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International Management > Exam 3 > Flashcards

Exam 3 Flashcards

(93 cards)

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0
Q

Expatriates

A

Employees from a country different from the one in which they’re working

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1
Q

Types of employees in multinational organizations

A

Expatriate, home country nationals, third country nationals, host country nationals, inpatriate, flexpatriates, international cadre

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2
Q

Home country nationals

A

Expatriate employees from the parent firms home country

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3
Q

Third country nationals

A

Expatriate workers from neither the host or home country

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4
Q

Host country nationals

A

Local workers who came from the host country where the unit is located

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5
Q

Inpatriate

A

Employees from foreign countries who work where the parent company is located

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6
Q

Flexpatriates

A

Employees who are sent on frequent by short term international assignments (military)

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7
Q

International carde

A

Managers who specialize in international assignments

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8
Q

Cross cultural training

A

Increases the relational abilities of failure expatriates and their spouses and families

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9
Q

Headquarters based compensation

A

Paying home country wages regardless of location

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10
Q

Host based compensation system

A

Adjusting wages to local lifestyles and costs of living

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11
Q

Global pay systems

A

Worldwide job evaluations, performance appraisal methods, and salary scales are used

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12
Q

Repatriation problems

A

Difficulties in coming back to their home country and reconnecting to home organization

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13
Q

3 basic cultural problems “reverse cultural shocks”

A

Adapt to work environment and culture of home office, relearn to communicate with others in home/organization, need to adapt to basic living environment

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14
Q

What percent of women get international assignments

A

12%

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15
Q

2 myths of women going international

A

1: women don’t want international assignments 2: women will fail in international assignments because of the foreign cultures prejudices against local women

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16
Q

Ethnocentric IHRM

A

All aspects of HRM tend to follow the parent organizations home country HRM practices

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17
Q

Regiocentric IHRM

A

Region wide HRM policies adopted

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18
Q

Polycentric IHRM

A

Firm treats each country level organization separately for HTM purposes

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19
Q

Global IHRM orientation

A

Recruiting and selecting worldwide and assigning the best managers to international assignments regardless of nationality

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20
Q

Characteristics of national context that affect IHRM

A

Education, training of labor, laws and cultural expectations for wages, promotions and regarding labor practices

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21
Q

Recruitment in collectivist countries

A

Tend to prefer employees who have friends or family who also work for the company

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22
Q

In collectivist countries, selection of employees is based on

A

The in group, preference for families and friends, value potential, trustworthiness, and loyalty

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23
Q

Two types of training programs

A

Cooperative and company based voluntarism

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24
Cooperative training programs
Legal and historical precedents for cooperations among companies, union and the government
25
Company based voluntarism training programs
Lack of institutional pressures to provide training
26
Compensation is based on what 2 factors
External (local and national wages, gov regulation) and internal (include the importance of the job to the organization, ability to pay, and the employees worth to the company)
27
Nenpo compensation system
Based on yearly performance evaluations that emphasize goals (started by Honda)
28
Types of unions
Enterprise, craft Union, industrial, local, ideological, white collar
29
Enterprise Union
Represents all people in one organization, regardless of occupation or location
30
Craft Union
Represents people from one occupation group, such as plumbers
31
Industrial union
Represents all people in a particular industry, regardless of occupation type
32
Local Union
Represents one occupational group in one country
33
Ideological Union
Represents all types of workers based on some particular ideology or religious orientation
34
White collar/professional Union
Represents particular occupational group, similar to craft Union
35
High context languages
People state things indirectly and implicitly generating multiple meanings depending on context
36
Low context languages
People state things directly and explicitly so you don't have to understand contexts
37
Whorf hypothesis
A society's language determines the nature of its culture
38
Formal communication
Acknowledges rank, titles, and ceremony in prescribed social i differences
39
Aspects of nonverbal communication
Kinesics, proxemics, haptics, oculesics, and olfactics
40
Kinesics
Body movements
41
Proxemics
Distance between speakers
42
Haptics
physical contact (shaking hands)
43
Oculesics
Eye contact (considered rude in Japan)
44
Olfactics
Smells
45
Interpreters role
Good to meet with before and review message and points of message, request that your interpreter apologizes for your inability to speak the language
46
Steps in international negotiations
Preparation, build the relationship, exchange information and first offer, persuasion, concessions, agreement, and post agreement
47
Preparation
Determined if the negotiation is possible, know what your company wants, be aware of what can be compromised, understand other side and prepare for long negotiation
48
Building the relationship
first stage of the actual negotiation process- does not focus on business, get to know partners
49
Exchange info and first offer
Both parties exchange information on their needs, parties exchange task related information (actual details) and first offer
50
Persuasion stage
When each side in the negotiation attempts to get the other side to agree to its position, heart of negotiation process (2 tactics: standard verbal/nonverbal and dirty tricks)
51
Concession making
Requires that each side relay some of its demands
52
Styles of concession
Sequential approach, holistic approach
53
Sequential approach
Each side reciprocates concessions made by the other side
54
Holistic approach
Each side makes very few concessions until the end of the negotiation
55
Post agreement
Commonly ignored, consists of an evaluation of the success of a competed negotiation
56
Work centrality
Value of work in a persons life
57
Work obligation norms
Degree to which work is seen as an obligation or duty to society
58
Extrinsic work values
Individuals express preference for the security aspect of jobs such as income, job security, and less demanding work
59
Intrinsic work values
Express preferences for openness to change job aspects, such as creativity (non profit work)
60
Theories of work motivation
Need theory and process theory
61
Need theory
Assumes that people can satisfy basic human needs in the work setting
62
Process theory
Arising from needs and values combined with an individual's beliefs regarding the work environment
63
4 needs theories of motivation
Maslow's need hierarchy, ERG theory, motivator hygiene theory, achievement motivation
64
Maslows hierarchy of needs
5 basic types of needs (physiological, security, affiliation, esteem, and self actualization)
65
Alderfer's ERG theory
Simplified hierarchy (existence, relatedness, growth), frustration of a need motivates the satisfying of a need
66
Motivator hygiene theory
Assumes that a job has two basic characteristics 1. Motivators (job content, challenging job) 2. Hygiene factors (job correct, good benefits)
67
Achievement motivation theory
Suggests only some people have need to win competitively or to exceed a standard of excellence 3 keg needs
68
3 key needs of achievement motivation theory
Achievement, affiliation and power
69
Herzberg 2 factor theory
Hygiene factors and motivators
70
Expectancy theory
Assumes motivation. Includes individuals desire to satisfy needs and beliefs in how much effort will eventually lead to satisfying needs
71
Motivation =
Expectancy + valence + instrumentality
72
Valence
Value attached to the outcome of efforts
73
Instrumentality
Links between early and later results of work efforts
74
Equity theory
Focuses on the fairness that people perceive in the rewards that they receive for their efforts at work
75
3 principles of allocating rewards
Principle of equity (based on contributions) principle of equality (based on equal divisions of rewards), and principle of needs
76
Goal setting theory
Assumes that mere existence of a goal is motivating
77
Reinforcement theory
Operant conditioning- proposes behavior is a function of its consequences (positive reinforcement vs punishment)
78
Bottom line of expectancy theory
Key is identifying nationally appropriate rewards that have positive valence
79
Bottom line of equity theory
Assess meaning and principle of equity in national context
80
Bottom line of goal setting theory
Should goals be group/individual, should workers/leaders set goals
81
Bottom line of reinforcement theory
What people value at work and the instrumental environment will affect types of avaliable rewards in a society
82
Sociotechnical systems (STS) approach
Focuses on designing motivating jobs by blending the social needs of workers with technology
83
Great person theory
Idea that leaders are born with unique characteristics that make them different
84
Two major types of leadership behaviors
Task centered and person centered
85
Task centered leaders
Focus on completing tasks by giving subordinates specific standards, schedules and tasks
86
Person centered leader
Focus on meeting social and emotional needs of employees
87
Contingency theories
assumption that appropriate leadership styles depend on the situation
88
Two North American contingency theories of leadership
Fielders theory of leadership and path goal theory
89
Fielders theory of leadership
Assumes that managers tend to be either task or person centered (success depends on 3 characteristics: leader member relations, task structure, and position power)
90
Path goal theory
4 leadership styles that a manager might choose 1. Directive ( give directions) 2. Supportive (relationships) 3. Participative 4. Achievement oriented (setting goals)
91
National context contingency model of leadership
Shows how culture and related social institutions affect leadership practices
92
Team oriented leaders are preferred where?
Latin European, east European, and southern Asian

International Management (3 decks)

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