Cross-Cultural Management
Midterm Exam
Course Introduction
Cross-Cultural Management explores the challenges and strategies associated with managing individuals and teams from diverse cultural backgrounds in a global business environment. The course examines the influence of culture on communication, leadership, motivation, negotiation, and decision-making. Students will analyze case studies, learn to identify cultural differences, develop intercultural competencies, and devise practical solutions for effective collaboration and conflict resolution in multicultural organizations. The course is ideal for those aspiring to work in international contexts or lead diverse teams, as it emphasizes sensitivity, adaptability, and ethical considerations in cross-cultural interactions.
Recommended Textbook
International Management 7th Edition by Helen Deresky
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11 Chapters
1100 Verified Questions
1100 Flashcards
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Page 2
Chapter 1: Assessing the Environment Political, Economic, Legal, Technological
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) All of the following are methods of managing terrorism risks by MNCs located in high-risk countries EXCEPT ________.
A) making contributions to local charities
B) flying only U.S.-based airlines
C) assembling counterterrorism teams
D) maintaining low corporate profiles
Answer: B
Q2) Which of the following requires that the firm actively involve nationals in the management of the subsidiary?
A) equity sharing
B) participative management
C) localization of the operation
D) development assistance
Answer: B
Q3) The selling of goods or services over the Internet is known as ________.
A) e-commerce
B) international business
C) information technology
D) electronic franchising
Answer: A
Page 3
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Chapter 2: Managing Interdependence Social Responsibility and Ethics
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Which of the following is LEAST likely to assert pressure on managers regarding a firm's social responsibility and ethical behavior?
A) public interest groups
B) government agencies
C) industry competitors
D) media reporters
Answer: C
Q2) Which of the following is NOT one of the three dimensions of sustainability?
A) social
B) economic
C) technological
D) environmental
Answer: C
Q3) MNCs assets located in host countries face the risk of all of the following EXCEPT
A) nationalism
B) privatization
C) protectionism
D) governmentalism
Answer: B
Page 4
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Chapter 3: Understanding the Role of Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) What are the geographic clusters determined by GLOBE? How can multinational managers benefit from this information?
Answer: The GLOBE research team analyzed data on nine cultural dimensions across 62 countries.Some later research by one of the GLOBE team members found 10 cultural clusters:South Asia, Anglo, Arab, Germanic Europe, Latin Europe, Eastern Europe, Confucian Asia, Latin America, Sub-Saharan Africa, and Nordic Europe.Knowing which countries are culturally similar (i.e., in the same cluster)is helpful to MNC managers since it is less risky and more profitable to expand into similar cultures rather than those that are drastically different.Besides, having learned a successful management style in one country, managers can readily use it in another country that belongs to the same cluster.
Q2) What are the four most common culturally-based variables that may cause problems for Americans in international management?
Answer: Time, change, material factors, and individualism.
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Chapter 4: Communicating Across Cultures
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Which of the following is considered a polychronic culture?
A) North America
B) Switzerland
C) Germany
D) Saudi Arabia
Q2) Which of the following is most likely a characteristic of low-context cultures?
A) Work and social relationships are inseparable.
B) Individuals base meaning on subtle gestures.
C) Individuals must read between the lines.
D) Feelings are expressed in words.
Q3) Respect in cross-cultural communication is conveyed through all of the following EXCEPT ________.
A) eye contact
B) body posture
C) voice tone
D) gift giving
Q4) How does the flow of information differ within organizations based in high-context cultures and low-context cultures?
Q5) Explain the concepts of openness and resilience as they relate to intercultural communication.
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Chapter 5: Cross Cultural Negotiation and Decision Making
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) What are the most subtle and complex behaviors that make cross-cultural negotiations difficult?
A) language differences
B) nonverbal messages
C) incorrect information
D) technical terminology
Q2) Which of the following terms refers to conflict that is handled indirectly and implicitly without clear delineation of the situation from the person handling it?
A) instrumental-oriented
B) expressive-oriented
C) objective-oriented
D) axiomatic-oriented
Q3) Which of the following variables is LEAST relevant to a profile of the opposing party in a cross-cultural negotiation?
A) decision-making system
B) concern with protocol
C) risk-taking propensity
D) location of the negotiating sessions
Q4) What are the characteristics of successful American negotiators?
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Chapter 6: Formulating Strategy
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) In a ________, a company designs and constructs a facility abroad, trains local personnel, and then transfers the facility to local management for a fee.
A) franchise
B) management contract
C) turnkey operation
D) contract manufacturing agreement
Q2) The use of professional or skilled workers located in countries other than that in which the firm is domiciled is best known as ________.
A) franchising
B) licensing
C) outsourcing
D) importing
Q3) Which of the following is NOT one of the primary reasons that firms globalize?
A) declining tariffs that open up new markets
B) decreasing consumer interest in domestic products
C) increasing competition from regional trading blocs
D) advancements in technology that simplify global operations
Q4) What are the two levels of strategic alternatives that a firm must consider when competing internationally?
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Chapter 7: Global Alliances and Strategy Implementation
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) What are some of the potential areas of incompatibility among partners in cross-border alliances?
Q2) Alliances in which two or more partners have different relative ownership shares in the new venture are called ________.
A) cultural strategic alliances
B) equity strategic alliances
C) non-equity strategic alliances
D) transmodal strategic alliances
Q3) What are some of the challenges in implementing global alliances?
Q4) All of the following are examples of international joint venture control mechanisms used by parent firms EXCEPT ________.
A) staffing policies
B) legal contracts
C) regional authorities
D) organizational design
Q5) What motivates a company to develop a cross-border alliance?
Q6) Why is Russia considered a risky country for joint ventures? What are some of the specific risks?
Q7) Explain the concepts of guanxi and guanxihu.
Page 9
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Chapter 8: Organization Structure and Control Systems
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Sample Questions
Q1) Which of the following is a characteristic of Intel's organizational structure?
A) rigidly formal hierarchy
B) fairly autonomous divisions
C) highly centralized system
D) global divisional structure
Q2) As a company becomes larger, more complex, and more sophisticated in its approach to world markets, it will most likely evolve into a(n) ________.
A) matrix corporation
B) domestic corporation
C) international corporation
D) transnational corporation
Q3) Which of the following is a major structural changes occurring within many emerging market companies, such as Lenovo and Mittal Steel?
A) expanding family ownerships
B) establishing foreign franchises
C) simplifying traditional hierarchies
D) decreasing the powers of subsidiaries
Q4) What is CPGmarket.com? How can it be beneficial to global firms?
Q5) Discuss the affect of culture on organizational structure.
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Chapter 9: Staffing Training and Compensation for Global Operations
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Sample Questions
Q1) According to the "Best International Human Resource Management Practices Project," the most important selection tool in Korea is ________, but in Taiwan the most important selection tool is ________.
A) an employment test; the job interview
B) technical skill; work experience
C) work experience; technical skill
D) the job interview; an employment test
Q2) Which staffing approach is best when a firm has been structured around a centralized approach to globalization and is at the internationalization stage of strategic expansion?
A) polycentric
B) regiocentric
C) global
D) ethnocentric
Q3) With reference to the "Best Human Resources Management Practices Project," discuss the four practices that researchers found to be universal within the cultures studied. Then, give an example of a practice that differed across two countries.
Q4) What is the relationship between strategy, structure, and staffing?
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Q5) What are the advantages of using expatriates to manage foreign subsidiaries?
Chapter 10: Developing a Global Management Cadre
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100 Flashcards
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Sample Questions
Q1) According to research, which of the following is LEAST likely to improve the cross-cultural adjustment of expatriate spouses?
A) Firms seek the spouse's opinion about the assignment.
B) The spouse initiates his or her own predeparture training.
C) Firms seek the spouse's opinion on the expected standard of living.
D) The spouse initiates his or her own job search in the foreign location.
Q2) Which of the following terms refers to collections of managers from several countries who must rely on group collaboration if each member is to experience optimum success and goal achievement?
A) global management teams
B) specialized management teams
C) virtual management teams
D) strategic management teams
Q3) According to research on HR managers in the Asia-Pacific region, what is the advantage of having synergy within transnational teams?
A) greater likelihood for individual recognition
B) more opportunities for global competition
C) elimination of unnecessary communication
D) increased simplification in the global workforce
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Page 12
Chapter 11: Motivating and Leading
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Sample Questions
Q1) Which of the following is NOT one of the typical reward categories in American culture?
A) job content
B) relationships
C) financial
D) social status
Q2) What are some of the differences between Japanese and American motivation practices? How would workers in each culture most likely respond to the motivational tools of the other culture?
Q3) According to Laurent, managers in Sweden, Denmark, and Great Britain believe that employees prefer which style of leadership?
A) autocratic
B) charismatic
C) participative
D) autonomous
Q4) With regards to Maslow's hierarchy of needs, how do Western and Eastern cultures differ in their views of what needs are most important?
Q5) What should global managers do when implementing work teams in Mexico?
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