Cross cultural management overall topics

Cultural screens effect on communication (wk 4 )

• language and linguistic structures

• cognitive evaluations: process information differently

• personal bias

• cultural logic

• communication convention : high context v. low context

Types of motivation (wk 5)

• extrinsic : outside of a person

• intrinsic : inside

• altruistic : inside , for others

Self determination theory (wk 5 )

• autonomy: in control

• relatedness : connected

• competence: feeling masterful

Equity theory ( wk 5)

compares inputs/ outcomes with another and adjusts to eliminate the inequality

Rational decision making process (wk 6)

1. identify the problem '

2. identify and weigh criteria

3. generate possible choices

4. evaluate the choices

5. select optimum choice

organizational decision making processes (wk 6)

1. ringi-sei: seek employee involvement, discuss w others, then make decision

2. anglo: managers make decisions largely by themselves

3. co-determination: mangers work w employees at all levels to come to a concensus

limitations of cultural models (wk 3)

• methodology

• oversimplification : can lead to

  • promotes stereotype

  • ignores cultural factors

• subcultures and transnational cultures

culturist view vs polyculturist view (wk3)

• culturist: culture is uniform and unitary

• polyculturist: people have various combinations of cultures

A-I-A model (wk 4)

attention -interpretation- action

culture screens on effective communication (wk 4)

• language and linguistic differences

• cognitive evaluation

• personal biases

• cultural logic

• communication conventions

when facing an ethical decision (wk 6)

• utilitarianism : maximize benefit for the most people

• deontology: follow the rules regardless if consequences

stages of negotiation (wk 7)

1. preparation: competition oriented v cooperation oriented

2. relationship building : task oriented v relationship oriented

3. exchange of information/ first offer: low context v high context

4. persuasion: factual v. affective

5. concessions and agreement : sequential bargaining v. holistic

other things that effects negotiation (wk7)

• location and physical arrangements

• time frame

• participation and power

types of negotiation styles (wk 7)

• avoiding

• collaborating

• competing

• accommodating

• compromise

western leadership theories (wk 8)

• trait theory : leaders are born

• behavioral theories: rooted in observational behaviors, rather than innate abilities

• contingency theory: most effective leadership style depend son the specifics of a situation

non-western leadership styles (wk 8)

• paternalistic leadership: creates family atmosphere

• implicit leadership: perception of leadership matters (how much you match the other persons perception of leadership

advantages of multicultural teams (wk 9)

• creativity

• decision making

• solve complex global problems

• connect with clients

• retain good employees

team cultural diversity → team processes → team performance (wk 9)

• increase divergent thinking : gain→ greater creativity , loss→ more conflict

• decrease congruent thinking: gain→ less groupthink , loss→ reduced cohesion

3 necessary elements of multiculturism (wk 10)

• knowledge : deep knowledge

• identity : degree to which individuals see themselves as a member of the group

• internalization: degree to which their values, beliefs, and practices are reflected in your own