Cross-Cultural Management Study Guide Questions
Course Introduction
Cross-Cultural Management explores the complexities and challenges of managing individuals and teams in diverse cultural environments. The course examines how cultural differences influence management practices, communication, decision-making, leadership styles, and workplace dynamics in a global context. Students learn frameworks and tools for understanding cultural dimensions, resolving conflicts, fostering inclusivity, and developing cultural intelligence. By analyzing real-world case studies and engaging in experiential activities, participants gain practical skills for navigating cross-cultural interactions and leading effectively in multinational organizations.
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International Management Managing Text and Cases 8th Edition by Helen Deresky
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Page 2
Chapter 1: Assessing the Environment: Political, Economic, Legal,
Technological
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Sample Questions
Q1) Emerson is a global manufacturing company headquartered in St.Louis,Missouri.The company employs almost 130,000 workers at its 250 manufacturing facilities located on five different continents.Emerson manufactures a wide range of products including air-conditioning compressors,garbage disposers,and automotive parts.Emerson's Asian operations employ over 50,000 people at manufacturing facilities in Asia.Emerson needs to build a new manufacturing facility to produce automotive parts for cars manufactured in Detroit.Emerson executives are considering whether to build the new facility in China or in the U.S. Which of the following,if true,undermines the argument to build a new Emerson facility in China?
A) China has committed over $500 billion to infrastructure projects.
B) U.S. firms continue outsourcing service jobs despite the economy.
C) Fuel costs in China have risen sharply and are not expected to drop.
D) China is the world's largest exporter of manufactured goods.
Answer: C
Q2) Internet is a completely open platform and it does not have to abide by any laws.
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) The Anti-Sweatshop Code of Conduct requires companies to provide a healthy and safe work environment and ________.
A) to differentiate on the basis of gender
B) to pay the prevailing local minimum wage
C) to reduce environmental footprints
D) to employ forced labor when the situation demands it
Answer: B
Q2) Transparency International is best described as a(n)________.
A) international committee that monitors electronic data privacy laws
B) nongovernmental organization that fights corruption
C) nonprofit organization that argues for workplace equality
D) nonprofit group that raises awareness about human rights violations
Answer: B
Q3) Under nationalism,the host institutes a partial or complete closing of borders to withstand competitive foreign products,using tariff and nontariff barriers.
A)True
B)False
Answer: False
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Chapter 3: Understanding the Role of Culture
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Sample Questions
Q1) According to Trompenaars's value dimensions,if you are born and raised in an achievement society,your source of status will most likely be based upon your
A) father's occupation
B) age
C) level of education
D) gender
Answer: C
Q2) According to Hofstede,the tendency of people to look after themselves and their immediate family and to place less emphasis on the needs of the society is known as
A) power distance
B) uncertainty avoidance
C) individualism
D) masculinity
Answer: C
Q3) Social loafing is common in a collectivistic society.
A)True
B)False
Answer: False
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Chapter 4: Communicating Across Cultures
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Sample Questions
Q1) Al Razim,a construction engineer,recently travelled 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) What is the difference between monochronic and polychronic time systems? Why is it important for global managers to understand this difference?
Q3) According to the GLOBE project,workers from countries that ranked low on performance orientation,e.g.,Russia or Greece,________.
A) do not take hard facts and figures seriously
B) prefer direct and explicit communication
C) make avoiding conflict a priority
D) do not encourage friendly relationships
Q4) List the cultural variables in the communication process and explain the different types of nonverbal communication.
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Page 6
Chapter 5: Cross-Cultural Negotiation and Decision Making
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Sample Questions
Q1) Japanese negotiators tend to ________.
A) lack emotional sensitivity
B) be argumentative
C) hide emotions
D) lack commitment to their employers
Q2) Which of the following is most likely to be a reason for ineffective international business negotiations?
A) differences in cultural values and problem-solving techniques
B) highly restrictive government legislations
C) lack of socializing with the opposite party
D) lack of of nonverbal communication
Q3) Which of the following statements is true regarding a negotiation process?
A) The negotiation process consists of six different stages.
B) The stages of the negotiation process are distinctly separate.
C) The concession and agreement stage typically occurs before the preparation stage.
D) The cultural norms of the place determine the order of the negotiation process stages.
Q4) Describe the process of decision making that is common in Japanese companies.
Q5) What are the main differences between Japanese and American negotiators?
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Chapter 6: Formulating Strategy
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Sample Questions
Q1) Internal analysis is carried out to assess a firm's capabilities and critical success factors compared to those of its competitors.
A)True
B)False
Q2) Dell is an American corporation that deals with computer technology.With its worldwide sourcing and fully merged production and marketing system,Dell is considered to be a ________.
A) greenfield investment
B) turnkey operation
C) shell corporation
D) globally integrated company
Q3) Offshoring provides the company with access to foreign markets while avoiding
A) relocation of the company to other countries
B) competition between companies in the global market
C) trade risks
D) trade barriers
Q4) The strategic management process invariably follows a linear format.
A)True
B)False
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Chapter 7: Global Alliances and Strategy Implementation
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Sample Questions
Q1) Describe the process of knowledge management in international joint ventures.
Q2) ________ are transition mechanisms that propel the partners' strategies forward in a turbulent environment faster than would be possible for each company alone.
A) Cooperative strategies
B) Entry strategies
C) Options strategies
D) Competitive strategies
Q3) A joint venture is a situation in which two or more partners have different relative ownership shares in the new venture.
A)True
B)False
Q4) In a highly competitive environment,alliances are a slow and risky route to globalization,and therefore,are likely to be avoided.
A)True
B)False
Q5) What is the "dual nature" of strategic alliances?
Q6) How can firms increase the likelihood of forming a successful global alliance?
Q7) Why should a company seek a global alliance over other forms of market entry?
Page 9
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Chapter 8: Organization Structure and Control Systems
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Sample Questions
Q1) Marketing-oriented companies,such as Nestlé and Unilever,which produce a range of products that can be marketed through similar channels of distribution to similar customers,will usually opt for the ________.
A) domestic structure plus foreign subsidiary
B) global geographic structure
C) matrix structure
D) domestic structure plus export department
Q2) Centralized global product responsibility implies that ________.
A) a single manager at the headquarters is responsible for a specific product around the world
B) a single manager is responsible for a specific product locally
C) a group of managers at the headquarters jointly shares product responsibility
D) product responsibility rests with subsidiary managers
Q3) Which of the following refers to a problem that firms with structurally sophisticated global networks are most likely to face?
A) environmental volatility
B) competition from domestic firms
C) low cost savings
D) import tariffs
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Page 10
Chapter 9: Staffing,Training,and Compensation for Global Operations
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Sample Questions
Q1) Felix Department Store has over 900 stores in the U.S.and over 300 stores in Mexico and Canada.Felix has been particularly successful in Mexico,and the firm's executives believe Felix should expand into other Latin American countries.As a result,plans are underway for the construction of a new Felix store in Managua,Nicaragua.The construction,once started,is expected to be completed within a year,so staff selection needs to begin soon.Felix's executives are considering the idea of using parent-country nationals to manage the new store in Nicaragua. Which of the following,if true,best supports the argument that parent-country nationals should manage the Felix store in Managua,Nicaragua?
A) Felix encourages employees to participate in community outreach programs.
B) The top management of Felix is unlikely to endorse the recruitment of cheap, incompetent workers.
C) Felix wants to maintain close control of the Nicaragua store for at least three years.
D) Felix's managers in Nicaragua will choose what items to stock based on local needs and customs.
Q2) What are the different stages of culture shock as described by Oberg?
Q3) Why is expatriate compensation complicated? What are some of the universal best practices regarding employee compensation?
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Chapter 10: Developing a Global Management Cadre
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Sample Questions
Q1) Opportunities for indigenous female employees to move up the managerial ladder in a given culture do not depend on the values and expectations regarding the role of women in that society.
A)True
B)False
Q2) What are some of the skills that are necessary for leaders of virtual global teams?
Q3) Knowledge transfer is optimized when career opportunities provided by the organization are congruent with repatriate career goals and aspirations.
A)True
B)False
Q4) In the context of the study conducted by Lazarova and Caligiuri,which of the following refers to the most important HRM practice for successful repatriation?
A) continuous communication with the home office
B) financial and tax assistance
C) agreement about position upon repatriation
D) visible signs that the company values international experience
Q5) Discuss Tung's support systems to ensure a successful repatriation program.
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Chapter 11: Motivating and Leading
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Sample Questions
Q1) What does effective global leadership entail? What are the different roles that managers on international assignments often assume to enhance leadership effectiveness?
Q2) In the Middle East,________ plays a major role in all aspects of life,including work.
A) religion
B) materialism
C) individualism
D) leisure
Q3) Japanese workers are likely to ________.
A) emphasize personal goals over group-wide goals
B) be motivated by materialistic rewards
C) be insulted by material incentives
D) emphasize individual achievement over group achievement
Q4) Which of the following is true about the Mexican culture?
A) Scheduling and time management are of utmost importance.
B) Harmony in the workplace is extremely important.
C) Workers expect leaders to involve them in decision making.
D) Business takes priority over family and friends.
Q5) Briefly describe the impact of e-business on leadership.
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