Management 406 Exam 1 - Wanda Chaves

Vocabulary practice flashcards covering cultural frameworks, strategic management, international business entry modes, employment law, and HR management concepts from Management 406 Exam 1.

Culture

Complex whole values, beliefs, attitudes, knowledge, art, morals, customs, and habits acquired by humans as members of groups and society.

Manifest Culture

What you can see in the culture, including clothing, language, art, food, architecture, music, and behaviors.

Deep Culture

Hidden values, beliefs, attitudes, expectations, assumptions, and morals of a culture.

Primary Socialization

Socialization through family, school, church, television, streaming, media, and advertisements.

Secondary Socialization

Socialization through training, university, videos, and direct studying.

Geert Hofstede's 4 Cultural Dimensions

Social Orientation, Power Orientation, Uncertainty Orientation, and Goal Orientation.

Social Orientation

A person's beliefs about the relative importance of the individual versus groups to which that person belongs.

Individualism

Cultural orientation where the person is more important than the group, with a focus on competition, standing out, and tasks.

Collectivism

Cultural orientation where group/family is more important than the individual, with a focus on maintaining harmony, not standing out, and relationships.

Power Orientation

The beliefs that people in a culture hold about the appropriateness of power and authority differences in hierarchies such as business organizations.

Power Tolerant

Belief that higher-ups in hierarchy do not necessarily know more; encourages debate, conversations, and inclusion of employee ideas.

Power Respect

Belief that higher-ups in hierarchy know more; accepts hierarchy, where employees expect guidance and increased direction.

Uncertainty Orientation

The feeling individuals have regarding uncertain and ambiguous situations.

Uncertainty Acceptance

View that change is positive, characterized by risk-taking and requiring fewer details.

Uncertainty Avoidance

View where routine is expected, relying on increased rules, regulations, and Standard Operating Procedures (SOP).

Goal Orientation

The manner in which people are motivated to work toward different kinds of goals.

Aggressive Goal Behavior

Behavior motivated by material possession, promotions, money, and placing work at the center of life.

Passive Goal Behavior

Behavior motivated by quality of life, vacations, relationships, and working to live.

Fons Trompenaars' 6 Cultural Dimensions

Universalism-Pluralism, Individualism-Collectivism, Specific-Diffuse, Neutral-Affective, Achievement-Ascription, and Relationship to time.

Universalism-Pluralism

Relative importance of applying standardized rules and policies across societal members versus the role of exceptions in rule enforcement.

Universalism

Strict definition of right and wrong regardless of the situation.

Pluralism

View that right versus wrong depends on the specific situation.

Neutral-Affective

The acceptability of expressing emotions in a culture.

Neutral Culture

Culture where showing emotions is not acceptable and viewed as weakness.

Affective Culture

Culture where displays of emotion are acceptable and expected.

Specific-Diffuse

The extent to which all aspects of an individual's life are involved in his or her work relationships.

Specific Culture

Culture where work life and personal life are kept separate.

Diffuse Culture

Culture where work and personal life blend together.

Achievement-Ascription

Assignment of status in society based on performance versus assignments based on heritage.

Achievement Culture

Status gained through personal achievements, resume, degree, or university reputation.

Ascription Culture

Status assigned based on family name, connections, gender, age, or caste system.

Relationship to Time

Relative focus on the past, present, or future in daily activities.

Sequential Time

Living by the clock, tight schedules, and strict agendas.

Synchronic Time

Living life more naturally, with a natural tendency to be flexible or late.

Hall's Cultural Dimension

High Context vs. Low Context communication.

High Context (Indirect Communication)

Communication relying heavily on body language, eye contact, tone of voice, facial expression, and timing.

Low Context (Direct Communication)

Communication where explicit words say exactly what they mean.

Kluckhohn and Strodtbeck's Cultural Dimensions

Relation to nature, Time orientation, Basic Human Nature, Activity Orientation, Relationship Among People, and Space Orientation.

Relation to Nature

How people relate to the natural world around them, categorized as subjugation, harmony, or mastery.

Subjugation

Belief that nature is more powerful than humans and should not be changed.

Harmony (Relation to Nature)

Belief in co-existing peacefully with nature (e.g., feng shui).

Mastery

Belief that humans should alter nature to suit their needs.

Basic Human Nature

Beliefs regarding whether human nature is inherently good, mixed (neutral), or evil.

Activity Orientation

Beliefs about appropriate primary goals, categorized as doing (achievements, busy work) or being (enjoying life).

Space Orientation

Cultural preference regarding spatial layouts, categorized as public, mixed, or private.

HR Mandate (Ulrich)

The strategic role of HR to partner in business strategy (the where/what) and organizational/people structures (the how) to improve performance.

5 Parts of Business Strategy

Vision, Mission, Goals, Objectives, and Values.

Vision

Where the company wants to be in the FUTURE.

Mission

What the organization is actively doing today to achieve its vision.

SWOT Analysis

Strategic planning framework assessing Strengths and Weaknesses (internal) alongside Opportunities and Threats (external).

Growth Strategy

Strategy aimed at increasing the size of the business (e.g., purchasing land, opening new locations).

Retrenchment Strategy

Strategy aimed at reducing business size to improve quality or operational efficiency (e.g., closing stores, job terminations).

Cost Leadership Strategy

Strategy focused on keeping costs and prices below competitors while targeting a broad market.

Differentiation Strategy

Strategy offering products or services that are distinct and unique from competitor offerings.

Focus Strategy

Strategy targeting a specific market niche or geographic region.

Global Approach (Integration)

Using a unified approach or standardized product worldwide.

Local Approach (Differentiation)

Customizing products and operational approaches to local markets and cultures.

Glocal Approach

A hybrid strategy combining elements of global integration with local adaptation.

Exporting

Shipping and selling home-country goods in a foreign country.

Licensing

Granting rights to a firm in a host country to produce and/or sell a product.

Host Country

The country in which a foreign business conducts operations.

Franchising

An arrangement where a franchiser licenses trademarks, products, and operational standards for an initial fee and ongoing royalties.

Contract Manufacturing

Utilizing overseas labor to manufacture products at lower costs.

Turnkey Operations

Designing and constructing an overseas facility, training local workers, and handing full control to local management.

Management Contracts

Granting rights to a foreign company to manage daily operations without transferring authority for strategic decisions.

International Joint Venture

A commercial agreement between two or more companies to jointly establish and operate a business overseas.

International Entrepreneurship

Independently establishing and operating a business overseas while assuming all financial risks.

Fair Labor Standards Act (FLSA)

U.S. law setting minimum wage, defining a 40-hour full-time workweek, mandating overtime pay at time-and-a-half, setting child labor age limits at 15-16, and requiring an age minimum of 18 for hazardous jobs.

Civil Rights Act of 1964

Legislation prohibiting employment discrimination on the basis of race, nationality, skin color, gender, and religion.

Fair Trade

Providing suppliers a fair share of profit corresponding to the revenue generated from their supplied materials.

International Code of Conduct

Global labor standards prohibiting child labor, protecting union rights, capping weekly work hours at 48, requiring basic living wage, and ensuring safe work environments.

Domestic Structure and Export Department

International organizational design where headquarters/offices remain in the home country with a single department dedicated to export operations.

Domestic Structure and International Division

Organizational structure maintaining home headquarters alongside a dedicated international division handling foreign production and sales.

Domestic Structure and Foreign Subsidiary

Organizational design keeping home-country headquarters while maintaining operating offices in foreign target countries.

Global Geographic Structure

Structure dividing worldwide operations into distinct regional units that report directly to the CEO.

Global Functional Structure

Structure integrating global operations into specific functional departments (e.g., HR, Marketing, IT) to maximize specialization and economies of scale.

Global Matrix Structure

Organizational design blending geographic, product, and functional structures to optimize global strategy while staying locally responsive.

KSA

Knowledge, Skills, and Abilities used to evaluate and hire the most qualified candidates.

HRIS

Human Resource Information System; software used to maintain employee records, applications, resumes, and performance reviews.

Human Capital

The financial and economic value generated by an organization's workforce.

Core Competencies

Key functional capabilities an organization performs equal to or better than competitors, establishing a competitive advantage.