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31 Cards in this Set
- Front
- Back
Cross-cultural preparation
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involves educating employees (expatriates) and their families who are to be sent to a foreign country.
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What is the percentage of organizations requiring mandatory cultural training for international assignments.
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Currently, only about 25% of companies require mandatory training for international assignments
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Expatriate
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people who work in a country other than their country of origin.
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parent-country national
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Employee whose country of origin is where the company has its headquarters
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Host Country national
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Employee from the host country
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Third Country National
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Employee who has a country of origin different from both the parent country and host country where he or she works
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Individualism
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Culture high in individualism expects participation in exercises and questioning to be determined by status in the company or culture
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Uncertainty Avoidance
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Culture high in uncertainty avoidance expects formal instructional environments; less tolerance for impromptu style
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Masculinity
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Culture low in masculinity values relationships with fellow trainees; female trainers less likely to be resisted in lowe-masculinity cultures
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Power Distance
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Culture high in power distance expects trainer to be expert; trainers expected to be authoritarian and controlling of session
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Time Orientation
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Culture with a long-term orientation will have trainees who are likely to acccept development plans and assignments
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Managing diversity
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creating an environment that allows all employees to contribute to organizational goals and experience personal growth regardless of their race, age, physical condition, sexual orientation, gender, family status, religious orientation, or cultural background.
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Key components of effective managing diversity programs
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Top Management Support, Recruitment and Hiring, Identifying and Developing Talent, and Employee Support
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O*NET
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unique, comprehensive database and directory of occupational titles, worker competencies, and job requirements and resources
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The Workforce Investment Act of 1998
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created a comprehensive work force investment system.
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Breaking the glass ceiling
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a barrier to advancement to the higher levels of the organization.
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Melting the Glass Ceiling
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Make sure that senior management supports and is involved in the program
Make a business case for change. Make the change public Using task forces, focus groups, and questionnaires, gather data on problems causing glass ceiling Create awareness of how gender attitudes affect the work environment Creat accountability through reviews of promotion rates and assignment decisions. Promote development for all employee |
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Succession Planning
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Process of identifying and developing the future leadership of the company. Helps attract and retain managerial employees by providing them with development opportunities to attain upper-level management as a career goal.
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Life Long learning
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refers to an account for adult education into which both the employee and the company contribute and the employee keeps--even if he or she leaves the company
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Joint Union Management
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provide a wide range of services designed to help emkployees learn skills that are directly related to their job and also develop skills that are "portable"-that is valuable to employers in other companies or industries
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What are the three aspects of career motivation?
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Career resilience, career insight and Career identity
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Career
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refers to the individual sequence of the person's life
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Career resilience
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the extent to which employees are able to cope with problems that affect their work
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Career insight
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involves 1) how much employees know about their interests and their skill strengths and weaknessess and 2) their awareness of how these perceptions relate to their career goals
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Career idenity
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the degree to which employee define their personal values according to their work
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Protean career
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based on self-direction with the goal of psychological success in one’s work.
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Psychological success
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the feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
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Psychological contract
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the expectations employers and employees have about each other.
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Millenium
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Age 9 to late 20s
Independent spenders, globally concerned, Accept constant change, have high expectations, want challenging work and cyber savvy |
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Generation X
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Mid 20s to early 40s
Diverse, independent, entrepreneurial, flexible, team players, hard time accepting authority, work life balance to be critical |
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Baby Boomers
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Idealistic, competitive, flexible retirement
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