IBUS 492 Test 1

A set of vocabulary flashcards summarising the principal terms and concepts introduced in the lecture on cross-cultural management.

Culture (Hofestede)

The collective programming of the mind that distinguishes one group from another, encompassing shared values, norms and basic assumptions.

Artefacts (Cultural Layer)

Visible and tangible expressions of culture such as language, dress, food, architecture and rituals.

Espoused Values

Stated principles, strategies and goals that an organisation or society claims to uphold.

Basic Assumptions

Deeply embedded, taken-for-granted beliefs that unconsciously guide behaviour within a culture.

Tight Culture

A society with clearly expressed norms, high formality, discipline and low tolerance for deviance.

Loose Culture

A society tolerant of deviant behaviour with flexible norms, low formality and weaker social sanctions.

Cross-Cultural Management

The field that explains, compares and improves organisational behaviour across different national, organisational and professional cultures.

Power Distance (Hofstede)

The extent to which less-powerful members expect and accept unequal power distribution.

Uncertainty Avoidance (Hofstede)

The degree to which a society feels threatened by ambiguity and creates rules to avoid uncertainty.

Individualism / Collectivism (Hofstede)

Whether people’s self-image is defined in terms of ‘I’ (individual rights) or ‘We’ (group loyalty).

Masculinity / Femininity (Hofstede)

The extent to which a culture values competitiveness, achievement and material success (masculine) versus cooperation, quality of life and caring (feminine).

Long-Term Orientation (Hofstede)

A focus on future rewards, perseverance and thrift versus short-term respect for tradition and fulfilling social obligations.

Indulgence / Restraint (Hofstede)

The degree to which societies allow free gratification of basic human desires versus strict social norms controlling gratification.

Kluckhohn & Strodtbeck Value Orientations

Anthropological model proposing universal value problems with culturally preferred solutions (e.g., time, human nature, activity).

GLOBE Project

Global Leadership & Organizational Behavior Effectiveness study identifying cultural practices, values and nine leadership dimensions across societies.

Humane Orientation (GLOBE)

The degree to which a society encourages fairness, altruism and care for others.

Assertiveness (GLOBE)

The extent to which individuals are confrontational and aggressive in social relationships.

Gender Egalitarianism (GLOBE)

The degree to which a society minimises gender role differences and promotes equality.

Future Orientation (GLOBE)

The extent to which individuals engage in future-oriented behaviours such as planning and investing in the future.

Performance Orientation (GLOBE)

The degree to which a society encourages and rewards innovation, high standards and performance improvement.

Culture Cluster

A grouping of countries that share similar cultural dimension scores, aiding comparison in international management.

Universalism / Particularism (Trompenaars)

Whether general rules (universalism) or relationships/context (particularism) govern behaviour and decision-making.

Individualism / Communitarianism (Trompenaars)

Preference for personal goals and autonomy versus group goals and responsibility.

Neutral / Affective (Trompenaars)

The extent to which emotions are controlled (neutral) or openly expressed (affective) in social interactions.

Specific / Diffuse (Trompenaars)

Whether people separate work/private life and focus on contracts or view relationships as holistic and overlapping.

Achievement / Ascription (Trompenaars)

Whether status is earned through performance (achievement) or attributed through age, gender, title or background (ascription).

Sequential vs Synchronic Time (Trompenaars)

Preference for doing one task at a time in order (sequential) versus multitasking and flexible scheduling (synchronic).

Inner- vs Outer-Directed (Trompenaars)

Belief that people control the environment (inner-directed) versus adapt to external forces (outer-directed).

Reconciliation of Cultural Dilemmas

Trompenaars’ methodology for integrating seemingly opposing cultural values to create synergistic solutions.

Learning Organisation

An organisation where people continually expand their capabilities, nurture collective learning and adapt to change.

Transformational Leadership

Leadership that inspires vision, changes assumptions, builds commitment and motivates followers beyond self-interest.

Transactional Leadership

Leadership based on exchanges and rewards for performance, appealing to followers’ self-interest.

Charismatic / Value-Based Leadership

GLOBE dimension featuring inspirational vision, integrity and confidence that universally fosters effectiveness.

Team-Oriented Leadership

GLOBE dimension emphasising collaborative team building and the pursuit of shared goals.

Participative Leadership

Leadership style involving others in decision-making; its effectiveness varies across cultures.

Humane-Oriented Leadership

Leadership characterised by compassion and generosity; cultural impact ranges from positive to neutral.

Autonomous Leadership

A self-governing, independent leadership style showing wide cultural variation in acceptance.

Self-Protective Leadership

Leadership focused on face-saving, status and safety; valued differently across cultures.

Functional Structure

Organisational form that groups employees by specialised functions such as marketing or finance.

Matrix Structure

Structure combining functional and product lines of authority, creating dual reporting relationships.

Network Structure

A flexible, non-hierarchical arrangement of dispersed but interdependent units linked by technology and collaboration.

Transnational Structure

Organisation with interdependent, specialised subsidiaries that share knowledge and integrate global operations.

Corporate Culture

Shared values, beliefs and practices that shape behaviour within a corporation.

Cultural Web

Johnson’s framework depicting organisational culture through six interlinked elements like stories, symbols and rituals.

Tough Guy, Macho Culture

Deal & Kennedy culture type marked by high risk, rapid feedback and emphasis on individual heroics.

Work Hard / Play Hard Culture

Low-risk, quick-feedback culture focused on customer service, energy and action.

Bet-Your-Company Culture

High-risk, slow-feedback culture where big decisions have long-term payoffs or failures.

Process Culture

Low-risk, slow-feedback culture emphasising procedures and bureaucracy over results.

Hierarchy Orientation

Power value orientation where authority is centralised and roles are clearly distinguished.

Equality Orientation

Power value orientation valuing decentralisation and minimal status differences.

Monochronic Time

A linear approach to time that values schedules, punctuality and tackling one task at a time.

Polychronic Time

A flexible approach to time that allows multiple activities simultaneously and values relationships over schedules.

High-Context Communication

Communication style where much information is embedded in context, non-verbal cues and shared understanding.

Low-Context Communication

Communication style that relies on explicit, direct messages with little reliance on situational context.

Transcultural Competence

The integrated knowledge, skills and communication ability required to work effectively across cultures.

Professional Culture

Shared norms and values among people of the same profession, cutting across national or organisational lines.

Operator Culture

Schein’s professional culture of employees involved in day-to-day production of goods or services.

Engineer Culture

Professional culture of those who design and monitor technology within an organisation.

Executive Culture

Professional culture of senior managers responsible for strategy, finance and overall organisational direction.

What are the 3 layers of culture?

1. Artefacts and attitudes

2. Norms and values

3. Basic assumptions

What are the 4 categories of value systems?

• Traditional Society

• Rational Society

• Materialistic Society

• Post-Modern Society

Culture (Edgar Schein)

A set of basic assumptions — shared solutions to universal problems of external adaptation and internal integration — which have evolved over time and are handed down from one generation to the next.