Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
53 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Individualism |
Hofstede, Independance, attatched to work based on pay and title & identified by personal achievments |
Strength?
|
|
|
Colectivism |
Hofstede, we is more important than i, networking brings success, group acceptance vital, psychological contract more important. |
high school groups characteristics |
|
|
high power distance |
indivdualism approach, ranks at work, bosses at home not work |
|
|
|
low power distance |
managers more concerned with work force callobration and participation, |
|
|
|
high uncertainity avoidance |
prefer stability at work, why change its risky |
|
|
|
low uncertainity avoidance |
risks are acceptable, ambition and creativity desired |
|
|
|
masculine culture |
work achievement and success, status, family earner, challenging careers |
|
|
|
feminine culture |
maintain relationships, equal rights, same gender jobs, collectivism approach |
|
|
|
long term orientation |
save money for future |
european countries financial strategy |
|
|
short term orientation |
focus on past and present, spend based on habbit and tradition even if loan required |
pakistan and bangladesh financial strategy |
|
|
7 dimensions for trompenaars and hapden -turner |
universalism v paticularism, individualism v communitarianism, specific v diffuse, nuetral v emotional, achievment v ascription, sequental time v synchronous time, internal direction v external direction. |
|
|
|
motivation |
extent of persistence to achieve goal |
|
|
|
indian managers |
morals, stability, status, desired rather than change |
|
|
|
australian manager |
desire: growth, profit, loyalty, trust, individual achievment |
|
|
|
work value |
managers need to accomodate individualism vs collectivism accordingly |
|
|
|
work project 2002 |
work pay top requirement between countries, job security results can differ for underdeveloped countries |
|
|
|
importance - motivation |
individual merit bonus scheme went against group ethics - work productivity reduced - open competition was not a good idea - thailand |
|
|
|
extrinsic reward |
pay, fringe, benefits, pensions, work and security (hygiene factors) |
|
|
|
intrinsic reward |
challenging work, achievments, recognition, appreciation - motivational and psychological rewards |
|
|
|
social rewards |
communication linked to being with other beings |
|
|
|
content theories |
focuses on individual needs, psychological or physiological deficiencies that need to be reduced or eliminated. |
what does it focus on and what does it want gone |
|
|
process theories |
focuses on the thought or cognitive processes in peoples minds as they influence their behaviour |
what does it focus on and what does it affect |
|
|
types of content theories |
maslows hierarchy of needs theory aldefer erg theory herzberg - two factor theory |
m a h |
|
|
types of process theories |
expectancy theory equity theory goal setting theory |
e e g |
|
|
herzbergs theory - job satisfaction |
achievment recognition work itself responsibilty advancement goal |
|
|
|
herberg two theory - job disatisfaction |
organisational policies quality of supervision working conditions base wage or salary relationship with employees/managers status salary |
|
|
|
maslows hierarchy - high order needs |
self actualisation - self growth - use all skills to best creative extent esteem - respect, prestige |
|
|
|
maslows hierarchy - lower order needs |
social - relationship and affection safety - security, protection & stability in daily events and tasks psychological - biological maintenance: food and water and health |
|
|
|
need theories of motivation? |
some research suggests that higher order needs increase as you move up the corporate ladder needs vary according to individuals career stage, size of organisation and location |
|
|
|
needs theory of motivation - international |
some research suggests modifcation to maslows western orientated hierarchy (re-rank needs) asian culture emphasises on society |
|
|
|
process theories of motivation |
steps an individual takes for effort discover universal mechanisms to explain motivation incorporate specific culture or other factors contribute to motivation |
|
|
|
what is the expectancy theory of motivation |
motivation is sharply reduced when, expectancy, instrumentality or valence approach zero
motivation is high when expectancy instrumentaliity are high and valence is strongly positive |
|
|
|
equity theory |
comparasion of the input one invests in a job and the outcomes one recieves in comparasion with the inputs and outcomes of another person or group |
|
|
|
adams equity theory 1963 |
input - what u put in to ur job commitment effort loalty etc output- what u get from job in return - respect reward recognition responsibility etc |
|
|
|
equity theory and motivation |
percieved inequality becomes a motivating state motivated to behave in ways restore equity in situations foundation of equity is social comparasion |
|
|
|
equity theory - multinational |
three principles of allocating rewards principle of equity - (contribution) individualistic culture principle of equality - collectivistic culture (equal division rewards) principle of need - based on individual needs |
|
|
|
equity theory - international support |
employees in asia and middle east accept inequitable treatment in order to preserve group harmoney japenese men and women recieve different gender pay for same work, due to tradition and cultural conditioning, women not treated inequitably |
|
|
|
conclusion |
hofstede indicate different triggers and different scores on dimensions various orders in hierarchy of needs proccess theories varries application in varied culture intrumentality various in location needs intrepreted differently and instituitional levels outcomes of equity theory most prone to cultural difference |
|
|
|
edward t hall 1914- 2009 |
leading researcher in cross cultural communication the hidden dimension in 1966 "proxemics" is the study of the human space within the context of culture the silent language 1990 "chronemics" the study of intercultural communications, non-verbal communiaction. the use of time is non verbal communication |
|
|
|
hall context |
context is the enviroment, behaviour, expressions, history and background of the circumstance of an event communication breakdown occurs when individuals from low context cultured clash with high context cultures |
|
|
|
low context culture |
- less aware of nonverbal cues, enviroment and situation - communocation derive meaning, spoken word - need detailed background information, planning, precise wording with clear outcomes - contracts are presice, negotiated in detail - control information on a need to know basis - prefer explict and careful directions from someone that knows knowledge is a commodity people have less social connection for a shorted period of time |
|
|
|
high context culture - in direct |
- very little explict transferred - collectivist societies whereby personal relationships, group harmoney, consenusoverride individual priorities - nonverbal information flows freely - - enviroment, situation, gestures, mood, all taken into account - maintain extensive information networks - accustomed to interruptions - do not always adhere to schedules |
|
|
|
mid range context |
- both verbal and non verbal - medium and message are both important - most countries applicable to this context - e.g. body language with speach |
|
|
|
steers et al 2010 |
low context culture mid range context culture high context culture |
|
|
|
edward t hall - the hidden dimension 1966 |
intimate space - personal closest bubble social and consultative space - routine social interaction public space - impersonal and relatively anonymous interaction |
|
|
|
hall context |
high context - public - shared work space - sharing space common - less need to distinguish private or public space low context - private - higher value of provate space - personal office - status - titles on doors: personal or private |
|
|
|
edward t hall - polychronic - collectivist |
open office door do many things at once highly distactable - highly intrrupted consider time commitments if achieved high contect and already have info commited to people relationships change plans often and easily flexibility to accomodat individuals |
|
|
|
edwars t hall chronemics |
use of time is non verbal value of time is same, perception of punctaulity, willingness to wait & interact time indicate s status high vs low power context culture and time can be discussed in to monochronic and polychronic |
|
|
|
edward t hall monochronic - individualistic |
do one thing at a time appropriate time and place for everything time commitments seriously low context - need information adheres religiously to plansdo not distub convos emphasise promtness |
|
|
|
types of non verbal behaviour |
effective cross cultural business communication tends to be a misxture of verbal and non verbal behaviour verbal communocation can be misleading - lost in translation non verbal communicated the correct message and meaning |
|
|
|
types of non verbal behaviour. hall 1995 |
facial expressions gesture gaze/ eye contact touch dress position/location posture silence |
|
|
|
communication theory of hall |
high context - small physical distance. (space ) - meaning in context _ non verbal cues and silence ok (communication) - Polychronic multiple activities simultaneously (time) .çonrexr - individual space protected - meaning is explict - silence is not tolerated (communication) - monochronic singular focus to activities (time) |
|
|
|
role of silence in japan |
silence = non activity westerners intrepret ad non comprehension - shorten silence - explain again or move on. in attept of making japenese speak up - resentment and frustration is caused as westerners are the culprit from their viewpoint fornot being able to shut up. morsbach 1982 |
|
