirit
- leave a legacy for future generations
- learn together
- colldes to fix prices
- prevents individual escape from shared misery
- engenders pyramids of sacrifice
47
Guidlines for dealing with individualists Trompenpaar
- prepare for quick decisions and sudden offers
- conducting business alone means the person is respected by the company and has its esteem
- aim to make a quick deal
48
Guidlines for dealing with communitarians Trompenpaar
- show patience when negotiating or discussing with them
- conducting business when surrounded by helpers means that the person has high status in organisation
- aim to build lasting relationships
49
Universalism-particularism Trompenpaar
- indicates how a society applies rules of morals and ethics
| - to what exten does a culture follow standardised rules?
50
Universalism Trompenpaar:
- what is good and true can be discovered, defined and applied to every situation
- rely on contract to communicate the terms of an agreement and define relationship between parties
- switzerland, canada, usa germany, sweden, UK
51
Particularism Trompenpaar:
- unique circumstances and relationships are more important than abstruct rules
- the legal contract communictes a starting point for an agreement, as circumstances change so do the terms of the agreement
- Korea, Russia, China, India, Japan, France
52
Universalist culture Trompenpaar:
- use court to mediate conflicts
- greater need to protect the truth
- lawyers involved in deals to ensure every detail is correctly mentioned
- employees compete harder for better job positions to climb up the hierarchy without caring about collegues
- welcomes diversity
- serves all equally
- celebrates science and technolgy
- objectifies beauty and character
- encourages litigation
- leads to fundemantalism
53
Particularist cultres Trompenpaar:
- based on logic of the heart and human friendship
- trust, rely and believe in the business relationship which was build up in the time before the contract was discussed
- strict regulations would offend the partner because they would think that they arent trusted
- often keep contract vague
- might try to negotiate after contract was signed
- celebrates what is unique
- encourages creativity
- is tailor made for you
- becomes secret, conspirational and racist
- prone to favoritism and privileges
- attacks science
54
Guidelines for dealing with universalists:
- be prepared for rational, professional arguments
| - do not take impersonal get down to business attitudes for rude
55
Guidelines for dealing with particularists
- be prepared for personal meandering that doesnt seem to be going anywhere
- do not take personal get to know you attitudes as small talk
56
Specific culturesTrompenpaar:
- analyze the problem
- establish human rights
- your word is your bond
- action precedes learning
- overreliance on money
- paralysis through analysis
- division of labour
- mechanism
- text
57
Diffuse cultures
-making quality everyones job
-considering balance and remote conseuences
-work as process
-connections over polarisations
-enabling network thinking
-trivializing details
moral indebtedness maintains hierarchy
-integration of labour
-organism
-context
58
Guidelines for dealing with specifics:
- stdy their objectives, principles, targets
- be quick and efficient
- strcture meetings
59
Guidelines for dealing with particulars:
- study their history and future vision
- take time, there are many roads to rome
- allow the meeting to flow
60
Achieved status Trompenpaar:
- inspires hard work
- self motivted and self made
- celebrates heroes
- achievements build reputations
- dark side of winning
- trivialises attainment
61
Ascriebd satus Trompenpaar::
- public spirited
- founded on trust
- self fullfilling prophecy
- nunrturing talent
- grou dynamics
- class solidarity
62
guidelines for dealing with achievers
- respect knowledge and information of achiever even if you suspect they are short on influence
- use the title that reflects your competence
- do not underestimate the need for the achiever to do better than expected
63
guidelines for dealing with ascribers:
- respect the status and influence of the ascriptive even if you suspect they are short of knowledge
- use the title that reflects your degree fo influence in the org.
- do not underestimates the need of ascriptives to make the ascriptions come true
64
Internal control Trompenpaar:
- private concsience
- i do it my way
- i am the master of my fate
- dare to rebel against injustice
- takes over the earth
- celebrates the toughest
- worships weapons
65
External control Trompenpaar:
- in touch with environment
- use opponents strengths against him
- sicide culture
66
guidelines for dealing with internally controlled
- playing hard ball is okay
- most important to win your objective
- win some, lose some
67
guidelines fo dealing with externally controlled
- softness, persistence, politeness and patience will bring rewards
- most important to maintain your relationship
- win together lose apart
68
Neutral Trompenpaar:
- hide their emotions
- dont express what they are thinking
- certain emotions are considered improper to show publicly
- feel discomfort with physical contact in public
- imprtant not to let emotion influence decision making
69
affective Trompenpaar:
-express their emotions naturally
-reactions are shown immediately
dont avoid physical contact
-may communicate enthusiastically and with raised voices
70
guidelines for dealing with neutrals
- put as much as u can on paper before meeting
- lack of emotional tone doesnt mean they are not interested
- discussions focused on objects and not persons
71
guidelines for dealing with affectives
- when they express goodwill respond warmly
- enthusiam and readiness to agree dont mean that they have made up their minds
- be prepared for disussion mostly being focused on you as a person
72
sequential time Trompenpaar:
- time is money
- celebrates youth
- celebrates the quick buck
- race with the clock
- overtaken by events
- miss enjoyment of achievements
- cuts us off from here and now
73
synchronous time Trompenpaar:
- can do many things simultaniuosly
- delivers just in time
- the end is also a beginning
- forces you to respond to anothers rythm
- obliges you to give people time
74
Guidelines for dealing with sequential oriented
- employees feel rewarded by achieving planned goals
- employees most recent performance is major issue
- plan employees careers with them
75
Guidelines for dealing with synchronously oriented
- employees feel rewarded by improving relationships
- performance is viewed in context with history
- discuss employees aspirations in context of the company
76
cultural iceberg: internal culture
-beliefs, values, world views
-unconscious, difficult to change
right or wrong
concept of self
concept of beauty
work ethic
religious beliefs
77
cultural iceberg external culture
- explicitly learned
- external
- able to change
- literature, music, holiday customs, food, eating habits, style of dress
78
Hall dimensions:
- Space: personal/physical
- Time: monochronic/polychronic
- language: high context/low context friendships
79
Motive for behaving
- Being: motivation is internal, activities valued by ourselves but not neccessarily others in group
- being in becoming: motivation is to develop and grow in abilities which are valued by us
- Doing: motivation is external, activity that is valued by ourselves and approved by group
80
Edward hall: high context low context communication
- the degree to which the speaker relies on factors other than speech to convey their messages
- the degree to which non verbal or verbal cues are the most prominent
81
Edwards hall: high context cultures:
- collectivist, intuitive
- developing trust is the key
- more indirect, more formal
- nonverbal messages and gestures may be as important as what is said
- status and identity may be communicated non verbally
- face saving and tact may be important
- indirect routes and creative thinking are important alternatives to problem solving
- China, france, finland
82
Hall: low context cultures:
- logical, linear, action oriented, individualistic
- value logic, directness
- decisions based on facts
- roles and functions may be decoupled from identity and status
- direct questions and observations to clarify shared goals
- indirect cues may not be enough to get the others attention
- Germany, USA
83
High context:
-most information in physical context or initialised in the person
-knowledge is situational
-less i verbally expresed or written
-more internalised unterstanding of what is communicated
-often used in long term established relationships
-strong awareness of who is accepted/belongs vs outsiders
-relationships depend on trst and grow slowly and are stable
-how things get done depends on relationships
-ones identty is rooted in groups
-high reliance on non verbal elements: voice tone, facial expression, gestures, eye movement
-disagreement is personalised: one is sensitive to conflict in others expressed nonverbal communication
-multiple sources of information are used for learning
-learning occurs by observing others
-groups are preferred for learning and problem solving
-
84
Low context:
-the mass of information is vested in the explicit message
-rules are important
-more knowledge is public, easily accessible
-shorter communications
-knowledge is transferable
-task centered
-relationships begin and end quickly
-things get done by following procedures and paying attention to the goal
-identity is rooted in oneself and ones accomplishments
-message is carried more by words than nonerbal means
-verbal message is direct
communication as way of exchanging information
-disagreement is depersonalised, focus is on rational solutions
-source of information is used to develop knowledge
-focus on detail,
-learning occurs by following explicit directions and explanations of others
-individual orientation is preferred for learning and problem solving
-efficiency is valued
85
Hall: monochronic culture:
- punctuality, schedules, on time
- one task at a time
- time is inflexible
- work time is seperate from personal time
- interpersonal relations are subordinate to present schedule
86
Hall: polychronic culture:
- time is flexible
- many tasks are handled simultaniously
- present schedule is subordinate to interpersonal relations
- work time is not clearly sperate from personal time
- tasks are measured as part of the organisations overall goal
- appointment time is flexible: interpersonal relations coordinate activity
87
Nonverbal communication:
communication through means other than language, use of space, touch,, eye contact
88
organisational structure forms the organizaions culture:
- indicates hierarchy
| - formulises tasks, jobs and positions of its personnel and limits and responsibilities of work units
89
elements of organisational culture:
- the way customers are dealt with
- the existence of privilege for certain staff
- present significant barriers to change if people want to keep their culture
- training programs can show staff what behaviour is desireable and valued by senior management
- stories about past events in the organisation
- symbols (language, logos, status symbols...)
- power structures
- control systems
90
what is organisational culture?
- the collective programming of the mind which distinguishes the members of one organisations from another
- the way we do things around here
91
corporate cultures: Macho culture
- lots of risk taking, quick feedback
- emphasis on youth and speed
- quick decisions
92
corporate cultures: work hard play hard
- fun and action with quikc feedback
- low risk activities
- consmers very important
93
corporate cultures: bet your company
- high risk slow feedback
-years before pay off or failure
-much discussion to ensure right decision is being made
-
94
corporate cultures: the process culture
- low risk activities with little feedback
| - focuse on hwo things are done rather than what needs to be achieved
95
dension: internal or external:
- involvment and consistency (internal)
| - adaptibility and mission (external) focus on environment
96
family culture:(asian)
-personal but hierarchical
-power oriented
-sanctions throgh loss of affection
-high context
-high priority to effectivness
-low priority to efficiency
-communicate through:
example rather than intruction
cultivating stories to suit the case
using celebrations and events
-managers are seldom openly criticised
97
eiffel tower culture(latin)
- hierarchical
- role oriented
- specific relationships
- conflict seen as irrational
- ascribed status
- traditionally communication is top down
- information is power
- management may want to keep info from staff
98
guided missile culture(germanic):
-egalitarian
-individualistic
-impersonal and task oriented
-teams focusing on tasks
-motivation intrinsic
-employee value based on how much they contribute
pay for performance
-align yourself to keyprojects
-hold on to the bigger picture
-managers focuse on their own projects
-low power distance high uncertainty avoidance
99
Incubator culture (anglo/nordic model):
- achieved status
- minimal hierarchy and structure
- innovation
- focus on science
- top down communication is often ignored
- idea is king
- personal and elagitrian
- people are there to confirm, citizise, develop, find resources for and help complete innovative product
- leaders are those who impress
