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UB GEO 330 - Review sheet exam 1

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GEO 334 MIDTERM REVIEW SHEET I. What is Culture? a. Societal (Region/Place) Culture: (Deresky’s Definition): Culture is the shared values, understandings, assumptions and goals that are learned from earlier generations, imposed bypresent members of a society and passed on to succeeding generations. It often results in shared attitudes, codes of conduct, and expectations that subconsciously guide and control certain norms of behavior.i. And because these have geographic dimensions, the expression of culture can also be seen as a geographic phenomenon.b. Organization (Community Based, Society, Corporate) Culture: Exists within and interacts with societal culture. Varies from one organization to another. Represents norms, expectations, and goals held common by members. (ex. IBM vs Apple)c. Cultural Sensitivity/Empathy: An awareness of and an honest caring about another individual’s culture d. Cultural Savvy: Company’s awareness of culture of host countryII. Chapter 3: Cultural Value Dimensions: i. Values determine how individuals probably will act in given circumstances. They are communicated via the eight subsystems just described and are passed down throughgenerations.ii. unique sets of shared values among (geographically-situated) people.” (p. 78)b. Fallacies: an error in reasoning, based on mistaken assumptions usually.i. Exception Fallacies: When you reach a group conclusion on the basis of exceptional cases. (like assuming all Asians can’t drive because you saw one Asian looking guy making a mistake.) ii. Ecological Fallacies: When you make conclusions about individuals based only on analyses of group datac. Convergence: shifting individual management styles to become similar to one another.i. Self Reference Criterion: the subconscious reference point of one’s own cultural values ii. Parochialism: narrow minded; expects others to fall in line with THEIR culture.iii. Ethnocentrism: attitude of those who assume their ways of doing things are best. (ex.P&G’s sales setback bc of ethnocentrism in ad where scenes were deemed inappropriate in Japan even though their norm here)FRANCE AND NETFLIX NOTES (pre reading #1) - Well-established French competitors are trying to head off a Netflix wave, the government wants oversight and the cinema industry wants Netflix to invest heavily in French productions. - But video-on-demand services are now already well-established in many European markets. -Another challenge in France is a requirement that 40 percent of content on French radio, TV and movies in theaters must be of French origin. Because Netflix's European headquarters are in Amsterdam, the company does not have tocomply with the rule, which is designed to protect domestic creativity. But French movie and television industry experts rally around the idea of the "French Exception." ''Offering only American series will not work," - Netflix will also have to pay a two percent tax if their annual earnings are more than 10 million euros, following a recent decision by the French Culture Ministry to tax operators based abroad. In France many close to the film industry fear Netflix will drag subscribers away from Canal+, which is currently the main financier of French-made films.d. Important Studies: (STUDY)i. Hofstede (1980)1. Research design: Surveys. 116,000 people in 50 countries – rate on scale your value (rate 1-7)a. Major criticism of this study was that only ONE MNC (multi-national corp.) was surveyed (IBM). 2. Dimensionsa. Individualism: value hard work, entrepreneurial risk taking, and freedom to focus on personal goals. VS Collectivism: emphasis strong association with family and work groups to maintain harmony and work towards collective goals.b. Uncertainty Avoidance: the extent people feel threatened by ambiguous (open to interpretation) situations i. value security, system of rules/procedures, slower change, open to change/ new ideas.c. Masculinity VS Femininity: extent to which masculine values prevail (assertive, wealth, lack of concern for others) i. HIGH: masculinity versus femininity scores emphasize assertiveness, the accumulation of wealth, and an entrepreneurial drive. ii. LOW: masculinity versus femininity value relaxed lifestyles and are more concerned for others than they are with material gain.d. Power Distance: society’s acceptance of unequal power disti. LARGE power distance= greater inequality between superiors and subordinates, more hierarchical organizations,and power derives from prestige, force, and inheritance. ii. SMALL power distance= more equally shared prestige and rewards, and power derives from hard work and is often considered more legitimate.e. Long Term Orientation:i. HIGH long-term orientation= place value on respect for tradition, thrift, perseverance, and a sense of personal shame. ii. LOW long-term orientation = value individual stability and reputation, fulfilling social obligations, and reciprocation of greetings and gifts.ii. Trompenaars1993): More rigorous research design compared to Hofstede1. 15,000 managers from 28 countries, representing 47 national cultures2. Dimensions a. Obligation: Universalistic v Particularistic: Rules and systems should apply universally or should be tailored to the circumstances and people involved in each individual case. (ex. People in Particu. Society are more likely to place relationships over rules.)b. Emotional Orientation: Neutral v Emotional: To what extent to people value restraint in their emotions? How much effort is made to control emotions? (ex. Italians show emotion even in work setting)c. Privacy in Relationships – specific (separate work from home life) or diffuse (home relationships spill over into work and visa versa)d. Source of power/status – Personal or Society: Individual achievement (personal) or ascribed status/power (society)iii. GLOBE (2001): 1. 170 researchers, over 7 yrs. 18,000 managers in 62 countries.2. Dimensions: a. Assertiveness: concerns how much people are expected to be tough, confrontational, and competitive versus modest and tender. LOW assertiveness countries have sympathy for the weak and emphasize loyalty and solidarity.b. Performance Orientation: concerns the importance of performance improvement and excellence, refers to whether people are encouraged to strive for continued improvement. LOW performance orientation countries place priority on things like tradition, loyalty, family, and background.c.


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