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Global Mindset Competency Flashcards

Culture (70 cards)

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1
Q

Complex set of shared behaviors that distinguish groups.

A

Culture

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2
Q

Approaching culture as an anthropologist- understanding fundamental differences and universal constants can help with what?

A
  1. Resolution of dilemmas
  2. Achievement of cultural synergy.
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3
Q

Set of beliefs, attitudes, values, and perspectives on how the world works

A

Long definition of culture.

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4
Q

Describe groups who share a specific set of beliefs, attitudes, values, and perspectives.

A

Cultural groups

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5
Q

How and when does culture become tangible- Something we can see and talk about?

A

Culture becomes more observable when we look at cultural settings

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6
Q

Created whenever two or more people get together to perform some task. They can occur at work, home, school, house of worship, or a place for recreation.

A

Cultural Setting.

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7
Q

Geert Hofstede, a pioneer in intercultural business communication, notes that culture is only part of an individual’s makeup. It shares space with and can be affected by what?

A
  1. The individual’s personality
  2. Human nature
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8
Q

What are some explicit characteristics of culture

A

language, dress or manner

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9
Q

What are implicit characteristics of culture?

A

world views and cognitive habits.

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10
Q

What are the three separate layers of culture

A
  1. artifacts and products
  2. norms and values
  3. basic assumptions
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11
Q

These include culture’s obvious features like food, dress, architecture, humor and music.

A

Artifacts and products.

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12
Q

The capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.

A

Cultural Intelligence

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13
Q

In International Dimensions of Organizational Behavior, Nancy J. Adler describes 3 aspects of cultural intelligence. List them

A
  1. Cognitive
  2. Motivational
  3. Behavioral
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14
Q

Includes thinking, learning, strategizing. This involves developing a knowledge of cultural differences and similarities and being best able to use that knowledge to determine how best to handle a cross-cultural situation.

A

Cognitive aspect of cultural intelligence

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15
Q

includes effectiveness, confidence, persistence, value congruence, and the level of attraction toward a new culture. This quality enables one to genuinely enjoy cultural differences rather than feeling threatened or intimidated by them

A

Motivational aspect of cultural intelligence

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16
Q

Includes an individual’s range of possible actions and responses to intercultural encounters. This quality enables one to be flexible and adapt in multicultural contexts.

A

Behavioral aspect of cultural intellignece

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17
Q

Edward T. Hall describes this culture type as one where the statement’s meaning includes the verbal message and the nonverbals social and historic content attached to the statement

A

High-context culture

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18
Q

Edward T. Hall describes this culture type as one where communication is explicit; meaning is found in the actual words spoken and those alone

A

Low-Context Culture

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19
Q

What are Geert Hofstede’s six dimensions of culture?

A
  1. power distance
  2. Individualism/collectivism
  3. Uncertainty avoidance
  4. Masculine/Feminine
  5. Long-term/Short Term Culture
  6. Indulgence/restraint
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20
Q

Pattern of distribution of power to culture’s members

A

Power Distance.

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21
Q

Degree to which individuals perceive themselves as members of a group

A

individualism/ collectivism

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22
Q

Level of tolerance of ambiguous, new, or change situations

A

Uncertainty Avoidance

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23
Q

Degree to which a culture followers traditional gender characterizations

A

Masculine/feminine

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24
Q

These kinds of cultures focus on traditions and tend to resist change

A

long-term culture

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25
These kinds of cultures are more pragmatic and see the positive potential of change
short-term culture
26
The gratification of individual desires
indulgence/restraint.
27
Frons Trompenaars and Charles Hampden-Turner identified seven dilemmas that illustrate points of cultural tension
1. universal/particular 2. individual/communitarian 3. Neutral/affective 4. Specific/diffuse 5. Achieved/Ascribed 6. Sequential/Synchronic 5. Internal/External
28
Rules apply to all vs. Flexibility for specific cases
Universalism vs. Particularism
29
Individual benefit vs. Group/societal benefit
individualism vs. Communitarianism
30
Emotion is restrained vs. Openly expressed
Neutral vs. Affective
31
Specific vs. Diffuse
Clear separation of personal/ Professional life vs. Overlap
32
Achieved vs. Ascribed.
Merit by accomplishment vs. Merit by age, gender, connections
33
Sequential vs. Synchronic Time
Linear time focus vs. multitasking or time as fluid
34
Internal vs. External control
Control over the environment as opposed to being guided by it.
35
These cultures require a great deal of background. They are characterized by complex, usually long standing networks of relationships, which are as important as work and often blur the line between business and social lives.
High Context Cultures
36
Countries with high context cultures include
China, Japan, and France. Most Latin American countries too.
37
These cultures package necessary background in the communication itself. In this culture, relationships tend to have less history.
Low-context Culture
38
Countries with low context cultures include
United States, United Kingdom, and Canada
39
The extent to which less powerful members of organizations and institutions accept unequal distribution of power
Power Distance
40
Examples countries with a high power distance
Malaysia, Latin America, Middle East, China, Indonesia, India
41
Example countries with a low power distance
Austria, Israel, Scandinavian countries, U.K., U.S.
42
Power Distance is about how okay people are with _________- like bosses having a lot of power, and employees not questioning it.
Hierarchies
43
In Higher power distances, people expect and accept that leaders have more _____ and decisions come from the top down and there is no challenging of _____.
authority, authority
44
In Lower Power Distance Cultures, people believe that power should be more _____. Employees feel more comfortable speaking up, questioning decisions, or offering ideas.
Equal
45
This dimension looks at how people see themselves- whether as independent individuals or part of a group
individualism vs. collectivism
46
People see themselves as separate from others
individualism
47
What matters most in individualism
personal goals, freedom, self-reliance.
48
In this, people seem themselves as part of a tight-knit group- like extended family, team, or community
Collectivism
49
What is valued in collectivism?
Loyalty, harmony, and shared success
50
What are examples of individualist countires
U.S., Australia, U.K.
51
What are examples of collectivist countries
China, South Korea, Pakistan, most of Latin America.
52
In cultures with a high uncertainty avoidance, people
want things to be predictable and organized Like clear rules, job security, and detailed instructions
53
What are examples of countries with high uncertainty avoidance
Greece, France, Japan, Latin America (They like structure, order, planning)
54
In cultures with low uncertainty avoidance, people
Are okay with ambiguity and spontaneity okay with flexibility, fuzzy rules and trying new things
55
Examples of countries with low uncertainty avoidance?
Denmark, UK, Sweden, Singapore
56
What is masculine vs. feminine dimension in Hofstede's model
It describes whether a culture values achievement and competition (Masculine) or care and quality of life (Feminine)
57
what are masculine traits in Hofstede's model
ambitious, tendency to polarize, oriented toward work and achievement
58
What are some feminine traits in Hofstede's model
nurturing, empathetic, oriented toward quality of life, striving for consensus, favoring small size and slow pace
59
Something to note, in masculine societies, gender roles are ______, in feminine societies, roles may overlap
distinct
60
Examples of Masculine countries
Japan, Hungary, Austria, Venezuela, Italy
61
Examples of Feminine Countries
Scandinavian countries, Netherlands, Chile, Thailand
62
Uses traditional norms and customers to guide action. Values thrift, perseverance; orders relationships by status and values.
Long-term culture
63
Makes decisions based on likely results. Values Pragmatism
Short Term Culture
64
Examples of Long-term culture countries
China, Japan, South Korea, Brazil, India
65
Examples of Short-Term Culture Countries
West Africa, Philippines, Norway, U.K., U.S.
66
values enjoyment of life and freedom in gratifying desires
Indulgence
67
Suppression of desires in order to meet social norms
Restraint
68
Examples of countries that value indulgence
North and South American Countries
69
Examples of countries that exhibit restraint
Russia and Baltic countries, Italy, India, China
70

SHRM CP (1 decks)

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