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OB Ch13
Observational Behaviour Chapter 13, Scandura 2nd Edition
| Term | Definition |
|---|---|
| Diversity | Differences between individuals at work on any attribute that may evoke the perception that the other person is different from the self |
| Surface-level diversity | Differences among group members in overt, biological characteristics that are typically reflected in physical features |
| Deep-level diversity | Differences among members' attitudes, beliefs, and values |
| Traditionalists | Born between 1900 and 1945 |
| Boomers | Born between 1946 and 1964 |
| Generation Xers | Born between 1965 and 1980 Also known as baby busters / latchkey kids |
| Millenials | Born between 1981 and 1999 |
| Traditionalists | Build a legacy, lifetime career with one company |
| Boomers | Build a stellar career, excel in career |
| Generation Xers | Build a portable career |
| Millenials | Build parallel careers, several jobs simultaneously |
| Traditionalists | Security and fair rewards |
| Boomers | Monetary gains and career progression, flexibility |
| Generation Xers | Immediate rewards and career portability |
| Millenials | Work isn't everything, need flexibility to balance all activities |
| Generation Z | Born between 1995 and 2010 |
| Culture | Unstated standard operating procedures or ways of doing things |
| Culture | It is shared by almost all members of a social group |
| Culture | Older members of the group pass it on to younger members |
| Culture | It shapes behavior or structures one's perception of the world (such as morals, laws, and customs) |
| About 80% of variation in cultural values reside within countries | Confirming that country is not the same as culture |
| Culture | 10% observable and 90% unobservable |
| High-context cultures | Rely heavily on situational cues for meaning when perceiving and communicating with others |
| High-context cultures | Example: getting to know a negotiating partner as a person before proceeding to business |
| Low-context cultures | Written and spoken words carry the burden of shared meanings |
| Low-context cultures | Example: expecting a written formal agreement as a reference |
| Hofstede's cultural values | Power distance, collectivism-individualism, uncertainty avoidance, relationship orientation, confucian dynamism, indulgence |
| Power distance | Deference to authority |
| Collectivism-individualism | Group orientation |
| Uncertainty avoidance | Risk aversion |
| Relationship orientation (masculinity-feminiinity) | A focus on people over material things |
| Confucian dynamism (long-term orientation) | A focus on the future rather than the past and present |
| Indulgence | How much each individual lacks control of their desires and impulses compared with its opposite of restraint (being repressed) |
| Low score on cultural value | Individualism, low power distance, low uncertainty avoidance, masculinity, short-term oriented, indulgence |
| High score on cultural value | Collectivism, high power distance, high uncertainty avoidance, femininity, long-term oriented, restraint |
| Individualism | Social organization is loose, and people care for themselves and their immediate family |
| Collectivism | Social organization is tight, and people are loyal to their in-group and/or organization |
| Low power distance | People prefer that power be equally distributed in an egalitarian (equalitarianism) way |
| High power distance | People accept power differences and respect authority |
| Low uncertainty avoidance | People tolerate uncertainty and ambiguity, willing to take risk |
| High uncertainty avoidance | People feel threatened by uncertainty and ambiguity, are at risk averse and create rules to create stability |
| Masculinity | People value assertiveness and strive to acquire money and things |
| Femininity | People value caring for one another and the quality of life |
| Short-term oriented | People value the past and present, expecting short-term gain |
| Long-term oriented | People plan for the future, persist, and value being thrifty |
| Indulgence | How much each individual lacks control of their desires and impulses |
| Restraint | Each individual controls their desires and impulses due to strong socialization to the societal norms |
| Cultural tightness-looseness | Strength of social norms and the level of sanctioning within societies |
| Tightness | Associated with order and efficiency, conformity, and low rates of change |
| Looseness | Associated with social disorganization, deviance, innovation, and openness to change |
| Global Leadership and Organization Behavior Effectiveness (GLOBE) | Described and predicted the relationship of specific cultural variables to leadership and organizational processes and their effectiveness |
| Culturally endorsed implicit leadership theory (CLT) | Identified leadership behaviors that were perceived as effective across cultures |
| Culturally endorsed implicit leadership theory (CLT) | Charismatic/value-based, team-oriented, participative, humane-oriented, autonomous, self-protective |
| Charismatic/value-based | The ability to inspire and motivate others to high performance |
| Team-oriented | Effective team building and implementing a common goal |
| Participative | Involving others in decisions and implementations |
| Humane-oriented | Being supportive and showing consideration, compassion, and generosity |
| Autonomous | Independent and individualistic leadership |
| Self-protective | Ensuring safety and security of individuals, including face-saving |
| Universal attributes of effective leadership | Having integrity, having vision, being inspirational, and building teams |
| Universal attributes of ineffective leadership | Being a loner, being irritable, and being autocratic |
| Global mind-set | A set of individual attributes that enhance a manager's ability to influence others who are different from them |
| Global mind-set | Developed through three interrelated skills: cultural intelligence (CQ), integrative acculturation, and cultural retooling |
| Integrative acculturation | Becoming bicultural |
| Cultural retooling | Psychological process of adapting to another culture |
| Cultural intelligence (CG) | Individual's capabilities to function and manage effectively in culturally diverse settings |
| Phase 1 of cultural retooling | Deep conflict - feeling illegitimate and awkward |
| Phase 2 of cultural retooling | Ambivalence - adjusting and not feeling as negative about the behavior |
| Phase 3 of cultural retooling | Authenticity - naturally engaging in the new behavior consistent with the new culture |
| Culture shock | A series of phases person goes through when immersed in new culture |
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ltt
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