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28 Cards in this Set
- Front
- Back
culture
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learned norms based on the values, attitudes, and beliefs of a group of people
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cultural collision
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occurs when divergent cultures come in contact
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the major problems of cultural collision arise under these two conditions
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when a company implements practices that are less effective than intended
when a company's employees encounter distress because of difficulty in accepting or adjusting to foreign behaviors |
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cultural imperialism
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change by imposition - involves imposing certain elements from an alien culture, such as a forced change in laws by an occupying country that, over time, becomes part of the subject culture
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social stratification is determined by
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1. individual's achievements and qualifications
2. individuals affiliation with one or more membership in certain groups |
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ascribed group memberships
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group memberships based on age affiliations, gender, family, age, caste, and ethnic, racial, or national origin
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acquired group memberships
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group memberships based on religion, political affiliation, and professional or other associations
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masculinity-femininity index
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compares that attitudes of employees in 50 countries toward work and achievement
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hierarchy-of-needs theory of motivation
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people try to fulfill lower-level needs before moving on to higher-level ones
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power distance
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companies are well advised to align management styles with superior-subordinate interaction preferences
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high individualism
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an employee's preference to fulfill leisure time and improve skills outside the organization, receive direct monetary compensation as opposed to fringe benefits, engage in personal decision making and on-the-job challenges
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high collectivism
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an employee's penchant for dependence on the organization thorough training, satisfactory workplace conditions, and good benefits
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four types of risk taking behavior that reflect the differences in people's willingness to accept things they way they are and their belief about control over their destiny
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uncertainty avo
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trust
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some nationalities differ on whether or not they believe the general populations can be trusted
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future orientation
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in cultures with higher _____, companies may find it easier to motivate workers through delayed compensation programs
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fatalism
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the people of a culture believe that every event in life is inevitable
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low-context cultures
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people generally regard as relevant only firsthand information that bears directly on the subject at hand. Business people spend little time on small talk and tend to get to the point
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high-context cultures
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people tend to regard seemingly peripheral information as pertinent and to infer meanings from things said either indirectly or casually
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monochronic
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people prefer to work sequentially
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polychronic
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people are more comfortable when working simultaneously on a variety of tasks
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idealism
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establishing overall principles before trying to resolve small issues
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pragmatic
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cultures in which people focus more on details than on abstract principles
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silent language
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includes color associations, sense of appropriate distances, time and status cues, body language, and prestige
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culture shock
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the frustration that results from having to absorb a vast array of new cultural cues and expectations
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reverse culture shock
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happens when people away from their home country go back home and become partial to aspects of life abroad that are not options back home
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polycentrism
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where an organization or individual tends to believe that their business units abroad should act like local companies
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ethnocentrism
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reflects the conviction that one's own culture is superior to that of other countries. a company or individual is so strongly committed to the principle of "what works at home will work abroad" that its foreign practices tend to ignore differences in cultures and markets
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geocentrism
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integrates company and host-country practices as well as some entirely new ones
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