IC block 2.3 Flashcards
(103 cards)
1
Q
What does migration lead to?
A
cultural heterodoxy
2
Q
What can a linguistic barrier lead to?
A
it can impede (belemmeren) integration and acculturation (waar een groep mensen sociale gewoontes overneemt)
3
Q
What is value heterodoxy?
A
children will have values from parents and new country
4
Q
In the second generation of immigrants, how does value heterodoxy occur?
A
The language barrier is stronger and harder to overcome
5
Q
Why do companies have diversity and inclusion policies?
A
Companies are becoming more aware that when they want to be successful, they must reflect society, customers and their target group
6
Q
Social Learning Theory
A
is a theory of learning and social behavior which proposes that new behaviors can be acquired by observing and imitating others
7
Q
Observational learning is governed by four component processes:
A
- attentional processes (selective)
- representational (rules and conceptions)
- behavioral (match happening to correct behavior)
- motivational (acquisition vs performance)
8
Q
Which three factors determine human behavior?
A
- Cognitive
- Environmental
- Behavioral
9
Q
What is cognitive behavior?
A
knowledge, expectations and attitude
10
Q
What are environmental factors of human behaviour?
A
social norms, access in community and the ability to influence others (and your own environment)
11
Q
What are the behavioral factors of human behavior?
A
skills, performance, self-efficiency
12
Q
What are the factors of self-produced motivation?
A
- people seek satisfaction from fulfilling goals they value
- keep behavior in line with personal feelings
- motivation comes from discontent with the substandard performance
13
Q
Theory of Reasoned Action
A
behavioral intention is the best predictor of behavior
14
Q
How do you change behavioral intention?
A
- change attitude
- change subjective norm
- change perceived behavioral control
15
Q
How can you change perceived behavioral control?
A
remove mental obstacles, change outcome the most with the least effort
16
Q
Cognitive Theory Approach
A
people can hold contradictory beliefs
17
Q
How can people hold contradictory beliefs?
A
they attach value to both realistic and unrealistic conceptions of the truth
18
Q
How can people have two truths?
A
- false learning expierences from credible sources
- situational context
- the limited processing capacity of the human brain (spiders used to be lethal)
19
Q
ADKAR model
A
A model used for assessing weak spots and gaps in the change progress and for the implementation of change.
20
Q
What does ADKAR stand for?
A
Awareness –> of the need for change
Desire –> to support the change
Knowledge –> of how to change
Ability –> to demonstrate new skills and behaviors
Reinforcement –> to make the change stick
21
Q
What is the way to use the ADKAR model?
A
point system: if you fail one, that is your weak spot
22
Q
CSR?
A
a company’s sense of responsibility towards the community and environment in which it operates
23
Q
What is the goal of internal CSR?
A
motivated employees, less sickness
24
Q
What are the benefits of internal CSR?
A
- image
- profits
- employee engagement
- less employee turnover
- increasing trust
- improved employee self-image
- improved satisfaction, loyalty, and commitment
- improved willingness to initiate, participate and contribute to social change
- improved performance and productivity
25
What is the internal CSR?
Every employee, for example, has their own CSR project
26
What are best practices in campaign development?
- include employees
- build on existing values and vision
- show member what is in it for them
- spell out an inclusive definition of diversity
- explain the process
- maintain open and ongoing communication
- demonstrate commitment
- make sure you have a story to tell (define problems and goals, use powerful narrative)
- there is no "us" and "them"
27
Why are narratives so powerful?
- they play into the basic instinct to create content
| - affects the brain
28
How does a narrative affect the brain?
- neutral coupling ( turn story into own experience)
- mirroring
- dopamine (a story is easier to remember)
29
What not to do with storytelling?
- the brand is the hero
- inconsistent values: farfetched and not authentic
- unrelatable characters
30
How can you create long-term behavioral change through communication?
elaboration likelihood model
31
What is the elaboration likelihood model?
dual -process persuasion that describes the change of attitude (how likely are people to think deeply about something after it was discussed with a certain message)
32
What are the two routes?
Central and peripheral
33
What is the central route process?
- high degree of elaboration
- high attention level when receiving a message
- critical and careful thinking
- information already known used to evaluate the information
34
What is the peripheral route process?
- low degree of elaboration
- a lower level of attention
- information and/or arguments mentioned in the message are evaluated based on simplified rules for decision making
35
What are the rules for decision making?
- do you like the person?
- is the communicator an expert?
- message nice to listen to/ look at?
- receivers of the message rely on circumstantial cues to make up their mind about the message and its content, rather than thinking about the content
36
When bringing over a message, what is important to keep in mind?
- is your message clear?
- are you telling people exactly why your goal/change is relevant
- are you guiding people to the actions you want them to take?
37
What is key to leading people?
sensitivity and flexibility
38
What can different cultures and leadership styles working together cause?
a mismatch of expectations
39
What is typical for Dutch society (on the work floor)?
low hierarchy
40
What is the best leadership approach in China?
speak less and not to be afraid of silence in order to give the Chinese more space in meetings
41
How must leaders lead?
they must be able to adapt their style to the competence and commitment level of the employee
42
What are the nine cultural competences?
1. Performance orientation
2. Assertiveness orientation
3. Future
4. Human
5. Collectivism I
6. Collectivism II
7. Gender egalitarism
8. Power distance
9. Undertainty avoidance
43
Low directive- low supporting
delegating
44
Low directive - high supportive
supportive
45
High directive - high supporting
coaching
46
High directive - low supporting
directive
47
What is a directive leader?
- tells the employee what/how/when to do
- spells out roles of leader and employee
- detailed goals and objectives
- acknowledges employee's enthusiasm
- makes most of the decisions
high power distance
48
What is a supportive leader?
- two-way comm
- listen, support and encourage
- shares responsibility for problem identification
- asks the employee to take the lead
low power distance
49
What is a coaching leader?
- involves employees in identifying problems
- provides support, reassurance, and praise
- listens and provides an opportunity to discuss
- makes the final decision after consult
high power distance
50
What is delegating leader?
- enables an employee to take charge
- defines a problem and possible outcome with the employee
- expects employee to take lead
- provides opportunity
low power distance
51
How to interspace the negotiation process?
1. Leave your comfort zone
2. Find common ground
3. Build trust
4. Understand the goals of the other culture
5. Specific or general approach? (top-down or down-top)
6. Social codes?
7. How much time does the other culture need
52
What are the three categories of means of persuasion?
- ethos (credibility, authority)
- logos (logic, facts, statistics)
- pathos (emotion and motivation)
53
What is a destroyer team?
they ignore the value of diversity
54
What is an equalizer team?
they pretend differences are handled well
55
What is a creator team?
they promote a multicultural mindset
56
What are the three steps to becoming a creator team?
1. Map the culture
2. Build bridges
3. Establish a new way of working
57
Wat is het verschil tussen qualitatieve en quantatieve data?
Qualititatief: minder observatie, in-depth info, niet generalizable, interview
Quantatief: minder details, meer observatie, testen, frequencies, surveys
58
Wat is "range"?
Afstand tussen minimum en maximum
59
Gemiddelde? Mediaan? Modus?
gemiddelde: alles bij elkaar- delen door aantal
Mediaan: het midden van een rij
Modus: de populairste
60
wat zijn 3 soorten onderzoeksvragen?
- frequentie
- verschil
- samenhang
61
Verschil continue en discrete variabelen?
continue: lijn waarop waarden een rij punten vormen (tussen twee punten liggen nog oneindig veel mogelijkheden)
discrete: alleen hele waarden (het aantal auto's die iemand heeft)
62
wat zijn de twee statistike vormen?
- beschrijvende (onderzoek bij populatie)
| - inductieve (steekproef)
63
Wat is significantie?
als de overschrijdingskans kleiner is dan 5% of bij grote steekproeven (>1000) <1%
64
verschil een-zijdige- en twee-zijdige-toetsen
een-zijdig: wanneer je een hypothese of verwachting hebt
| twee-zijdig: geen idee of er sprake is van een verschil
65
wat is effectgrootte?
gemeten in Cohen's D (d.20% = klein effect)
66
Nominaal - nominaal
chi2
67
nominaal - ordi/rat/int
t-test
68
ord/rat/int- ord/rat/int
correlatie
69
wat zijn de twee varianten can t-test?
independent en paired samples
70
wat zijn independent samples (t-test)?
verschil lengte man/vrouw (verschillen tussen groepen)
71
wat zijn paired samples (t-test)?
verschil binnen een groep
72
The language of Inclusion has 4 components. Authentic leadership, inclusive behaviour& organizational inclusion are 3 of these components. What is the fourth?
inclusive employee behavior
73
how many diversity layers are there on an organizational level?
4
74
The social learning theory describes 3 factors that influence the social learning process, which factors?
Behaviour, cognitive, and personal factors and the external environment.
75
creating discrepancies between internal standards and performance is an effective way to trigger action. why?
Because human self-motivation relies on discrepancy production as well as discrepancy reduction
76
What is the most common reason for restistance to change amongst employees according to the discussed literature?
Lack of awareness of the reason to change
77
What are the influencing factors of behavioral intention according to the Theory of Reasoned Action?
Attitude and subjective norm
78
Individuals may perceive initiating changes in the existing culture as unnecessary and will not make a significant difference. In this case, these individuals resist change because of?
Differing assessments of the need for change
79
With first-generation immigrants, significant linguistic barriers can impede integration and acculturation. How do we call this phenomenon?
Value hetrodoxy
80
Which statement about the effect of internal and external CSR on self-produced motivation is correct?
Internal CSR correlates more positively with self-produced motivation than external CSR does.
81
Observational learning is governed by four component processes. What are these 4 component processes?
Attentional processes, representational, behavioral and motivational
82
According to the cognitive theory approach, people can hold contradictory beliefs, what are the three reasons this may occur?
False learning experiences from "credible sources", situational context and limited processing capacity of the human brain.
83
Which of the following strategies is NOT a best practice in campaign development?
create a sense of urgency
84
Narratives are powerful tools when it comes to campaign development because they provide communicators with the opportunity to:
Guide the context in which information is processed
85
What are the 3 most common pitfalls where storytelling can go wrong?
Commercialism and clichés, inconsistent values and unrelatable characters.
86
When developing your campaign, which are the three building blocks that you should focus on?
?
87
Internal corporate social responsibility has a lot of benefits for both organizations and employees. Which of the following is not a benefit of internal CSR?
a) increase employees' willingness to initiate, participate in and contribute to social change
b) increase in employees' trust in their company and management
c) increase in employees' psychological need for belongingness
Increase psychological need to belong is NOT a benefit of internal corporate social responsibility.
88
Performance of observationally learned behavior is influenced by three major types of incentive motivators. Which types?
?
89
What are the preconditions for central route processing as defined by the Elaboration Likelihood Model?
?
90
If a message is designed in a way where it has to be processed through the central route in order to be understood correctly, the potential danger is that the receiver of your message:
?
91
What is the potential danger of the message of the picture below?
a) People consciously do not process the message via the central route
b) People consciously do not process the message using heuristic reasoning
c) People consciously do not process the message via the peripheral route
Picture:
Biologische vleeskip
5,5 weken oud
940 gram
Plofkip
5,5 weken oud
2900 gram
?
92
To achieve long-term behavioral change according to the Elaboration Likelihood Model, a message must be processed through:
?
93
When processing information through the peripheral route, people may rely on:
heuristic cues
94
Attitude changes elicited through the peripheral route tend to be:
Less enduring and relatively easy to be changed by an attempt at counter persuasion
95
Attitude changes elicted (ontlokte) through the central route tend to be:
?
96
In ADKAR, the knowledge is knowledge of what?
knowledge on how to change and the reason
97
Reinforcement serves three purposes. Which of the following is not one of these?
a) to build momentum during the actual transition
b) to sustain change and prevent slipping back into old habits
c) to reward employee engagement and build a power coalition
To reward employee engagement build a power coalition is not one of the purposes of reinforcement.
98
There are 4 factors that influence a persons' desire to change. Which of the following is not one of these factors.
a) the employees' personal values and motivators
b) the employees' perceived behavioral control
c) organisational context
the employees' perceived behavioral control is not one of the reasons for desire to change
99
Awareness is an outcome of:
Early communications related to an organizational change
100
Which steps in ADKAR fall within the implementation phase of the change process?
Awareness and desire
101
The ADKAR-model defines two dimensions of change. Besides the people dimension, the other dimension is:
the business dimension
102
The ADKAR-model describes a change process that is:
Cumulative and can be performed as needed.
103
One of the tools to aid change is to ensure that individuals are ready to initiate change by displaying willing attitudes and urgent energies. This process is called:
?
