Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Bus 302: Ch 3
| Term | Definition |
|---|---|
| Creators | use diversity effectively, combining ideas and building on them to create new and better ways of doing business |
| Destroyers | let differences lead to destructive conflict, personal disputes and poor solutions |
| Equalizer | suppress difference and pretend they don’t exist. BUT: doesn’t realize potential of team and if done for too long can turn into destroyers |
| MBI | Map-Bridge-Integrate |
| Mapping | understanding cultural and other differences among each other |
| Bridging | communicating effectively, taking those differences into account |
| Integrating | bringing the difference perspectives together and building on them |
| Bridging: 3 steps | preparing, decentering, and recentering |
| Prepare | setting the ground for communication |
| Prepare: 2 Aspects | 1) Motivation (having the will to communicate across cultural boundary both to be understood and to understand others) 2) Confidence (believe that it is possible to overcome any barriers and communicate effectively) |
| Increase confidence by | learning language, reading and studying their culture, meeting people from that culture and asking them to help you immerse in culture, watch their movies, mastering a cultural framework (map) |
| Decenter | actively pushing yourself away from your own center. Moving into the mind of the other to send messages they will understand and listen in a way that allows you to understand their point of view (bi-cultural tongue and ears). |
| Decenter: 2 Aspects | Perspective taking, Explaining without blame |
| Recenter | establishing a common reality and agreeing on common rules |
| Integrating: managing the differences (3 skills) | generating participation, resolving conflicts, building on ideas |
| Generating participation | hierarchical orientation isn’t going to assert their ideas with a supervisor there, and individualistic cultures will assert their ideas |
| Resolving disagreements | use mapping an bridging to come to an common understanding and common set of rules on resolving conflicts and avoiding them in the future. |
| Building on ideas | after everything else is done, need to move forward and build on ideas. Encourage exploration of ideas with the conscious attempt to invent new ideas and build on ideas initially surfaced |
| 6 Arenas of Synergy in Cross-Cultural Interaction | 1&2 individual, 3&4 organizational, 5&6 External, 1, 3, 5 One Way, 2, 4, 6 Multi Way |
| 1&2 individual | interact effectively with individuals from other cultures |
| 3&4 organizational | design systems of interaction that guide the coordinated behavior of many people |
| 5&6 External | work with customers, suppliers, stakeholders, negotiations, marketing, advertising |
| 1, 3, 5 One Way | managers need to take something that was developed in one culture and successfully implement it in another |
| 2, 4, 6 Multi Way | take into account many cultural and contextual systems and the same time |
| Arena 2 (Individual and Multi Way) | Sincere MBI was very important in the success of the team. Low performing teams had a façade of recentering, but ultimately failed |
| Arena 3 (Organizational and One Way) | taking the idea of something and altering it to fit the culture of an organization and properly motivate the workers (using their own culture to motivate them) |
| Who adapts: | guest adapts to host, party who is seen as foreigner adapts, numbers matter, power of resources influences who needs to adapt, buyer expects the seller to adapt, |
| Mindfulness: | being aware of your actions, what they mean, how other people interpret them, and being aware of how other people are reacting (tone of voice, change in word choice etc.) |
Created by:
mbarnum3
Popular Management sets