PHASE 2 - CULTURE AND MULTINATIONAL MGMT CH.23 Flashcards Preview

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Flashcards in PHASE 2 - CULTURE AND MULTINATIONAL MGMT CH.23 Deck (36):
1

culture

pervasive ad sharede bleiefs, norms, values, guiding everyday life of grop epressed through rituatils, stories , symbols

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cultural norms

prescribe and proscribe behavior, tell us what we can and cannot do

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cultural values

waht is good, beaultifl etc

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cultural beliefs

understandings about what is true

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cultural symbols, stories, rituatls,

communicatenorms, values, beliefs os society group to members

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buiness culture

norms, beliefs, values pertain to all aspects of doing business in cutlure, finfluences all aspects of work/organizaiton, guides everyday

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occupational and organizational culture

occupational culture - disticnt culture of occupational group; organizational cutlure - norm/belief/value concerning ornaiation that are shared by members of organization

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national culture

domnant cutlure within political oundar of ation state, cutlure of those in majority/greates economic power

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hofsteded model of national cutlure

model mainly based of diff value/belifs regarding work oals

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five dimensions of hofsteded

power distance, uncertainty avoidance, individualism, masculinity, long time orientaiton

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globe

global leadership and organizational behavior effectivenes project, based off hofsteded, 9 cultural dimensions

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d cultural model - 7

fons tropenaars, 7 dimensions of culture

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9 dimensions of globe

two unique, the other five are from hofsteded
performance orientaiton, humane orinetaiton

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power distance

expect regarding equlaity among people, how cultures deali with inequlaity - high level power distancem reflect storng concern with hiearchy

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uncertainty aovoidance

norms, values, bleiefs regarding tolerance for ambiguitny - high uncertainty avoidance - predibctable, dependable rules dominate, avoide confilict

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individualism/collectivsim

relationship between people and group people are unique - colletivism - ppl largely in terms of groups they belong

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mascullinity

overall tendency of culture to support traidtion masculin eorginataion gender roles

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long term confuscian orinetaiton

orientation towards tie valuing paitinece - high long term orinetaiton - fit of personal/educational/security characteristics, short term - quick rewards

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performance orientation

degree to which society encouraes its members to improve performance; high performance orientation - train, devlop, rewards
low performance orientation - family, background, loyalty

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humane orinetation

indivator of extent to which diniduals are epxected to be fair, alturistic, caring high humane - belonging, affilitation, low humane - self interest, gratification, pleasure

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d cultural dimensions modle7

builds on traditional antropolgy, approaches to understanding culture, culture exists bc all humans must solve basic problem of survival and cultures devleop different ways to deal
universalism v particularism, individualism v collectivism, neutral v affective, speciic v diffuse, achievement v ascription, past present future/mixture, internal v external control

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universtalism v particularism

choice of dealing wiht other ppl based on personal relationships or rules, how people from culture treat each other based on eauqlly applied rules rather than personal relationships

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universalism

deals with other people based on rules, how poepl treated based on abstract princiipesl

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particularism

deal with other peole based on personalrelationships - situation to situation judgement

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indiidualism v collectivism

fous on group membership vs individual characteristics

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neutral v affective

range of feelings outwardly express in socieyt acceptablity of express emotions

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neutral

hide meotions, task focus, objective, detach

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affective

all forms of emtoion

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specific v diffuse

types of involvement people have with each other, range from all aspects of life to specific components

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diffuse

inclusive, multiple areas

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specific orientation

business segregaged

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achievement v ascription

assignment of status in society based on perfomrance v heritage

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achievment orientated

performance acomplish

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ascription

inherent characteristics /deifnie status

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past present future time horizon

tway cutlres deal with past present fuure boundaries of timze one, future oriented- organizational change is necessary and beneficial

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itneral v external control

control of vs ccomodation with nature