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| The acquired knowledge people use to interpret experience and actions |
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| things you can recognize easily |
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| things that take time to recognize |
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| things that you only recognize when familiar with the culture |
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| surface, underwater, deep |
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| The context in which what is spoken plays a major role in communication and the behavior of individuals |
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| The information is very straightforward, and the context has less impact on how such information is likely to be spoken and interpreted |
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| Belief that the only way to do something is the way it’s done in one’s culture (may not know other ways) |
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| holds that an individual or a firm believe that their own way of doing things is the best and will not seek to adapt to local cultural practices (they are aware of other ways) |
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| holds that multinational enterprises should treat each international subsidiary as a separate national entity (When in Rome, do as the Romans do) |
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| State of heightened awareness for the values and frames of reference of the host culture |
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| ability to notice cues to a cultures shared understandings |
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| Ability to mirror the customs and gestures of the people around you |
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| Emotional/Motivational CQ |
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Definition
| Ability to maintain confident and motivated |
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Definition
| The extent to which less-powerful members of institutions and organizations accept the unequal distribution of power and submit to authority. |
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| individualism-collectivism |
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| Associate with a group or independent of a group |
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| The extent to which members of a culture feel threatened by uncertain situations or by ambiguity in a situations |
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| masculinity-femininity (product orientation) |
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Definition
| The distribution of roles between genders and the more dominant role in a given society |
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| It emphasizes thrift, perseverance, a sense of shame, and following hierarchy |
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| People believe that absolute values such as goodness or truth are applicable to all situations |
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| each situation must be judged separately |
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| Cultures tend to not show emotion, particularly in public. Cultures do not discourage the express of emotion |
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Definition
| the psychological disorientation experienced by people who suddenly find themselves living and working in a radically different cultural environments |
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| symptoms of culture shock |
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Definition
| Confusion, Surprise, Hostility, Homesickness, Withdrawal |
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| four stages of culture shock |
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Definition
| honeymoon, irritation& hostility, gradual adjustment, biculturism |
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Definition
| People begin their foreign assignment with excitement and curiosity |
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| things taken for granted at home simply don't occur |
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| gradually get through the crisis and start to recover |
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| develop the ability to function effectively at two different cultures |
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| Expatriates can experience reverse cultural shock when returning home after overseas assignment |
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| three facets of expatriate adjustment |
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Definition
| cultural, interaction, work |
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Term
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Definition
| (dis)comfort with carious on-work factors (e.g., living conditions, food, health services in host country) |
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Definition
| (dis)comfort associated with interacting with people in the host country both inside and outside of work |
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| (dis)comfort associated with job assignments |
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| factors that affect expatriates adjustment |
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Definition
| Anticipatory, Individual, Organization, Non-work |
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Definition
| An internal state or condition that activates a person’s behavior and gives it direction toward accomplishing a task |
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| 3 keys dimensions of motivation |
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Definition
| direction, intensity, persistence |
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| "Direction" dimension of motivation |
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Definition
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| "Intensity" dimension of motivation |
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Definition
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| "Persistence" dimension of motivation |
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| primary cause of motivation and address the question “why work harder” |
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| necessary conditions to achieve a state of neutrality and address the question “why work here” |
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| three basic human needs (McClelland's learned-needs) |
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Definition
| Need for achievement, affiliation, power |
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| three components of expectancy theory |
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Definition
| expectancy, instrumentality, valence |
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| Belief that a person has the capabilities needed to execute the behaviors required for task success |
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| past accomplishments, vicarious experiences, verbal persuasion, emotional cues |
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| factors that hinder instrumentality |
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Definition
| inaccurate measures of performance, inadequate budget, outcomes not ties to performance |
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| factors that affect outcome valence |
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Definition
| universal needs hierarchy, individual needs, social/cultural background |
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| an internal tension that can only be alleviated by restoring balance to the ratios (takes for of negative emotions: ANGER, ENVY) |
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| possible strategies for resolving inequity |
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Definition
| change inputs, change outcomes, change perceptions, leave the field, change the referent |
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| Suggests that inequality is acceptable if employees have fair access to the resources and opportunities such that they recognize any equality to be the result of their own effort and not because of favoritism by management |
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Definition
| The process of motivating employees and clarifying their role perceptions by establishing performance objectives |
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| What types of goals are generally more effective than others? |
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Definition
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Term
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| Decision makers do not have the ability to process all available information and alternatives to make an optimal decision |
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Term
| two primary modes of gathering information |
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Definition
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| relies on facts and empirical evidence and is often more inductive |
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| relies more heavily on images, emotion, and logic and is often more deductive |
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| Alternatives that are acceptable or “good enough”, rather than the best possible solutions |
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| Mental shortcuts that simplify the decision making process |
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| rely on one piece of information as the key to decision making |
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| rely on information that is readily available in memory |
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| "representativeness" heuristic |
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Definition
| assess the likelihood of an event occurring based on one’s impressions about similar occurrences (Gambler’s fallacy) |
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| The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action |
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| people feel worse about a loss of a given amount than they would feel good about a gain of a similar amount |
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Definition
| not work as hard thinking up ideas as would if were to turn in an individually generated list |
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| waiting your turn, consumes time |
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| causes of poor brainstorming |
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Definition
| social loafing, fear of criticism, production blocking |
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Term
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Definition
| start as group outlining purpose, then individually write down ideas, then share in round-robin fashion and discuss to clarify and build on ideas. Then individually rank order ideas and submit to facilitator, who tabulates ideas and pronounces winners |
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