CCM Exam Subjects

7/26/2019 CCM Exam Subjects

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CCM Exam Subjects

1. Images of the self

Archetypes- how cultures see themselves+how they are built, traditions, mythology, proverbs

2. Images of the other

Stereotypes- how we judge other cultures (impressions), they depend on the relationship between

cultures, proverbs

3. Organizational culture vs. national culture

MNs

. !atalism" choice

-attitude towards time, causality

-!atalistic culture" the !ate is to be blamed- #astern europe

-choice culture-what is happening is the result o! choices we made- $estern culture

#. $ominance vs. harmon%

-attitude to nature

-dominant cultures% the man is the master o! nature

harmony- live in harmony with the nature& 'eru, Meic, uddhist countries

&. '(vantages an( (isa(vantages of )arochialism'arochialism% culture orientation presenting the idea that the way we do things is the only good way

A*ANA#S% con!ident, straight!orward

hey stic. to their opinions

*/SA*ANA#S%

-they don0t import ideas !rom other cultures

-lac. o! tolerance

-i! you have a manager !rom a parochialist culture, your possibilities o! epression are limited

*. Conservatism vs. liberalism

onservatism cultures% closed cultures, tradition-based, religions, less !riendly to strangers

1iberal cultures% open to new things, changes(Netherlands, 2S), !leible economic !ramewor.,

investments are encouraged

+. Substitutable values" uni,ue values

Substitutable values% means to reach an end-substitute money with having !ree time

eing honest, being a good person can0t be substituted

-. Career anchors+/0comment

Managerial competence

echnical3!unctional competence

1i!estyle

reativity

Security3Stability

Autonomy and independenceService

'ure challenge

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1. inetics

he way in which people !rom certain cultures move-body gestures- latino cultures

11. roxemics

he way you use space- .eeping a polite distance- in Asian countries there is limited physical contact

12. Chronemics

he way you relate to time

/n some cultures, time is always enough-latin cultures, no problem in coming late, American,

erman-time limits

4riental cultures- more !leible

$estern cultures-more stressed-having things done in time

13. Cromatics

#uropean- blac."mourning, Asian-white"mourning

hristian cultures- green"color o! the devil (555555)1. Elaborate vs. succinct verbal st%les

1atin cultures-many words to say what they want

Northern #uropean, Asian- succint

1#. Cultural re)resentations of goo( an( evil

-what is considered good and bad in some cultures is very di!!erent !rom other cultures

-blac. cat

6apanese are a!raid o! no 7

1&. '(vantages an( (isa(vantages of team (iversit%

-a team with people !rom the same country- you .now what to epect

-people !rom di!! cultures- con!licts, no consensus- */S

-more diverse opinions, learn !rom one another- A*1*. 4eligion an( 5or67relate( values

8eligions and ideologies re!lect belie!s and behaviors shared by groups o! people that cannot be

veri!ied by empirical tests9 8eligious traditions are closely related to cultural values and can have a

cultural in!luence through the content o! their belie! systems, the structure o! their belie!s and rituals,

and the identities that they promote9 :or eample, the content or speci!ic teachings o! many religious

traditions promote a strong wor. ethic, not just among their adherents but throughout the societies

where the religious groups have been especially in!luential9

8eligious groups have long competed with nation states as a basis o! social identities that shape with

whom people are most willing to wor., trade or !ight9 he etent to which religion in!luences the

cultural pro!ile o! a society depends on the etent to which a particular religion is dominant or state

sanctioned, the importance that society places on religion, the degree o! religious homogeneity in thesociety, and the degree o! tolerance !or religious diversity that eists in the society9

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Although hristianity has the highest percentage o! adherents worldwide, its percentage o! !ollowers

is projected to be relatively stable in the near !uture, with /slamic religious and ;indus representing

an increasing percentage o! the world population9

4! course religions are not evenly distributed across the planet, with some religions concentrated in

some speci!ic geographic regions9 :or eample, /slam is largely concentrated in Asia and A!rica9 And

Shinto eists almost eclusively in 6apan9

4bviously, there!ore, speci!ic religions have a greater in!luence in some cultures than in others9

$or. values can be de!ined as those nowing that one?s job is secure9 ;aving an opportunity to earn a lot o!

money9 ;aving little stress on the job9% eeing !ree to implement one?s own approach to the job9%

$or.ing with people that cooperate well with each other9% eing included in the company0s decision-

ma.ing9% ;aving an opportunity !or advancement to higher level jobs9 % $or.ing !or a company

which cares about its employees9% ;aving a good wor.ing relationship with your manager9

Christianit%Islam

8in(uism

9u((hism

Confucianism

:u(aism

Shinto

1+. Cultural orientations assum)tions

here are @ overarching cultural orientations that account !or variations in ;8M practices%

relationships vs per!ormance, hierarchy vs participation and stability vs change 9

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1-. 'ffective vs. instrumental verbal st%les

the a!!ective style is characteri=ed by language which reorea

and Saudi Arabia )& language is process oriented and receiver !ocused& collective, high contet&

A!!ective style is common in collective, high-contet cultures and is characteri=ed by language that

re


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21. 'll business is global;

22. 9,

business people are much more li.ely to develop wor. bonds based largely on cognitive trust9 /n

hina, ra=il, Saudi Arabia and Nigeria, trust is relationship-basedB and is built through developing

a personal bond9 /n the business world o! those cultures, cognitive and a!!ective trust aren0t separate

but are woven together9

:or those !rom tas.-based societies who are wor.ing with relationship-based counterparts, a !ew .ey

rules to remember are%

'ut more time and e!!ort into organising meals or social events to be shared9

*uring those engagements, drop tal.s about wor.9 1augh together, and ma.e !riends9

eyond meals, ma.e all e!!orts to !ind time to let your guard down with those you0d li.e to

build trust with, and to build up personal bonds9

hose !rom relationship-based societies who are wor.ing with tas.-based counterparts should .eep

the !ollowing points in mind%

*on0t throw out socialising altogether9 o ahead and organise a lunch but i! it is li.ely to

stretch to ninety minutes or longer, prepare your colleagues in advance9

:eel !ree to set up evening dinner or drin.s, but i! your counterparts leave early to rest or

catch up on wor., don0t ta.e o!!ence9

8ecognise that a personal bond might help, but the business is more li.ely to come with

cognitive proo! o! a high-


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he implications are obvious9 /nteractions between high and low contet peoples can be problematic9

:or eample%

6apanese can !ind $esterners to be o!!ensively blunt9 $esterners can !ind 6apanese to be

secretive, devious and ba!!lingly un!orthcoming with in!ormation9

:rench can !eel that ermans insult their intelligence by eplaining the obvious, while

ermans can !eel that :rench managers provide no direction9

2. 8igh context cultures

;igh contet cultures are vulnerable to communication brea.downs when they assume more shared

understanding than there really is9 hey are strongly inclined to indirect methods o! communication9

his is especially true in an age o! diversity9

1ow contet cultures, on the other hand, are not .nown !or their ability to tolerate or understand

diversity, and tend to be more insular9 he eplicitness with which they communicate can o!ten cause

o!!ence and resentment9

he point, o! course, is that in an age o! diversity these cultural di!!erences are just as li.ely to

appear across a des. as they are across borders9 *on?t assume a common geographic location

guarantees a common heritage9

'ssociation high context /

8elationships depend on trust,

build up slowly, are stable9 4ne

distinguishes between people inside and

people outside one?s circle9

;ow things get done depends on

relationships with people and attention to

group process9

4ne?s identity is rooted ingroups (!amily, culture, wor.)9

Social structure and authority are

centrali=ed& responsibility is at the top9

'erson at top wor.s !or the good o! the

group9

'ssociation lo5 context/

8elationships begin and end


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*isagreement is personali=ed9

4ne is sensitive to con!lict epressed

in another?s nonverbal communication9

on!lict either must be solved be!ore

wor. can progress or must be avoided

because it is personally threatening9

another?s bothersome behavior9


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harismatic Style

1eaders who inspire their employees establish a vision and communicate it with passion and

enthusiasm9 A charismatic leader establishes an organi=ation with dedicated !ollowers who believe in

his mission9 /n individualist cultures, these types o! leaders !ocus on accomplishing tas.s and tend to

accept paternalism, a hierarchy based on a !atherly leader9 According to the Eambridge ;andboo.

o! ulture, 4rgani=ations and $or.,E FG percent o! the 6apanese surveyed accepted paternalism as

compared with only HI percent o! Americans surveyed9

*emocratic Style*emocratic leaders involve their subordinates in decision ma.ing processes9 y encouraging

collaboration, they typically increase an employee?s job satis!action and commitment to his job9

eam members !eel li.e they have control over their wor.9 *emocratic leaders motivate their

personnel to solve problems themselves9 ollectivists, such as the 6apanese, tend to sacri!ice

individual needs !or the whole group9 1eaders in these cultures rely on an employee?s sense o! duty

to produce


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$hat might eplain the universal appeal o! the trans!ormational leadership attributes5 /t has been

suggested that pressures towards common technologies and management practices, as a result o!

global competition and multinational in!luences may ma.e some aspects o! leadership universally

accepted9 /! true, we may be able to select and train leaders in a universal style and thus signi!icantly

raise the omodo dragonsin the /ndonesian islands, tales o! which were


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2-. Cultural )erce)tions of time

4!ten, when we are immersed in our own culture, it is di!!icult to understand how those !rom other

ethnicities perceive our culture, customs, and way o! li!e9 /n addition, some aspects o! our culture

are so ingrained in our minds and so commonplace to us that we begin to !eel they are universally

accepted9

4ne o! these cultural variables is a person0s perception o! time9 Most people have their own ideao! what time is and give little thought to the possibility that their de!inition could be di!!erent

!rom anyone else0s9 :or instance, it would not occur to someone living in most parts o! the world

today that the !uture couldn0t possibly eist9 ;owever, the people o! 'iraha heritage living in the

Ama=on have no concept o! time beyond the present so the concept o! !uture !or them doesn0t

eist9 hey don0t even have a word !or the concept o! !utureB in their vocabulary9 Similarly,

most humans on earth !ind it nearly impossible to picture an etraterrestrial culture o! some sort

where the arrow o! time C the direction o! its !low !rom past to !uture C is reversed9 ecause we

can0t envision it, does that mean it cannot be5

4ne particular study that used all three o! these methods was success!ul in collecting data !rom@I di!!erent countries9 Speci!ically, the study tested the !ollowing things%

(I) wal.ing speedDthe speed with which pedestrians in downtown areas wal. a distance o! KG

!eet&

(J) wor. speedDhow


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reviewing the results o! these studies, it almost seems as i! these !ast paced countries are in a race to

get through li!e as ing)

reece is another #uropean country that most people consider, without


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control o! the everyday lives o! most people9

P6apan% he 6apanese live lives that are run by time, as do the Americans9 Still, the 6apanese tend to

!eel less rushed and !rustrated with this !act than the Americans do& they seem to have achieved a

greater handle on time management and etremely e!!icient li!estyles9 he 6apanese run on time

because o! their etremely low tolerance !or tardiness and delay9 /! American deadlines and meeting

times are said to be strict, than the same aspects in 6apanese culture would be even stricter9 A great

eample o! this rigid view toward promptness can be seen in the 6apanese train system9

/n most #uropean railway systems, a delay0 is de!ined as IG-IH minutes behind schedule90 /n other

words, !or eample, I7 minutes behind schedule0 is still counted as on time90 his is how #uropean

railway companies are able to obtain high punctuality9 4n the other hand, the de!inition o! delay0 in

6apan is more severe& only trains with less than a minute0s delay is de!ined as on time90B (Mito)

3. Cultural intelligence

he simplest de!inition o! cultural intelligence is a person0s ability to adapt e!!ectively to a new

cultural contet9 homas and colleagues (JGGF) provided a more complete de!inition o! cultural

intelligence as a system o! interacting .nowledge and s.ills, lin.ed by cultural metacognition thatallows people to adapt to, select and shape the cultural aspects o! their environment9 ultural

intelligence includes three .ey components% .nowledge (both general .nowledge o! how culture

plays a role in behavior and speci!ic .nowledge about the cultural characteristics o! the host

country)& s.ills (perceptual s.ills such as open-mindedness and being non-judgmental, relational

s.ills such as !leibility and adaptive s.ills such as ehibiting culturally appropriate behavior)& and

metacognition (.nowledge o! and control over one0s thin.ing and learning) 9 he metacognition

allows that the person actively re!lects on available .nowledge and s.ills regarding, say, gi!t giving,

monitors how this relates to intended outcomes (e9g9 pleasing the co-wor.er) and, i! need be,

regulates behavior by !ormulating alternative course o! behavior9 /t involves conscious monitoring

and regulating one0s behaviors and emotions9

31. ?If I 5ere to start ane5A I 5oul( start from culture@ :ean Monnet/

ou certainly .now the words erroneously ascribed to 6ean Monnet% Ei! / were to start anew, / would

start !rom culture9E hese words are


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mere technocrats in love with the rate o! growth and strong money9 4n the contrary, perhaps they

were too well-versed in history to thin. that political authority carries any real weight in matters o!

culture9 8ather, their almost complete silence regarding culture should not be seen as a sign o!

wisdom9

he phrase that legend now ascribes to 69 Monnet epresses a conviction, but also raises a doubt, and

this is my second conclusion9 he premonitory conviction was only one stage in the #uropean

construction% the stage where it was a rather elitist venture, concerned with economics, with the

prosaic tas. o! economics, when what was necessary was to arouse enthusiasm, to mobili=e all the

resources o! those who loved #urope9 he conviction was that it was necessary to adopt a strategy o!

small steps towards a true political and culture project9 he intention was not limited to adding a

cultural section to the economical assembly, as people add sugar to diminish the bitterness o! potion,

or, i! you pre!er, as people put cherry on a ca.e9

As to the doubt, it depends on my understanding o! the cultural in!luence o! #urope9 69 Monnet

certainly .new what 'aul alry said about the #urope o! yesterday, in his !amous phrase that /

remember, ENo other part o! the world possesses that uni


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1anguage C an inability to spea. the local language, and a poor or too literal translation are o!ten

causes !or mistrust

'epsi0s slogan ome Alive with 'epsiB translated into erman as ome out o! the grave9B

3. hases of going global

3#. Sources of cross7cultural misinter)retation

3&. Cultural variations in (ecision7ma6ing

3*. Ethics across cultures

3+. ers)ective in culture

3-. Cultures of shame" cultures of guilt

Erial by mediaE is very much a !eature o! political li!e at the moment, and it wor.s largely because

it seems that the public has di!!erent standards o! proo! !or misdemeanours among those in public

li!e !rom those it maintains !or private citi=ens9 /n public li!e it is enough to be EtaintedE withsuspicion !or one?s !uture to be blighted

/n other words, the rules about responsibility and blame are not the same across cultures or even

across di!!erent sectors o! the same culture9 lichs about there being Eno smo.e without !ireE and

Emud stic.sE on the one hand, and being Einnocent until proven guiltyE on the other, !or eample,

represent !undamentally di!!erent assumptions9

A use!ul distinction !or articulating these di!!erent assumptions and rules is that between EshameE

culture and EguiltE culture9

uilt culture% $estern culture, Shame culture% 6apan e9

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. =O9E stu(%7). 1&3

14# was initiated to investigate one !undamental


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8O!S'=ISM 7 CO==EC'=IS=4ES

!oster contractual relationships that are based on the principles o! echange9 hey calculatepro!it and loss be!ore engaging in a behavior9

!ocus on sel! or at most on close loved ones, are concerned with the relationship between their

behaviors and their own needs, interests T goals9

value independence T sel!-su!!iciency place sel! interests above collective interests accept

con!rontation as an attribute

emphasi=e pleasure, !un T personal enjoyment more than social norms and duties belong to

many in- groups that eert little in!luence on their lives

believe that their belie!s are uni


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behave according to social norms that are designed to maintain social harmony among

members o! an in- group

consider implications o! their actions !or wider collective

share resources and are prepared to sacri!ice personal interest !or collective interests

!avor certain in-groups (e9g9 !amily, !riends)9 The Chinese culture, for example, believes that

ones elf-

esteem and future are tied to ones in-groups such as parents, siblings, friends.

belong to a small number o! in-groups that in!luence their lives have a greater tendency

toward con!ormity than individualists

are very concerned about in-group members and are indi!!erent or hostile toward out-group

members

emphasi=e hierarchy and harmony within group

regulate behavior through group norms

1. Convergence7(ivergence in cross7cultural management

2. ersonal s)ace

he study o! personal space is sometimes re!erred to as proemics

'ersonal space re!ers to that invisible bubble we all carry around with us which de!ines how close we

will approach to other people and how close we will allow other people to approach us9 o a very

large etent it is a !unction o! our relationship with the people involved and the society or culture to

which we are accustomed9 o some etent the terminology is misleading since in !act what we are

considering is interpersonal space9 /t only becomes important when we interact with others9 /n

addition we need to be aware that the bubble can epand or shrin.9 /n essence we all have a

construction o! the amount o! personal space that is appropriate between ourselves and other people

in a range o! situations9 $e only become aware o! our personal space when it is invaded9 /t issomething which maintains an invisible control over our behaviour with others most o! the time9

*i!!erent cultures tend to have di!!erent si=es o! personal space bubbles9 :or eample middle eastern

peoples tend to tolerate closer distances than people !rom ritain9

8esearch also suggests that the personal space bubble is not circular, but elliptical, so we will tolerate

people coming closer to us at the side than in !ront or behind9

'ersonal space (or interpersonal distance) is a mechanism o! communication and as such it cannot be

understood independently o! other aspects o! nonverbal communication such as orientation, touch

and eye-contact9 :or eample, on a crowded train we may be !orced to allow others to invade our

personal space !or periods o! time9 ;owever, consider the di!!erence between having to stand very

close to someone in !ront o! you who turns slightly to one side, tries to avoid touching you, and

avoids eye contact, as opposed to someone who !aces you head on, ma.es no attempt to avoids


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/n participative leadership, the leader turns to the team !or input, ideas and observations instead o!

ma.ing all decision on his or her own9 hat0s not to say the leader doesn0t have the ultimate decision

ma.ing tas.& this is to say that the leader understands the team may have s.ills and ideas that could

bene!it the decision ma.ing process9

'articipative leadership involves the entire team9 his is a leadership style in which the leader wor.s

closely with team members, !ocusing on building relationships and rapport9 4n the !lip side o! this

leadership coin you have the autocratic leadership style, in which the leader tends to be more issue-

!ocused and ma.es most decisions without input !rom the team9

. Culture vs. nature" culture vs. civilization

#. Social rules

Seatingmany cultures have strict rules about who should sit where9 :or eample, seatingcan be organi=ed by age or seniority9

>tensilssome cultures use utensils in certain ways, while others don?t use them at all9

Conversationacceptable topics o! conversation during dinner vary !rom culture to culture9

:or eample, should you tal. about business while eating, or is this bad !orm5 Are some subjects o!!-

limits5

9o(% language an( gesturessome people eat while sitting on the !loor, while others !ind it

distaste!ul to touch !ood with their hands9

'rrival an( (e)artureshould you arrive early, on time or slightly late5 Acceptable arrival

and departure times vary, as well as mealtimes% it?s common to eat dinner in some cultures at IG%GG

p9m9, while others start at around K%GG p9m9

ommon ross-ultural *i!!erences /n 'ustralia , a lot o! relationship-building ta.es place in local pubs a!ter wor.9 Missing

your turn to Eshout !or a round,E or pay !or drin.s, will ma.e a bad impression9 /n :a)an , teams

o!ten strengthen relationships with drin.s and .arao.e at the end o! the day9

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/n !rance , you?ll ma.e a good impression by being enthusiastic about the !ood being served9

#njoy your meal, be vocal about it, and then tal. about business9 /n erman% , on the other hand,

it?s common to discuss wor. be!ore you eat9

In(ia is home to ;indus, who don?t eat bee!, and Muslims, who don?t eat por.9 oth o! these

groups epect you to handle !ood with your right hand only, as the le!t is considered Eunclean9E

/n Ital% , it?s common to be invited to a late dinner, which it?s considered rude to decline9

/n some countries, including /srael, people may only be permitted to consume .osher !oods

that con!orm to 6ewish !ood law, or E.ashrut9E

:ood is central toMala%sian culture& the common greeting Echiah pa bueE literally

translates as Ehave you eaten5E ;owever, a dinner invitation here might be slow to come9 Show

patience and wait, and avoid hosting your own meal until you?ve been a guest at someone else?s9

Alcohol is an important part o! relationship building in many cultures, especially in 4ussia

and South orea 9 ;ere, you?ll strengthen your reputation and impress your colleagues by Eholding

your own,E but avoid drin.ing more than you !eel com!ortable withU Alcohol is only served in

restaurants in countries li.e the >nite( 'rab Emirates , and it?s illegal in Sau(i 'rabia 9

he nite(

States and >nite( ing(om , !ood is o!ten less important, and many pro!essionals eat lunch attheir des.s9

Social touching di!!ers !rom one culture to another9 #ach culture has unspo.en rules about which

touches are considered socially acceptable9 Some cultures have strict rules about who can touch

whom where9

'atting a child on the head is considered an a!!ectionate gesture in many $estern countries, but in

some Asian countries such as hailand, it0s considered o!!ensive since the head is seen as the seat o!

the soul9

wo men holding hands would be seen as a sign o! !riendly a!!ection in countries such as Saudi

Arabia, /ndia, #gypt, or Morocco, while in other countries, they would be seen as gay lovers9/n high-contact countries such as :rance, people might greet each other by .isses on the chee., while

in low-contact country, it would be considered presumptuous9

&. Culture iceberg

*. Culturall% bizarre behaviors

+. Career success vs. ,ualit% of life

C'4EE4 S>CCESS 'D$ J>'=ICCESS Masculine/ C>=4ES

I9 gender roles are clearly distinct

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J9 men are supposed to be assertive, tough and !ocused on material success

@9 do not place great importance on benevolence

79 places importance on the value o! mastery (o! job, nature, people, etc)

5. the women considered health, wealth & understanding as desirable characteristics of a

husband

6. the women considered personalit, affection, intelligence & sense of humor as desirable

characteristics of a

bofriend

J>'=I=4ES

L9 social gender roles overlap

!. both men and women are supposed to be modest, tender and concerned with the "ualit of

life

Q9 desired traits in husbands were the same as desired traits in boy!riends (;o!stede, September,

IQQK,

#ournal. Cross Cultural $scholog%

IG9 emphasi=e non-materialistic aspects o! success

-. Cross7cultural misinter)retations

commercials

communication%

https%33global9du.e9edu3sites3de!ault3!iles3images3NancyAdlerrossultomm99pd!

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