MGT 302 STUDY GUIDE EXAM 2
MGT 302
Exam 2 Study Guide
Fall 2015
Terms and Concepts:
● Culture Everything people have (material possessions), think (ideas, values,
attitudes) and do (expected patterns of behavior)
● Values abstract ideas about what a group believes to be good, right or desirable
● Attitudes
● Norms social rule and guidelines that prescribe behaviour
● Folkways routine conventions of everyday life (dress code, manners)
● Mores norms that are seen as a central to the functioning of a society
● Cultural Determinism
● Enculturation
● The Iceberg Model of Culture Surface is a small amount seen, unspoken rules
and unconscious rules are hard to see and can take awhile to learn
● Ethnocentrism belief in the superiority of one's own ethnic group or culture
● Cultural Distance the degree of distance between two cultures
● Cultural Frameworks is a tool for measuring cultural distance. It provides a guess
for how to interact with someone and should be used as a compass rather than a
map
● Hofstede’s Value Survey Model size of survey was extremely large and his
results of data was replicated in another research later, used average responses
that was not designed to test culture so there are potential cultural biases and is
dated
(including the 5 dimensions and the strengths and weaknesses of the model’s
development)
a) power distance- the society’s tolerance for inequalities
b) individualism vs collectivism- the relationship between the individual and
his/her fellows
c) uncertainty avoidance- the extent to which culture accepts ambiguous
situations and tolerates uncertainty
d) masculinity vs femininity- the degree to which people in a culture espouse
traditional Western gender roles (value family over money or visa versa)
e) time orientation/confucian dynamism - attitudes toward time, persistence and
respect for tradition
, ● Phases of Cultural Adjustment Honeymoon (initial introduction into culture),
Culture Shock (being completely submerged), Adjustment (time that it take to get
adjusted to a culture) , Mastery (can take about 7+ years to get to)
● Preparing for Culture Shock Have realistic expectations, cultural training,
language training, practical training
● Parent-Country The company uses employees from the home country to use in
foreign countries
● Host-Country The company uses people from the country they are in to run
operations
● Third-Country Nationals it doesn’t matter who you pick to work for you because
most of your operations are international
● Ethnocentric An ethnocentric staffing policy is one in which all key management
positions are filled by parent-country nationals.(Page 572)
● Polycentric A polycentric staffing policy requires host-country nationals to be
recruited to manage subsidiaries, while parent-country nationals occupy key
positions at corporate headquarters.
● Geocentric Staffing Approaches A geocentric staffing policy seeks the best
people for key jobs throughout the organization, regardless of nationality. This
policy has a number of advantages. First, it enables the firm to make the best
use of its human resources. Second, and perhaps more important, a geocentric
policy enables the firm to build a cadre of international executives who feel at
home working in a number of cultures.
● Expatriates A person who lives outside of their native country
● Expatriate Failure Expatriate failure represents a failure of the firm’s selection
policies to identify individuals who will not thrive abroad The consequences
include premature return from a foreign posting and high resignation rates, with
expatriates leaving their company at about twice the rate of domestic managers.
(Page 576)
● Effective Expatriate Selection Page 577 1) Self-orientation 2)Others-orientation
3) Perceptual Ability 4) Cultural toughness
● Global Mind-Set Some researchers suggest that a global mind-set, one
characterized by cognitive complexity and a cosmopolitan outlook, is the
fundamental attribute of a global manager. P. 579
● Training for Expatriate Managers cultural training (history, religion, social and
business practices), language training(can improve effectiveness and efficiency),
and practical training(day to day life, establish routine) reduce failure in the field
● Repatriation of Expatriates preparing them for reentry into their home-country.
they come home to a company that does not know exactly what they did in the
foreign country. the company does not use the skills and capabilities of the firm's
investment of sending that person to a foreign country
MGT 302
Exam 2 Study Guide
Fall 2015
Terms and Concepts:
● Culture Everything people have (material possessions), think (ideas, values,
attitudes) and do (expected patterns of behavior)
● Values abstract ideas about what a group believes to be good, right or desirable
● Attitudes
● Norms social rule and guidelines that prescribe behaviour
● Folkways routine conventions of everyday life (dress code, manners)
● Mores norms that are seen as a central to the functioning of a society
● Cultural Determinism
● Enculturation
● The Iceberg Model of Culture Surface is a small amount seen, unspoken rules
and unconscious rules are hard to see and can take awhile to learn
● Ethnocentrism belief in the superiority of one's own ethnic group or culture
● Cultural Distance the degree of distance between two cultures
● Cultural Frameworks is a tool for measuring cultural distance. It provides a guess
for how to interact with someone and should be used as a compass rather than a
map
● Hofstede’s Value Survey Model size of survey was extremely large and his
results of data was replicated in another research later, used average responses
that was not designed to test culture so there are potential cultural biases and is
dated
(including the 5 dimensions and the strengths and weaknesses of the model’s
development)
a) power distance- the society’s tolerance for inequalities
b) individualism vs collectivism- the relationship between the individual and
his/her fellows
c) uncertainty avoidance- the extent to which culture accepts ambiguous
situations and tolerates uncertainty
d) masculinity vs femininity- the degree to which people in a culture espouse
traditional Western gender roles (value family over money or visa versa)
e) time orientation/confucian dynamism - attitudes toward time, persistence and
respect for tradition
, ● Phases of Cultural Adjustment Honeymoon (initial introduction into culture),
Culture Shock (being completely submerged), Adjustment (time that it take to get
adjusted to a culture) , Mastery (can take about 7+ years to get to)
● Preparing for Culture Shock Have realistic expectations, cultural training,
language training, practical training
● Parent-Country The company uses employees from the home country to use in
foreign countries
● Host-Country The company uses people from the country they are in to run
operations
● Third-Country Nationals it doesn’t matter who you pick to work for you because
most of your operations are international
● Ethnocentric An ethnocentric staffing policy is one in which all key management
positions are filled by parent-country nationals.(Page 572)
● Polycentric A polycentric staffing policy requires host-country nationals to be
recruited to manage subsidiaries, while parent-country nationals occupy key
positions at corporate headquarters.
● Geocentric Staffing Approaches A geocentric staffing policy seeks the best
people for key jobs throughout the organization, regardless of nationality. This
policy has a number of advantages. First, it enables the firm to make the best
use of its human resources. Second, and perhaps more important, a geocentric
policy enables the firm to build a cadre of international executives who feel at
home working in a number of cultures.
● Expatriates A person who lives outside of their native country
● Expatriate Failure Expatriate failure represents a failure of the firm’s selection
policies to identify individuals who will not thrive abroad The consequences
include premature return from a foreign posting and high resignation rates, with
expatriates leaving their company at about twice the rate of domestic managers.
(Page 576)
● Effective Expatriate Selection Page 577 1) Self-orientation 2)Others-orientation
3) Perceptual Ability 4) Cultural toughness
● Global Mind-Set Some researchers suggest that a global mind-set, one
characterized by cognitive complexity and a cosmopolitan outlook, is the
fundamental attribute of a global manager. P. 579
● Training for Expatriate Managers cultural training (history, religion, social and
business practices), language training(can improve effectiveness and efficiency),
and practical training(day to day life, establish routine) reduce failure in the field
● Repatriation of Expatriates preparing them for reentry into their home-country.
they come home to a company that does not know exactly what they did in the
foreign country. the company does not use the skills and capabilities of the firm's
investment of sending that person to a foreign country
