✔️[Comp] Global Mindset

Question 1

• Societies or groups characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders.
• a statement’s meaning includes the verbal message and the nonverbals in social and historic content attached to the statement

Answer 1

High-context culture

Question 2

Societies in which relationships have less history; individuals know each other less well and don’t share a common database of experience, so communication must be very explicit.

Answer 2

Low-context cultures

Question 3

• Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group, which give rise to the group’s sense of identity.
  • set of beliefs, attitudes, values, and perspectives on how the world works
  • it’s invisible and can be handed from one generation to the next

Answer 3

Culture

Question 4

Legal system based on written codes (laws, rules, or regulations).

• legal system based on codes - approved by legislative bodies
• people getting hurt, equal rights
• each judicial action is bound by the letter of the law, the laws are not affected by judicial decisions

Answer 4

Civil Law

Question 5

Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time.

• evolves over time through judicial decisions
• these laws can change gradually

Answer 5

Common Law

Question 6

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.

• capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts
• globally we embrace culture as: age gender religion socioeconomic background and ideology

Cognitive: thinking
Motivational: effectiveness, confidence, persistance, attractiveness towards new culture
Behavioral: someone’s range of actions and responses to intercultural encounters

Answer 6

Cultural intelligence

Question 7

Concept that laws are enforced only through accepted, codified procedures.

Answer 7

Due Process

Question 8

Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.

• laws are enforced throgh accepted, codified procedures, which avoids arbitrary treatment and abuse of power

Answer 8

Jurisdiction

Question 9

Ability to take an international perspective, inclusive of other cultures’ views. Requires self awareness

Answer 9

Global mindset

Question 10

Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws.

• nobody is above the law. creates order
• a country with a strong rule of law will present lower risk for the org.
• a country with a weaker rule of law can still present opps but will also present higher risk and lower control

Answer 10

Rule of Law

Question 11

the action of signing or giving formal consent to a treaty, contract, or agreement; making it officially valid

Answer 11

ratification

Question 12

• Climate is the explicit or observable aspects of an org as the totality of the culture.
  • Culture is a result of shared beliefs
  • shared beliefs = culture

Ex: a handful of managers who are attentive only to their own goals or a series of downturn in revenue or market competition can create poor climate even in an org with a positive culture
- Think Sean’s climate vs the org’s culture”

Answer 12

Culture vs climate

Question 13

Refers to the process of creating a “third way” as an alternative to opposing cultural demands. The other terms relate to cultural perspectives.

   *Trompenaars & Hampden     * Recognize    * Respect    * Reconcile    * Realize

Answer 13

Dilemma reconciliation

Question 14

• no absolutes. Norms and values vary by situation and cultural perspective
• Relativism states that because cultures vary so greatly, there are no absolutes. Everything varies based on the situation.

Answer 14

Cultural relativism

Question 15

• culture defines behavior, therefore excusing some behavior. making change impossible
• a perspective that basically absolves individuals of any responsibility for their actions. Global HR professionals will often hear from managers in other countries that something cannot be done because of the local culture. This may call for further discussion about the supposed obstacles.

Answer 15

Cultural determinism

Question 16

headquarters develops standardized programs that fail to recognize local differences and imposes them on their foregin subsidiares. Local managers know the programs will not succeed in their standarized form but agree to implement them and watch them achieve the inevitable results-failure and increased resistance to future programs

Answer 16

malicious compliance

Question 17

global mindset ‘brad boyson’ bb

Answer 17

🔐 Brad Boyson notes that HR practicioners who have developed a global mindset “will actually begin to percieve the general patterns of commonality first and foremost” and will “no longer discriminate based upon citizenship, even if the jurisdiction in which they work does”. That is, cultural differences are not ignored-that would deny the value these differences can bring to an org. Rather, cultural ifferences are understood and appreciated to a point where underlying similarities are revealed. This is when collaboration can happen.

Question 18

”- Global mindset prepares HR to complete necessary due diligence, ask the right questions, and prepare and support the org and it’s employees.
- It’s a contining learning process”

Question 19

“To develop a global mindset, 3 things must be put into place:
* appropriate knowledge, skills, and understanding
* desire and motivation on the part of the employee to change
* support from systems and management

In addition it’s helpful to:
* study and understand your own culture and how it relates to others
* study and understand global business trends and forces
* promote a global mindset within your org “

Question 20

• Hr must be able to balance the priorities of HQ and subsidiaries
  
  • Needs to be able to identify success factors relating to talent

Answer 20

Strategic perspective

Question 21

• the group must develop programs that can deliver measurable success and work in different cultural and sociopolitical contexts
  
  • visas, tax, laws.

Answer 21

Tactical perspective

Question 22

• HR must consider certain day-day aspects of managing a workforce across borders and continents
  *. translating certain policies and procedures into local language
  *. you can hire translators

Answer 22

Practical perspective

Question 23

Levels of law

Answer 23

National: federal laws across the nation
* Subnational/regional: laws that apply to states
* Extraterritorial: laws that expand beyond the nations borders to protext nation’s citizens traveling or working abroad
* Supernational: binding agreement between nations, may superseed national laws
* International: laws between nations that also apply to individuals within national boarders (ex: human rights laws) usually ratified by participating countries but can also be accepted without ratification

ratification = the action of signing or giving formal consent to a treaty, contract, or agreement; making it officially valid

Question 24

Explicit vs implicit culture

Answer 24

Explicit = artifacts and products (food, dress, humor, music)

Implicit = basic accumptions (doing good isnt the same in every country)

Question 25

Shein's layer of culture bb

Answer 25

🔐 Shein's layers of culture suggest that cross-cultural communication depends on negotiating an outer shell of excplicit cultural artifacts and products (such as costume or food) so that one can appreciate an inner core of conscious values (what one aspres to be) and norms (what's usally done) and eventually reach an understanding of basic beliefs that unconsciously shape the cultures feelings, perceptions, thoughts, and actions. One cannot assume that simply being comfortable with the explicit culture-what is usually thought of as cross-cultural business etiquette-conveys complete cultural understanding aka, being comfortable does not mean you're demonstrating understanding

Question 26

Power Distance: * Pattern of distribution of power to cultures members * Extent to which less-powerful members of an org accept unequal distribution of power Individualism/collectivism: * Degree to which ppl percieve themselves as members of a group / integrated into groups Uncertainty Avoidance: * Level of tolerance of ambiguous, new, or changed situations Masculine/feminine: * Degree to which a culture follows traditional gender characterizations (nurturing vs competitive) Long-term/short-term: * long term focuses on traitions and resistance to change (thing of long being like long life, older people resist change more) * short-term are more pragmatic and see the positive potential of change Indulgence/Restraint: * gratification of individual desires

Answer 26

Six Dimensions

Question 27

culture bb

Answer 27

🔐 It should be noted that the models discussed here were created in a time when it was easier to identify a given nation with a given model; the forces of globalization have since then caused some blurring of lines. Increased and more rapid exposure to other cultures through technology, travel, education, and economic development has supported some degree of cultural change. However, despite this, and despite some conceptual overalap among them, the various cultural dimenson descriptions prvide valuable perspectives on cultural differences todxay

Question 28

misunderstanding bb

Answer 28

"🔐 Following are some situations in which different levels of contect create the potential for misunderstanding: - Negotiations - 360-degree performance reviews - Training meetings"

Question 29

Ethocentrism and parochialism:

Answer 29

Parochialism is a step further from ethnocentric (one way). There is ONLY one way. rigid

Question 30

cultural disconnect bb

Answer 30

🔐 Cultural disconnect within an organization must be addressed to avoid creating "malicious compliance". This can occur when headquarters develops standardized programs that fail to recognize local differences and imposes them on their foregin subsidiares. Local managers know the programs will not succeed in their standarized form but agree to implement them and watch them achieve the inevitable results-failure and increased resistance to future programs

Question 31

this redefines the mentor-mentee relationship into one that goes both ways. Each individual can teach the other about their own cultures, acting in the role of cultural intermediary or coach. These relationships build trust and enhance effective collaboration and can help instill a global mindset as employees are exposed to more diverse viewpoints.

Answer 31

reverse mentorship