Question 1

Feminine cultures emphasize the inequality of men and women and desire harmony in the workplace.

Accepted Answer

A) True 
 B)False

Question 2

Discuss some of the reasons for cross-cultural stereotypes.

Accepted Answer

Cross-cultural stereotypes can arise fro

Question 3

Guanxi is

Accepted Answer

A)  based on the relationship between equals. 
B)  the loss of face. 
C)  a Korean concept. 
D)  based on the relationship between unequals or a benefolent paternalism. 
E)  the concept of uncertainty avoidance. 
A)  based on the relationship between equals. 
B)  the loss of face. 
C)  a Korean concept. 
D)  based on the relationship between unequals or a benefolent paternalism. 
E)  the concept of uncertainty avoidance.

Question 4

Someone who believes that competition and conflict are both inevitable parts of an organization is probably from a culture with

Accepted Answer

A)  high power distance. 
B)  high uncertainty avoidance. 
C)  high femininity. 
D)  high collectivism. 
E)  low uncertainty avoidance. 
A)  high power distance. 
B)  high uncertainty avoidance. 
C)  high femininity. 
D)  high collectivism. 
E)  low uncertainty avoidance.

Question 5

Two similarities in Ronen and Shenkar's findings include:

Accepted Answer

A)  language and currency. 
B)  proximity and government. 
C)  currency and government. 
D)  language and geography/proximity. 
E)  politics and geography. 
A)  language and currency. 
B)  proximity and government. 
C)  currency and government. 
D)  language and geography/proximity. 
E)  politics and geography.

Question 6

The Chinese obligation of guanxican take precedence over laws, firm procedures and company goals.

Accepted Answer

A) True 
 B)False

Question 7

An employee who will not present a problem to his or her manager is probably from a __________ culture.

Accepted Answer

A)  low power distance. 
B)  high-context. 
C)  individualistic. 
D)  high power distance. 
E)  low uncertainty avoidance. 
A)  low power distance. 
B)  high-context. 
C)  individualistic. 
D)  high power distance. 
E)  low uncertainty avoidance.

Question 8

Ronen and Shenkar

Accepted Answer

A)  based their theory on a comprehensive review of previous research. 
B)  looked at the importance of various work goals. 
C)  studied the extent to which work satisfies certain needs. 
D)  clustered countries on what they felt were patterns of similarity in employees' attitudes toward work. 
E)  deal with all of these in their work. 
A)  based their theory on a comprehensive review of previous research. 
B)  looked at the importance of various work goals. 
C)  studied the extent to which work satisfies certain needs. 
D)  clustered countries on what they felt were patterns of similarity in employees' attitudes toward work. 
E)  deal with all of these in their work.

Question 9

Which of the following is not a cultural dimension of Trompenaars' alternative?

Accepted Answer

A)  high/low context. 
B)  neutral-emotional. 
C)  specific-diffuse. 
D)  achievement-ascription. 
E)  universalism-particularism. 
A)  high/low context. 
B)  neutral-emotional. 
C)  specific-diffuse. 
D)  achievement-ascription. 
E)  universalism-particularism.

Question 10

____________ countries dominate the well-oiled machine quadrant (small power distance and strong uncertainty avoidance) of Hofstede's cultural dimensions.

Accepted Answer

A)  Asian. 
B)  Latin. 
C)  Germanic. 
D)  African. 
E)  Middle Eastern. 
A)  Asian. 
B)  Latin. 
C)  Germanic. 
D)  African. 
E)  Middle Eastern.

Question 11

Which of the following is not a limitation of Ronen and Shenkar's approach?

Accepted Answer

A)  it includes a limited number of countries. 
B)  the complexity of within-country differences. 
C)  it focuses on attitudes toward work. 
D)  few developing countries are represented. 
E)  the different meanings of some terms within and across clusters. 
A)  it includes a limited number of countries. 
B)  the complexity of within-country differences. 
C)  it focuses on attitudes toward work. 
D)  few developing countries are represented. 
E)  the different meanings of some terms within and across clusters.

Question 12

Which of the following dimensions did Hofstede find tended to cluster together?

Accepted Answer

A)  small power distance and collectivism. 
B)  high power distance and individualism. 
C)  low uncertainty avoidance and collectivism. 
D)  masculinity and individualism. 
E)  small power distance and individualism. 
A)  small power distance and collectivism. 
B)  high power distance and individualism. 
C)  low uncertainty avoidance and collectivism. 
D)  masculinity and individualism. 
E)  small power distance and individualism.

Question 13

Discuss the strengths and weaknesses of both Hofstede's and Ronen and Shenkar's models.

Accepted Answer

Hofstede's model of cultural dimensions

Question 14

Suggest some ways to get beyond cultural stereotypes.

Accepted Answer

1. Educate yourself: Take the time to le

Question 15

The importance of managing a culturally diverse workforce is increasing due to

Accepted Answer

A)  the increase of local governments. 
B)  the growth in international business. 
C)  the need to train everyone in Western methods. 
D)  all of these. 
E)  none of these. 
A)  the increase of local governments. 
B)  the growth in international business. 
C)  the need to train everyone in Western methods. 
D)  all of these. 
E)  none of these.

Question 16

Culture has roots in historical events, geography, traditions, economics, language and religion.

Accepted Answer

A) True 
 B)False

Question 17

The view that rules and practices should be adjusted depending on the person or situation is known as

Accepted Answer

A)  universalism. 
B)  particularism. 
C)  ascription. 
D)  diffuse. 
E)  communitarism. 
A)  universalism. 
B)  particularism. 
C)  ascription. 
D)  diffuse. 
E)  communitarism.

Question 18

Trompenaars' and Hofstede's individualism dimensions measure exactly the same thing.

Accepted Answer

A) True 
 B)False

Question 19

A group of nations that share a core set of values that impact employees' attitude toward work is called a

Accepted Answer

A)  country work culture. 
B)  moral alliance. 
C)  free-trade area. 
D)  trading group. 
E)  country cluster. 
A)  country work culture. 
B)  moral alliance. 
C)  free-trade area. 
D)  trading group. 
E)  country cluster.

Question 20

Good pay ranks in the top three important work goals of workers from the UK, Belgium, and Germany

Accepted Answer

A) True 
 B)False

Feminine cultures emphasize the inequality of men and women and desire harmony in the workplace.

Discuss some of the reasons for cross-cultural stereotypes.

Guanxi is

Someone who believes that competition and conflict are both inevitable parts of an organization is probably from a culture with

Two similarities in Ronen and Shenkar's findings include:

The Chinese obligation of guanxican take precedence over laws, firm procedures and company goals.

An employee who will not present a problem to his or her manager is probably from a __________ culture.

Ronen and Shenkar

Which of the following is not a cultural dimension of Trompenaars' alternative?

____________ countries dominate the well-oiled machine quadrant (small power distance and strong uncertainty avoidance) of Hofstede's cultural dimensions.

Which of the following is not a limitation of Ronen and Shenkar's approach?

Which of the following dimensions did Hofstede find tended to cluster together?

Discuss the strengths and weaknesses of both Hofstede's and Ronen and Shenkar's models.

Suggest some ways to get beyond cultural stereotypes.

The importance of managing a culturally diverse workforce is increasing due to

Culture has roots in historical events, geography, traditions, economics, language and religion.

The view that rules and practices should be adjusted depending on the person or situation is known as

Trompenaars' and Hofstede's individualism dimensions measure exactly the same thing.

A group of nations that share a core set of values that impact employees' attitude toward work is called a

Good pay ranks in the top three important work goals of workers from the UK, Belgium, and Germany

On a Global Stage: The World of International Management

Legal and Political Foundations of International Management

Doing Things Right: International Ethics and Social Responsibility

Perception, Interpretation, and Attitudes Across Cultures

Communicating Effectively Across Cultures

Managing Conflict Conducting Effective Negotiations

Taking Stock: Developing International Strategy

Jumping In: Foreign Market Entry and Ownership Options

Motivating and Leading Across Cultures

Building an Effective International Workforce

Evaluating and Rewarding Employees Worldwide

Managing Cultural Groups: From Small Work

Filters

Exam 4: Making Distinctions Across Cultures: Implications for International Management

Feminine cultures emphasize the inequality of men and women and desire harmony in the workplace.

Discuss some of the reasons for cross-cultural stereotypes.

Guanxi is

Someone who believes that competition and conflict are both inevitable parts of an organization is probably from a culture with

Two similarities in Ronen and Shenkar's findings include:

The Chinese obligation of guanxican take precedence over laws, firm procedures and company goals.

An employee who will not present a problem to his or her manager is probably from a __________ culture.

Ronen and Shenkar

Which of the following is not a cultural dimension of Trompenaars' alternative?

____________ countries dominate the well-oiled machine quadrant (small power distance and strong uncertainty avoidance) of Hofstede's cultural dimensions.

Which of the following is not a limitation of Ronen and Shenkar's approach?

Which of the following dimensions did Hofstede find tended to cluster together?

Discuss the strengths and weaknesses of both Hofstede's and Ronen and Shenkar's models.

Suggest some ways to get beyond cultural stereotypes.

The importance of managing a culturally diverse workforce is increasing due to

Culture has roots in historical events, geography, traditions, economics, language and religion.

The view that rules and practices should be adjusted depending on the person or situation is known as

Trompenaars' and Hofstede's individualism dimensions measure exactly the same thing.

A group of nations that share a core set of values that impact employees' attitude toward work is called a

Good pay ranks in the top three important work goals of workers from the UK, Belgium, and Germany

On a Global Stage: The World of International Management

Legal and Political Foundations of International Management

Doing Things Right: International Ethics and Social Responsibility

Perception, Interpretation, and Attitudes Across Cultures

Communicating Effectively Across Cultures

Managing Conflict Conducting Effective Negotiations

Taking Stock: Developing International Strategy

Jumping In: Foreign Market Entry and Ownership Options

Motivating and Leading Across Cultures

Building an Effective International Workforce

Evaluating and Rewarding Employees Worldwide

Managing Cultural Groups: From Small Work

Filters