In cultures with a high humane orientation Quizlet

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  • Which of the following is a feature of cultures with a high humane orientation?
  • What is a feature of a culture with high future orientation quizlet?
  • What is a characteristic of high cultural intelligence quizlet?
  • What is a characteristic of high cultural intelligence?

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Deals with the level of confrontation and directness that is considered appropriate and productive. Typically, North Americans and Western Europeans are the most assertive in business situations, whereas Asians tend to be less assertive. The mentality of "say it how it is," "cut to the chase," and "don't sugarcoat it" is emblematic of high assertiveness.
Members of highly assertive cultures often view members of less assertive cultures as timid, unenthusiastic, uncommitted, and even dishonest, since they withhold or temper their comments. On the other hand, members of less assertive cultures often view members of highly assertive cultures as rude, tactless, inconsiderate, and even uncivilized. In particular, businesspeople notice differences in levels of assertiveness when a yes or no answer is expected. In less assertive cultures, the answer is sometimes vague; people are expected to read between the lines.

"the degree to which an organization or society encourages and rewards individuals for being fair, altruistic, friendly, generous, caring, and kind." In high-HO cultures, people demonstrate that others belong and are welcome. Concern extends to all people—friends and strangers—and nature. People provide social support to each other and are urged to be sensitive to all forms of unfairness, unkindness, and discrimination. Companies and shareholders emphasize social responsibility, and leaders are expected to be generous and compassionate.
In low-HO cultures, the values of pleasure, comfort, and self-enjoyment take precedence over displays of generosity and kindness. People extend material, financial, and social support to a close circle of friends and family. Society members are expected to solve personal problems on their own. Companies and shareholders focus primarily on financial profits, and leaders are not expected to be generous or compassionate.

Refers to how cultures socialize members to feel in uncertain, novel, surprising, or extraordinary situations. In high-UA cultures, people feel uncomfortable with uncertainty and seek orderliness, consistency, structure, and formalized procedures. People in high-UA cultures often stress orderliness and consistency, even if it means sacrificing experimentation and innovation. They prefer that expectations are clear and spelled out precisely in the form of instructions and rules. People in high-UA cultures prefer tasks with sure outcomes and minimal risk. They also show more resistance to change and less tolerance for breaking rules.
In low-UA cultures, people feel comfortable with uncertainty. In fact, they may even thrive, since they prefer tasks that involve uncertain outcomes, calculated risks, and problem solving and experimentation. They often view rules and procedures as hindering creativity and innovation. Members of low-UA cultures develop trust more quickly with people from other groups and tend to be more informal in their interactions. They also show less resistance to change, less desire to establish rules to dictate behavior, and more tolerance for breaking rules.

Born between 1946 and 1964. Boomers grew up during a prosperous World War II era. They also experienced major political and social changes, including the protest movements to the Vietnam War, the Civil Rights movement, the sexual revolution, Watergate, and the King and Kennedy assassinations. Most families were nuclear families with mothers staying at home. Families often gathered around the TV to watch shows together. Boomers are often considered optimistic, free spirited, and experimental. In the workplace, they hold a strong work ethic—in fact, the term workaholic was created for this generation. They hold strong loyalty to employers, and they prefer a professional work environment. Many Boomers have retired or are currently near retirement. Yet, they still comprise roughly 28 percent of the American workforce

Born between 1965 and 1981. Gen Xers grew up during rapid globalization with growing and intense worldwide competition. Corporate downsizing was common. They also saw the end of the Cold War. They were the first generation to use desktop computers and home video games as children or teenagers. They experienced the rapid proliferation of entertainment options, including MTV and movie channels, on cable TV. The home environment shifted significantly during this era. With more women entering the workforce and more single-parent families, children from this generation were often called latchkey kids because they frequently let themselves into their homes after school and had less parental supervision and attention. Gen Xers are known as independent, confident, self-reliant, responsibility driven, results focused, and less formal. In the workplace, they work hard but attempt to maintain a balance with personal lives. Compared with prior generations, they seek more continuous feedback, they're less loyal to employers, they're not impressed by titles, and they're willing to put in extra time to get the job done. Gen X professionals prioritize open communication. Gen X professionals comprise roughly 34 percent of the workforce.

Born between 1981 and 1999. Most Gen Yers were children or teenagers during the 9/11 attacks and the conflicts that followed. They lived through the Great Recession and often saw their parents or friends' parents struggle in an unpredictable economic environment. They grew up connected to people and information via social media and other online communication. With mobile devices, they had access to digital media with amazing convenience. Compared to Gen Xers, most Gen Yers had far more involved parents. Gen Yers are generally viewed as optimistic, adaptable, inclusive, sociable, friendly, collaborative, loyal to causes and issues, confident, impatient, and entitled. In the workplace, Gen Y professionals seek to strike a balance between work and lifestyle, want flexibility in work hours, enjoy working in teams, want to make an impact, seek continuous feedback and instant results, are less loyal to employers, prioritize a friendly and casual workplace, and enjoy multitasking. Gen Y comprise roughly 35 percent of the workforce.

Born in 2000 or after. They amplify many of the traits associated with Gen Yers. For example, they are growing up even more connected, even more reliant on mobile devices, more focused on visual media, and even more accustomed to collaborative platforms.71 Some Gen Z individuals have already entered the workforce. They are the smallest portion of the American workforce at roughly 1 percent. However, within five to ten years, they'll likely comprise up to 10 percent of the workforce. Members of each generation, particularly those entering the workforce, face stereotypes developed by members of other generations. Gen Y professionals have already formed stereotypes of Gen Z professionals. On the positive side, many Gen Y professionals consider Gen Z employees open-minded (41 percent) and creative (38 percent). On the negative side, many Gen Y professionals consider Gen Z employees lazy (45 percent), self-centered (37 percent), and easily distracted (35 percent).

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