Cross-Cultural Management Exam Bank
Course Introduction
Cross-Cultural Management explores the challenges and opportunities faced by organizations and individuals operating in a global environment characterized by diverse cultures. This course examines the impact of cultural differences on management practices, communication, team dynamics, negotiation, and leadership. Students will learn strategies for developing cultural intelligence, managing multicultural teams, and adapting business practices to different cultural contexts. Through case studies, interactive discussions, and practical exercises, students will gain the skills necessary to effectively navigate and leverage cultural diversity in the workplace, fostering inclusive and productive international collaborations.
Recommended Textbook
International Management Managing Text and Cases 9th Edition by Helen Deresky
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11 Chapters
1078 Verified Questions
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Page 2
Chapter 1: Assessing the Environment: Political, Economic,
Legal, Technological
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Sample Questions
Q1) What is the European Union (EU)? Discuss how the EU affects both Europe and international managers working in Europe.
Answer: The EU now comprises a 27-nation, unified market of over 400 million people.Since the euro became a legally tradable currency, Europe's business environment has been transformed.The vast majority of legislative measures have been adopted to create an internal market with free movement of goods and people among the EU countries.The elimination of internal tariffs and customs, as well as financial and commercial barriers, has not eliminated national pride.
Global managers face two major tasks in the EU.One is strategic: how firms outside of Europe can deal with the implications of the EU and of what some have called a "Fortress Europe"-that is, a market giving preference to insiders.The other task is cultural: how to deal effectively with multiple sets of national cultures, traditions, and customs within Europe, such as differing attitudes about how much time should be spent on work versus leisure activities.
Q2) Common law is based on a comprehensive set of laws organized into a code.
A)True
B)False
Answer: False
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Chapter 2: Managing Interdependence, Social Responsibility, and Ethics
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Sample Questions
Q1) Which of the following terms refers to the practice by a country of rallying public opinion in favor of national goals and against foreign influences?
A)nationalism
B)privatization
C)protectionism
D)governmentalism
Answer: A
Q2) Which of the following is a potential benefit to the host country of MNC operation?
A)increased competition for local scarce capital
B)competition for scarce skills
C)increased interest rates as supply of local capital decreases
D)infrastructure development and support
Answer: D
Q3) Which of the following is the last step of making an ethical decision?
A)consulting your superiors if you still need clarification
B)following your own conscience and moral code
C)consulting the company's code of ethics and established norms
D)weighing stakeholders' rights
Answer: B
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Chapter 3: Understanding the Role of Culture
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Sample Questions
Q1) ________ is the awareness of and an honest caring about another individual's culture.
A)Cultural accommodation
B)Cultural empathy
C)Cultural sympathy
D)Cultural quotient
Answer: B
Q2) Which of the following represents the expectations, norms, and goals held in common by members of a specific company or group?
A)cultural variable
B)societal culture
C)organizational culture
D)organizational system
Answer: C
Q3) In specific-oriented cultures, work spills over into personal relationships and vice versa.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Communicating Across Cultures
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Sample Questions
Q1) Al Razim, a construction engineer, recently traveled to Germany in order to find investors for his real-estate project.While he finally succeeded in getting an investor, he was surprised by the explicitness of the Germans.Sometimes all he got was a direct "No." This is because Germans are a ________ culture.
A)polychronic
B)high-context
C)low-context
D)high-contact
Q2) Changing the meaning of words by changing the inflection of your voice is an example of ________.
A)paralanguage
B)object language
C)proxemics
D)oculesics
Q3) What is the difference between high-context and low-context cultures? In which type of culture would you prefer to work? Why?
Q4) What is paralanguage? How is an international manager's ability to interpret paralanguage essential to cross-cultural business communication?
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Chapter 5: Cross-Cultural Negotiation and Decision Making
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Sample Questions
Q1) How can modern technology, such as negotiation support systems (NSS), be used to improve the negotiating process?
Q2) Axiomatic appeals are generally based on ________.
A)socially accepted ideals
B)level of loyalty
C)subjective feelings
D)objective information
Q3) From an American perspective, the ________ stage of negotiation is straightforward, objective, efficient, and direct.
A)relationship building
B)exchanging task-related information
C)nonverbal communication
D)motivation
Q4) The ringi process involves gaining approval on a proposal by circulating documents to those concerned throughout the company.
A)True
B)False
Q5) How does nonverbal communication affect the negotiation process?
Q6) What is negotiation?
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Chapter 6: Formulating Strategy
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Sample Questions
Q1) Which of the following statements is true of licensing?
A)Licensing restricts finances needed for international expansion.
B)Cross licensing grants a company the right to use a property but does not grant it sole access to a market.
C)A major advantage of licensing is that it is the least risky method of international expansion.
D)Licensing increases the likelihood that a licensor's product will appear on the black market.
Q2) Which of the following is the most likely result of regulations and restrictions enforced by a firm's home government that prove to be expensive for the firm's operations?
A)the firm searches for less restrictive operating environments overseas
B)the firm responds to customers' demands more promptly
C)the firm becomes entangled in lengthy litigation
D)the firm expands its domestic operations
Q3) ________ reveal an inefficient use of assets that restricts profitability.
A)Sales-force analyses
B)Concentration ratios
C)Financial ratios
D)Competitive analyses
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Chapter 7: Global Alliances and Strategy Implementation
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Q1) According to Dovev Lavie, which of the following is a caution given to global companies by value capture strategies?
A)Set organizational and technological buffers between competing partners.
B)Avoid partners that compete in your industry if they enjoy superior bargaining power.
C)Learn and assimilate network resources in order to develop new skills and capabilities.
D)Align organizational units and create a coherent interface with each partner in the alliance.
Q2) Why is an international joint venture referred to as a marriage between venture partners?
Q3) What are some of the challenges in implementing global alliances?
Q4) Joint ventures are often the chosen form of multinational firm alliances because they ________.
A)provide greater control of proprietary technology
B)increase the level of competition between partner firms
C)enhance the specific skills of the personnel
D)enhance the rewards of the firm
Q5) Describe the process of knowledge management in international joint ventures.
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Chapter 8: Developing a Global Management Cadre
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Q1) Which of the following is true of Ueno and Sekaran's study of Japanese and U.S.firms with regard to monitoring and reporting systems?
A)U.S. firms tend to use long-term evaluations to a greater extent.
B)Compared to U.S. firms, Japanese firms build budget slack to a greater extent.
C)U.S. firms tend to use communication and coordination processes more extensively than Japanese firms.
D)Japanese managers are more likely to use formal communication and coordination processes.
Q2) What are the major variables that should be taken into account when designing a firm's organizational structure?
Q3) What are the major challenges presented by information systems in less-developed countries?
Q4) Variables such as transfer pricing and exchange-rate fluctuations do not influence profitability patterns.
A)True
B)False
Q5) List the typical ways in which firms organize their international activities.
Q6) What are the changes necessitating new structural designs for organizations?
Q7) Briefly describe the characteristics of the global geographic structure.
Page 10
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Chapter 9: Staffing, Training, and Compensation for Global Operations
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Q1) Companies using a polycentric staffing approach, avoid using parent-country nationals to fill in key managerial positions.
A)True
B)False
Q2) In the global staffing approach, the best managers are recruited from within or outside of the company, regardless of nationality.
A)True
B)False
Q3) A(n)________ policy is likely to be used where a company notes the inadequacy of local managerial skills and determines a high need to maintain close communication and coordination with headquarters.
A)global
B)regiocentric
C)polycentric
D)ethnocentric
Q4) Local managers are, by and large, effective in dealing with problems in sensitive political situations.
A)True
B)False
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Chapter 10: Developing a Global Management Cadre
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Q1) Learning patience and tolerance, realizing that managers abroad are in the minority among local people, and learning to communicate more with others and empathize with them implies that an executive has acquired considerable tolerance for ambiguity.
A)True
B)False
Q2) Lauryn, an American national, was sent to Japan on an assignment.According to her, it was during this time that she learned to understand situations from the viewpoint of local employees and business people.As an expatriate, which of the following skills did Lauryn attain?
A)multiple perspectives
B)ability to work with others
C)tolerance for ambiguity
D)technical skills
Q3) Research indicates that teleconferencing and videoconferencing is the best way to kick off a virtual team project.
A)True
B)False
Q4) Discuss Tung's support systems to ensure a successful repatriation program.
Q5) What are the long-term consequences of an ineffective repatriation program?
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Chapter 11: Motivating and Leading
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Sample Questions
Q1) Global business savvy refers to the ability to recognize global market opportunities for a company and to have a vision of doing business worldwide.
A)True
B)False
Q2) Employees in countries that rank high on power distance are more likely to prefer a(n)________.
A)autocratic leadership style
B)participative leadership style
C)charismatic leadership style
D)consultative leadership style
Q3) The global mindset of successful leaders is characterized by personal autonomy and emotional resilience.
A)True
B)False
Q4) What is subordinateship? According to Hofstede, what is the relationship between leadership and subordinateship?
Q5) In the Mexican culture, family and relationships are highly valued.How does this cultural norm affect work and business in Mexico?
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