Other Cultural Norms Flashcards
Power Distance
Low
Democratic management
Initiative reward
Subordinates do not like to be micromanaged
It’s okay to disagree with boss
Manager/subordinate relations are informal
Rank has few privileges
Democratic management
Initiative reward
Subordinates do not like to be micromanaged
It’s okay to disagree with boss
Manager/subordinate relations are informal
Rank has few privileges
Power Distance
Low
power distance
High
Authoritarian management
Subordinates do not take initiative but wait for explicit instructions
Little delegation of authority
Do not openly disagree with boss
Manager and subordinate relations are formal
Rank has privileges
Authoritarian management
Subordinates do not take initiative but wait for explicit instructions
Little delegation of authority
Do not openly disagree with boss
Manager and subordinate relations are formal
Rank has privileges
power distance
High
Source of Status
Achieved
Meritocracy: status and respect must be earned
People respected and promoted based on their performance
Relatively easy to improve your status
People of higher rank or status should not act superior to those of lesser
Meritocracy: status and respect must be earned
People respected and promoted based on their performance
Relatively easy to improve your status
People of higher rank or status should not act superior to those of lesser
Source of Status
Achieved
source of status
Ascribed
Social class/family name, age/seniority, confer initial status
Difficult to improve your status but can be lost with poor performance
People should be careful not to behave above or below their station in life
Issue of race and gender ascribing benefits
Social class/family name, age/seniority, confer initial status
Difficult to improve your status but can be lost with poor performance
People should be careful not to behave above or below their station in life
Issue of race and gender ascribing benefits
source of status
Ascribed
Attitude Toward Risk
Positive
Change is usually positive
Not afraid of taking risks/failing
Trial and error is how we learn
New is good/Different is interesting
What we don’t know can’t hurt us
Change is usually positive
Not afraid of taking risks/failing
Trial and error is how we learn
New is good/Different is interesting
What we don’t know can’t hurt us
Attitude Toward Risk
Positive
Attitude Toward Risk
Negative
Change is threatening
Taking risks and failing have very negative consequences
One doesn’t try something until one knows it will work
New not always better/Different can be dangerous
What we don’t know is disconcerting
Change is threatening
Taking risks and failing have very negative consequences
One doesn’t try something until one knows it will work
New not always better/Different can be dangerous
What we don’t know is disconcerting
Attitude Toward Risk
Negative
Key to Work Productivity
Task & Talent
Focus on the task creates productivity
What matters most is an employee’s technical skills and experience
Ultimately getting results is more important than how you get them
Employee/employer relationship is often opportunistic
Focus on the task creates productivity
What matters most is an employee’s technical skills and experience
Ultimately getting results is more important than how you get them
Employee/employer relationship is often opportunistic
Key to Work Productivity
Task & Talent
Key to Work Productivity
Harmony
Harmony in the workplace creates productivity
What matters most is an employee’s ability to work well with others, which is related to personal qualities (more than technical skills)
In the long run how you get results is as important as the results
Employer/employee relationship is like a family
Loyalty is expected and reciprocal
