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To ensure good communication in global teams, managers should do all of the following except
A. Hold an initial meeting in which all members introduce themselves and describe their jobs
B. Hold regular meetings throughout the project to ensure everyone is "on the same page"
C. Avoid the use of email, and use only video conferencing of telephone communication to avoid misunderstandings
D. Put the details of the project in writing
C. Avoid the use of email, and use only video conferencing of telephone communication to avoid misunderstandings
To build trust among virtual team members, managers should
A. Deep-six the egos and be friendly
B. Build a shared mythology
C. Avoid long lags in responding, unilateral priority shifts, and failure to follow up on commitments
D. Keep the door open except when on private calls
C. Avoid long lags in responding, unilateral priority shifts, and failure to follow up on commitments
Which of the following is not an advantage of virtual teams?
A. They can reduce problems associated with personality conflicts
B. They can keep a project moving around the clock
C. They provide a competitive advantage
D. They force managers to rely on subjective data when assessing team members' work
D. They force managers to rely on subjective data when assessing team members' work
When individuals join a multinational corporation they bring their national culture, which greatly affects all the following except:
A. Learned beliefs
B. Ethnicity
C. Attitudes and values
D. Behaviors
B. Ethnicity
PepsiCo, personnel are expected to be cheerful, positive, enthusiastic and have committed optimism. This is an example of:
A. Being influenced by the external environment
B. Trying to "fit-in"
C. A top-down form of management
D. Promoting community values
B. Trying to "fit-in"
_____ is a pattern of basic assumptions that are developed by a group as it learns to cope with problems of external adaptation and internal integration and that are taught to new members as the correct way to perceive, think and feel in relation to these problems.
A. Organizational culture
B. Organizational learning
C. Organizational change
D. Organizational structure
A. Organizational culture
Rules that dictate the dos and don'ts of employee behavior relating to areas such as productivity, customer relations and intergroup cooperation, are characteristics associated with organizational:
A. Ethics
B. Ambience
C. Culture
D. Structure
C. Culture
Observed behavioral regularities are typified by the following except:
A. Common language
B. Terminology
C. Customer relations
D. Rituals
C. Customer relations
Organizational climate is reflected by:
A. The degree of cooperation between management and employees
B. Common language, terminology and rituals
C. High product and service quality
D. The way participants interact with each other
D. The way participants interact with each other
Norms are reflected by things such as:
A. Common language, terminology and rituals
B. How employees and customers should be treated
C. The amount of work to be done
D. By the way participants feel about the way they are treated by higher-level management
C. The amount of work to be done
A widely held belief that has not been found to be accurate is that organizational culture:
A. Tends to erase the impact of national culture
B. Tends to be affected by national culture
C. Cannot easily change the cultural values employees bring to the workplace
D. Is different in different subsidiaries
A. Tends to erase the impact of national culture
When UpJohn Company merged with Pharamcia AB, problems emerged forcing the partners to meet and talk about their cultural differences. This is an example which illustrates that:
A. Organizational culture clashes often occur when partners do not fully understand the culture of the new partner
B. There often are substantial differences between the organizational cultures of different subsidiaries and of course, this can cause coordination problems
C. Organizational culture tends to moderate or erase the impact of national culture
D. Companies deliberately maintain distinct business cultures because they do not want one culture influencing the other
A. Organizational culture clashes often occur when partners do not fully understand the culture of the new partner
Which of the following shows the identity dimension of corporate culture?
A. To put the demands of the job before the needs of the individual
B. To put the needs of the individual before the needs of the job
C. To identify with and uphold the expectations of the employing organizations
D. To strive for accuracy and attention to detail
C. To identify with and uphold the expectations of the employing organizations
Which of the following would be associated with the dimension of pragmatic conduct?
A. To put the expertise and standards of the employing organization first
B. To put the demands and expectations of the customers first
C. To comply with clear and definite systems
D. To pursue clear aims and objectives
B. To put the demands and expectations of the customers first
The United Kingdom shows the following characteristics regarding the corporate dimension:
A. Administrative
B. Industrial
C. Pragmatic
D. Commercial
D. Commercial
'Dirigiste' is used to describe the _____ dimension.
A. Economics
B. Philosophical
C. Cultural
D. Structural
A. Economics
Which of the following sets of characteristics is typical of French negotiators?
A. Look for a meeting of people, social competence is very important, persuasion through emotional appeal is employed
B. Trust is developed on the basis of frequent and warm interpersonal contact and transaction
C. A contract is viewed as a long-lasting relationship, socialization always precedes negotiations, which are characterized by an exchange of grand ideas and general principles, social competence is very important
D. Look for a meeting of minds, intellectual competence is very important and a contract is viewed as a well-reasoned transaction
D. Look for a meeting of minds, intellectual competence is very important and a contract is viewed as a well-reasoned transaction
There are three aspects of organizational functions that seem to be especially important in determining an MNC's organizational culture. These are:
A. The general views that employees hold about the MNC's purpose, destiny, goals and their places in them; the age of the organization; and the degree of cultural diversity among the members of the organization
B. The general relationship between the managers and rank-and-file employees in the organization; the degree of cultural diversity among the members of the organization; and the hierarchical system of authority that defines the roles of managers and subordinates
C. The degree of cultural diversity among the members of the organization; the age of the organization; and the strength of the organization's leadership
D. The general relationship between the employees and their organization; the hierarchical system of authority that defines the roles of managers and subordinates; and the general views that employees hold about the MNC's purpose, destiny, goals and their places in them
D. The general relationship between the employees and their organization; the hierarchical system of authority that defines the roles of managers and subordinates; and the general views that employees hold about the MNC's purpose, destiny, goals and their places in them
The following are the steps outlined by Numeroff and Abrahams used during mergers and acquisitions except:
A. Establishing the purpose, goal and focus of the merger
B. Developing mechanisms to identify the least important organizational structures and management roles
C. Determining who has authority over the resources needed for getting things done
D. Identifying the expectations of all involved parties and facilitate communication
B. Developing mechanisms to identify the least important organizational structures and management roles
_____ culture is characterized by a strong emphasis on the hierarchy and orientation to the person.
A. Family
B. Eiffel Tower
C. Incubator
D. Guided missile
A. Family
_____ culture is a project-oriented culture.
A. Family
B. Eiffel Tower
C. Guided missile
D. Incubator
C. Guided missile
Trompenaars found that a(n) _____ organizational culture is common in countries such as Turkey, Pakistan, Venezuela, China, Hong Kong and Singapore.
A. Eiffel Tower
B. Family
C. Guided missile
D. Incubator
B. Family
When it works well, the _____ culture can catalyze and multiply the energies of the personnel and appeal to their deepest feelings and aspirations.
A. Incubator
B. Guided missile
C. Eiffel Tower
D. Family
D. Family
The family culture is foreign to most in:
A. China
B. United States
C. Venezuela
D. Turkey
B. United States
_____ culture is characterized by a strong emphasis on the hierarchy and orientation to the task.
A. Incubator
B. Family
C. Guided missile
D. Eiffel Tower
D. Eiffel Tower
Under a(n) _____ culture, jobs are well defined, employees know what they are supposed to do and everything is coordinated from the top.
A. Guided missile
B. Family
C. Eiffel Tower
D. Incubator
C. Eiffel Tower
Eiffel Tower cultures are most commonly found in:
A. Northwestern European countries, such as Germany, Denmark and France
B. Asian countries, such as Taiwan, South Korea and Japan
C. South American countries, such as Brazil, Argentina and Chile
D. North Atlantic countries, such as England, Ireland and Canada
A. Northwestern European countries, such as Germany, Denmark and France
_____ culture is characterized by a strong emphasis on equality in the workplace and orientation to the task.
A. Guided missile
B. Family
C. Incubator
D. Eiffel Tower
A. Guided missile
The _____ organizational culture is oriented to work, which typically is undertaken by teams or project groups.
A. Family
B. Incubator
C. Guided missile
D. Eiffel Tower
C. Guided missile
A(n) _____ organizational culture is characterized by a strong emphasis on equality and orientation to the person.
A. Incubator
B. Eiffel Tower
C. Family
D. Guided missile
A. Incubator
_____ cultures often create environments where participants thrive in an intense, emotional commitment to the nature of the work.
A. Eiffel Tower
B. Family
C. Guided missile
D. Incubator
D. Incubator
Change in the incubator culture is:
A. Slow and calculated
B. Almost non-existent
C. Moderate and methodological
D. Fast and spontaneous
D. Fast and spontaneous
Which of the following describes the "relationships between employees" in a family corporate culture?
A. Diffuse relationships to organic whole to which one is bonded
B. Specific role in mechanical system of required interaction
C. Specific tasks in cybernetic system targeted on shared objectives
D. Diffuse, spontaneous relationships growing out of shared creative process
A. Diffuse relationships to organic whole to which one is bonded
Which of the following describes the "attitude toward authority" in an Eiffel Tower corporate culture?
A. Status is achieved by individuals exemplifying creativity and growth
B. Status is achieved by project group members who contribute to a targeted goal
C. Status is ascribed to superior roles that are distant yet powerful
D. Status is ascribed to parent figures that are close and powerful
C. Status is ascribed to superior roles that are distant yet powerful
Which of the following describes the "ways of thinking and learning" in a guided missile culture?
A. Process oriented, creative, ad hoc, inspirational
B. Problem centered, professional, practical, cross-disciplinary
C. Logical, analytical, vertical and rationally efficient
D. Intuitive, holistic, lateral and error-correcting
B. Problem centered, professional, practical, cross-disciplinary
As firms begin exporting to foreign clients and become what Alder calls "international corporations", they must:
A. Increase the standardization of products and services
B. Adapt their products but not their approach to those of the local market
C. Adapt their approach and products to those of the local market
D. Adapt their approach but not their products to those of the local market
C. Adapt their approach and products to those of the local market
The following deal with largest, global markets:
A. International Corporations
B. Domestic Corporations
C. Global Corporations
D. Multinational Corporations
C. Global Corporations
As companies become what Alder calls "multinational firms", they often find that _____ tends to dominate all other considerations and the direct impact of culture may lessen slightly.
A. Quality
B. Serviceability
C. Durability
D. Price
D. Price
According to Adler, the primary orientation of a global firm is:
A. Strategy
B. Price
C. Market
D. Product or service
A. Strategy
Global firms need:
A. Neither an internal nor an external diversity focus
B. Both an internal and an external diversity focus
C. An internal but not an external diversity focus
D. An external but not an internal diversity focus
B. Both an internal and an external diversity focus
A _____ group is a group that is characterized by members who share similar backgrounds and generally perceive, interpret and evaluate events in similar ways.
A. Multicultural
B. Bicultural
C. Token
D. Homogeneous
D. Homogeneous
A _____ group is a group in which all members but one have the same background, such as a group of Japanese retailers and a British attorney.
A. Token
B. Multicultural
C. Bicultural
D. Homogeneous
A. Token
A _____ group is a group in which two or more members represent each of two distinct cultures, such as four Mexicans and four Taiwanese who have formed a team to investigate the possibility of investing in a venture.
A. Multicultural
B. Bicultural
C. Token
D. Homogeneous
B. Bicultural
A _____ group is a group in which there are individuals from three or more different ethnic backgrounds, such as three U.S., three German, three Uruguayan and three Chinese managers who are looking into mining operations in South America.
A. Homogeneous
B. Token
C. Multicultural
D. Bicultural
C. Multicultural
Which of the following is an example of a multicultural group?
A. A group of male German bankers are forecasting the economic outlook for a foreign investment
B. A group of Japanese retailers and a British attorney are looking into the benefits and shortcomings of setting up operations in Bermuda
C. A group of four Mexicans and four Canadians have formed a team to investigate the possibility of investing in Russia
D. A group of three Americans, three Germans, three Uruguayan and three Chinese managers are looking into mining operations in Chile
D. A group of three Americans, three Germans, three Uruguayan and three Chinese managers are looking into mining operations in Chile
The benefits or advantages of culturally diverse groups include the following except:
A. Enhanced creativity
B. Improved decision-making
C. Increased effectiveness of organization performance
D. Glass-ceiling protection
D. Glass-ceiling protection
When _____ occurs, group participants believe that their ideas and actions are correct and that those who disagree with them are either uninformed or deliberately trying to sabotage their efforts.
A. Group cognitive inertia
B. Group reverse vigilance
C. Groupthink
D. Static decision-making
C. Groupthink
Multicultural teams are most effective when they face tasks requiring:
A. Cost-cutting
B. Confidentiality
C. The application of routine technologies
D. Innovativeness
D. Innovativeness
In the _____ stage of group development, the focus should be on building trust and developing team cohesion.
A. Entry
B. Work
C. Action
D. Reflection
A. Entry
In the _____ stage of group development, attention may be directed more toward describing and analyzing the problem or task that has been assigned.
A. Entry
B. Work
C. Action
D. Reflection
C. Action
Note
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