International Management
Mock Exam
Course Introduction
International Management examines the strategies, structures, and operations of organizations operating in global markets. This course explores the cultural, economic, legal, and political differences that affect managerial decision-making across borders. Students will learn about cross-cultural communication, international human resource management, multinational strategies, global leadership, and the challenges of entering and operating in diverse international environments. Through case studies, discussions, and projects, the course prepares students to effectively lead and manage in a dynamic and interconnected world.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by Steven McShane
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15 Chapters
1451 Verified Questions
1451 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organisational Behaviour
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107 Verified Questions
107 Flashcards
Source URL: https://quizplus.com/quiz/62888
Sample Questions
Q1) Globalisation has brought increased benefits to individuals and organisations as well as increased the complexity in the workplace.
A)True
B)False
Answer: True
Q2) Psychology and sociology have contributed many theories and concepts to the field of organisational behaviour.
A)True
B)False
Answer: True
Q3) 'Absorptive capacity' refers to how easily the field of organisational behaviour can bring in new knowledge from other fields of study.
A)True
B)False
Answer: False
Q4) Education is a primary category of surface-level diversity.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Individual Behaviour, Personality and Values
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual right may conflict with another.
A)True
B)False
Answer: True
Q2) People with a low score on the neuroticism personality dimension tend to be more relaxed,secure and calm.
A)True
B)False
Answer: True
Q3) Research indicates that people almost always make ethical decisions even when under pressure to make unethical decisions.
A)True
B)False
Answer: False
Q4) Espoused values represent the values that you and your spouse have in common.
A)True
B)False
Answer: False
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Chapter 3: Perceiving Ourselves and Others in Organisations
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90 Verified Questions
90 Flashcards
Source URL: https://quizplus.com/quiz/62886
Sample Questions
Q1) The process of stereotyping includes:
A) Identifying with people who belong to the groups that you don't belong to
B) Believing that other people have the same beliefs and behaviours that you have
C) Determining whether a person's behaviour is due either to his or her motivation or factors beyond his or her control
D) Assigning the cluster of traits from a social category to a person identified with that social category
Answer: D
Q2) The four areas of the Johari Window are open,closed,internal and external.
A)True
B)False
Answer: False
Q3) Categorical thinking is mostly a conscious process of deciding what information in the environment to notice.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Workplace Emotions, Attitudes and Stress
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Stress is a physiological and psychological condition that prepares us to adapt to:
A) Relaxed environmental conditions
B) Hostile environmental conditions
C) Consumer resources
D) Conscious evaluations
Q2) Emotions are communications to ourselves and put us in a state of readiness.
A)True
B)False
Q3) People with the same feelings may form different behavioural intentions based on their unique past experience.
A)True
B)False
Q4) Give two reasons why employee involvement tends to increase organisational commitment.
Q5) Define cognitive dissonance.
Q6) Relationship management represents the highest level of emotional intelligence.
A)True
B)False
Q7) What role does culture play in how we display our emotions in the workplace?
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Chapter 5: Foundations of Employee Motivation
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74 Verified Questions
74 Flashcards
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Sample Questions
Q1) Over reward inequity occurs whenever other people receive less money than you do.
A)True
B)False
Q2) How do drives influence employee motivation?
Q3) According to four-drive theory,the drive ______ is a fundamental ingredient in the success of organisations and development of societies.
A) To defend
B) For fairness
C) To bond
D) To acquire
Q4) Needs hierarchy theory fails to explain the dynamics of employee motivation mainly because:
A) No one ever experiences growth or self-actualisation
B) People do not have a needs hierarchy
C) People try to fulfil their physiological or existence needs before they fulfil their relatedness or belongingness needs
D) People have drives,not needs
Q5) Why is it difficult to maintain feelings of equity among employees?
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Chapter 6: Applied Performance Practices
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97 Verified Questions
97 Flashcards
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Sample Questions
Q1) Work quality tends to increase with:
A) Job enrichment
B) Empowerment
C) Competency-based rewards
D) Natural grouping of tasks into one job
Q2) A gainsharing plan:
A) Encourages individuals to work independently rather than rely on team members
B) Rewards employees for the status they have gained in the organisation
C) All of the options listed here are correct
D) None of the options listed here is correct
Q3) Competency-based rewards pay employees based on their performance results.
A)True
B)False
Q4) Employees assembling complete computer modems would have lower task identity than those assembling only one component and passing it along to others for further assembly.
A)True
B)False
Q5) What is motivator-hygiene theory?
Q6) What are some ways of improving reward effectiveness?
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Chapter 7: Decision Making and Creativity
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97 Verified Questions
97 Flashcards
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Sample Questions
Q1) Need for achievement,the ability to synthesise ideas,and risk-taking are characteristics of:
A) People who tend to be more creative
B) Convergent thinkers
C) Employees with a high evaluation apprehension
D) People who conform to peer pressure in decision making
Q2) One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:
A) Emotions
B) Alternatives
C) Evaluation of solutions
D) Subjective expected utility
Q3) Incubation is the stage of creativity in which the problem is simmering at the back of your mind while you are doing something else.
A)True
B)False
Q4) Define scenario planning.
Q5) Describe the rational choice paradigm of decision making.
Q6) Identify one problem associated with the rational choice paradigm.
Page 9
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Chapter 8: Team Dynamics
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) What are the outcomes of team cohesion?
Q2) Knowledge-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.
A)True
B)False
Q3) Employees working in a department would be considered a team only when:
A) They operate without any supervisor
B) Everyone in the department has the same set of skills
C) They directly interact with each other and coordinate work activities
D) They are all located in the same physical area
Q4) Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline.
A)True
B)False
Q5) What are team norms and how do they develop?
Q6) What are the two distinct and sometimes opposing effects of diversity on a team's effectiveness?
Q7) Why is it important to have brainstorming sessions in an organisation?
Page 10
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Chapter 9: Communicating in Teams and Organisations
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) Email removes problems of social status in the communication process.
A)True
B)False
Q2) According to the communication process model,communication begins with forming the message,then encoding it.
A)True
B)False
Q3) Mimicking the non-verbal behaviours of other people seems to help us to receive the emotional experience of the people we mimic.
A)True
B)False
Q4) Emotional contagion has what effect in the communication process?
A) It has no effect on the communication process
B) It provides feedback to the sender that the receiver understands and empathises with the message
C) It reduces the amount of communication among colleagues
D) It makes it more difficult for the receiver to receive emotional meaning about the sender's experience
Q5) What is emotional contagion? Provide three purposes of emotional contagion.
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Chapter 10: Power and Influence in the Workplace
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) Organisational politics tends to increase in situations where decisions become routinised and programmed.
A)True
B)False
Q2) Ingratiation includes which of the following?
A) Flattering your boss
B) Helping co-workers with their work
C) Seeking advice from other people
D) All of the options listed here are correct
Q3) Employees have LESS power in the organisation when:
A) Their work has an immediate impact on organisational effectiveness
B) Their work can be outsourced
C) Their work reduces organisational uncertainty
D) Their work is central to the organisation's goals
Q4) Which of the following is NOT identified in the textbook as a form of influence?
A) Ingratiation
B) Upward appeal
C) Persuasion
D) Visibility
Q5) Describe the conditions that support organisational politics.
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) The conflict process begins:
A) When one party intends to interfere with the other's goals
B) When one party does something that actually interferes with the other party's goals
C) After the first party does something that causes the second party to take a similar hostile action
D) When scarce resources or other conditions exist that potentially cause conflict
Q2) Which of the following statements about organisational conflict is FALSE?
A) Job and occupational specialisation tend to minimise conflict
B) Some conflict increases organisational effectiveness
C) In constructive conflict,the parties view the conflict as something 'out there' to resolve
D) Decision ambiguity can increase the potential for conflict
Q3) How does conflict tend to increase with the level of interdependence?
Q4) Relationship conflict focuses on the other party as the source of conflict.
A)True
B)False
Q5) How can third-party intervention help to resolve a conflict?
Q6) Write a short note on choosing the best conflict handling style.
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Page 13
Chapter 12: Leadership in Organisational Settings
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Research on gender and leadership suggests that:
A) Female leaders are less task-oriented and less participative than male leaders
B) Male and female leaders adopt equal degrees of task-oriented,people-oriented and participative leadership
C) Male leaders are less people-oriented than are female leaders
D) None of the options listed here is correct
Q2) One implication of the leadership competency approach is that leadership is found among senior executives rather than people in lower-level positions.
A)True
B)False
Q3) Effective transformational leaders build commitment towards the strategic vision by using words,symbols and stories that inspire and energise employees to adopt the vision as their own.
A)True
B)False
Q4) Are transformational leaders charismatic leaders?
Q5) What is leadership motivation?
Q6) Briefly discuss employee contingencies under path-goal theory.
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Chapter 13: Organisational Structure
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Dividing work into more specialised jobs tends to:
A) Increase training costs
B) Reduce work efficiency
C) Reduce the opportunity to match people with appropriate jobs
D) None of the options listed here is correct
Q2) The increasing recognition that an organisation has only a few core competencies is one of the forces pushing towards more:
A) Functional structures
B) Simple structures
C) Client-based divisionalised structures
D) Network structures
Q3) Coordination of work activities is required:
A) Whenever there is division of labour
B) Only in team-based organisations
C) Whenever the organisation has more than approximately 100 employees
D) Only when organisations operate in complex environments
Q4) Organisations tend to become less formalised as they age and grow in number of employees.
A)True
B)False
Page 15
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Chapter 14: Organisational Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.
A)True
B)False
Q2) When should organisations use reality shock?
A) When they want employees to develop better expectations of future work experiences
B) When they want to ensure that employees develop a stronger loyalty to the organisation
C) When they want to help newcomers develop a stronger bond with co-workers and the organisation
D) Never; companies should minimise reality shock
Q3) The integration strategy for combining corporate cultures usually creates conflict as employees from the acquired firm resist the cultural intrusions.
A)True
B)False
Q4) What is a corporate cult? How does it undermine organisational effectiveness?
Q5) What are espoused values? How are they different from enacted values?
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Page 16
Chapter 15: Organisational Change
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Unfreezing occurs by making the driving forces stronger,weakening the restraining forces,or a combination of both.
A)True
B)False
Q2) The CEO of a small manufacturing company (120 employees)recently heard about future search events as a means to bring about organisational change.The CEO wants to use one of these events to convince employees that they need to reduce costs to remain competitive.The CEO has invited you,as a future search consultant,to discuss the future search process and how well it might work for the CEO.
Q3) Fear of the unknown usually motivates employees to support organisational change.
A)True
B)False
Q4) Briefly describe the Lewin's force field model's interpretation of freezing and refreezing change.
Q5) Discuss incongruent team dynamics as employee resistance to change by providing an example.
Q6) What is a strategic vision and why is it vital to implementing change?
Q7) Discuss the role of external forces in creating urgency for change.
Page 17
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