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MGMT 3300 Chapter 2 notes

by: Jessica Notetaker

MGMT 3300 Chapter 2 notes 3300

Marketplace > University of Colorado Colorado Springs > MGMT > 3300 > MGMT 3300 Chapter 2 notes
Jessica Notetaker
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About this Document

They cover everything in the modules in an outline format
Intro to Management and organization
Jill Bradley-Geist
Class Notes
MGMT3300, Managment




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This 2 page Class Notes was uploaded by Jessica Notetaker on Monday September 12, 2016. The Class Notes belongs to 3300 at University of Colorado Colorado Springs taught by Jill Bradley-Geist in Fall 2016. Since its upload, it has received 25 views. For similar materials see Intro to Management and organization in MGMT at University of Colorado Colorado Springs.


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Date Created: 09/12/16
Chapter 2, Module 4  Hofstede's 6 Dimensions of National Culture o Individualism-collectivism: self-first vs group first  Individualism: employee centered incentives, competition, goals/feedback best and individual level  Collectivism: work relationships extent to private lives, group level feedback, respond better to authoritarian leaders than individualists do o Power Distance Index: how power or structure is interpreted. Family like companies may have a less rigid structure which can make them feel as if all are relatively equal or entitled to the same things o Masculinity-Femininity: gap between men and women's values, masculine is assertive, feminine is modest and caring. o Uncertainty Avoidance: how comfortable you are with risk or the unknown o Time Orientation o Indulgence-Restraint: indulgence allows for relatively free gratification of human drives instead of suppressing them.  General Strategies: o Localizer: operate base on what the locals are doing (local norms) o Exporter: attempts to export the home country compensation to other locations o Globalizer: Incorporates home country and local norms  Global Workers: o Parent-country nationals (expatriates): citizens of home company that work abroad o Third-country nationals: not citizens of home country working in a different country than where they are from o Local-country nationals: citizens of country in which the subsidiary is located o Expatriates compensation considerations  Foreign service premium  Hardship: political unrest, high crime rate, etc.  Relocation: transportation, storage, moving  Education: language classes, any kids schooling  Home leave: expenses of employees returning home to their families  Impatriation: opposite of expatriation, subsidiary managers learn culture, procedures, and develop networks with others by temporarily being transferred to headquarters  Surface vs Deep Diversity o BFOQ (bona fide occupational qualification): Not discrimination if the needs a certain gender, age, race (a movie) o Federal EEOC (Equal Opportunity)  Equal Pay, civil rights, age discrimination, pregnancy, disability o Stereotype: belief either positive or negative o Prejudice: Feeling o Discrimination: action/ behavior, conscious or not  Managing Diversity o Diversity Training  More common method; train and teach about biases  Studies show it isn't very effective  It is required (less effective than voluntary)  Content of training (some is better than others) o Affirmative action (take proactive steps to increase diversity)  Pros: more proactive than laws  Cons: Some people (minority and majority) think it is unfair; people think people are incompetence and hired because of race, gender, age "stigma of incompetence; "reverse discrimination" to meet quotas, though this is a misunderstanding. o Mentoring and Network Groups  Networking: Helping minorities get connected to top power positions  Mentoring: modest positive impact (impact depends on group)


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