Question 1

This is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment.

Accepted Answer

A) Organizing 
B) Planning 
C) Training 
D) Controlling 
A) Organizing 
B) Planning 
C) Training 
D) Controlling C

Question 2

What is a cultural assimilator? What do cultural assimilators try to accomplish?

Accepted Answer

A cultural assimilator is a programmed learning approach that is designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs, and values of another. Assimilators have been developed for many different cultures. Their validity has resulted in the improved effectiveness and satisfaction of those being trained as compared with other training methods.

Question 3

Many countries exert real and subtle pressures to staff the upper-management ranks with expatriates.

Accepted Answer

A) True 
 B)False  False

Question 4

In the new millennium, MNCs' learning focus applied to human resource development may go beyond learning organizations to "teaching organizations."

Accepted Answer

A) True 
 B)False

Question 5

An approach to developing an expatriate compensation package that is based on ensuring the expat is "made whole" and does not lose money by taking the assignment is referred to as the balance-sheet approach.

Accepted Answer

A) True 
 B)False

Question 6

The hardest training, in terms of preparation time is to place a cultural integrator in each foreign operation.

Accepted Answer

A) True 
 B)False

Question 7

Home-country nationals are managers who are citizens of the country where the MNC is headquartered.

Accepted Answer

A) True 
 B)False

Question 8

________ are most effective when they were in charge of larger subsidiaries or those with a marketing theme similar to that at headquarters.

Accepted Answer

A) Inpatriates 
B) Third-country nationals 
C) Expatriates 
D) Multipatriates 
A) Inpatriates 
B) Third-country nationals 
C) Expatriates 
D) Multipatriates

Question 9

An approach to developing an expatriate compensation package that involves paying the expat a salary comparable to that of local nationals are referred to as:

Accepted Answer

A) The cafeteria approach 
B) The balance-sheet approach 
C) Localization 
D) The lump-sum method 
A) The cafeteria approach 
B) The balance-sheet approach 
C) Localization 
D) The lump-sum method

Question 10

Borstorff and her associates examined the factors associated with employee willingness to work overseas and concluded that:

Accepted Answer

A) Married couples with teenage children are probably the most willing to move 
B) Prior international experience appears associated with willingness to work as an expatriate 
C) Unmarried employees are least willing, compared to any other group, to accept expat assignments 
D) Careers and attitudes of spouses have an insignificant impact on employee willingness to move overseas 
A) Married couples with teenage children are probably the most willing to move 
B) Prior international experience appears associated with willingness to work as an expatriate 
C) Unmarried employees are least willing, compared to any other group, to accept expat assignments 
D) Careers and attitudes of spouses have an insignificant impact on employee willingness to move overseas

Question 11

This type of MNC relies on local managers from a particular geographic region to handle operations in and around that area.

Accepted Answer

A) Ethnocentric 
B) Geocentric 
C) Ultracentric 
D) Regiocentric 
A) Ethnocentric 
B) Geocentric 
C) Ultracentric 
D) Regiocentric

Question 12

Discuss the various approaches that can be used to formulate a compensation package.

Accepted Answer

The most common is the balance-sheet app

Question 13

This is the acquisition of skills, knowledge, and abilities that results in a relatively permanent change in behavior.

Accepted Answer

A) Learning 
B) Development 
C) Motivation 
D) Controlling 
A) Learning 
B) Development 
C) Motivation 
D) Controlling

Question 14

This approach to developing an expatriate compensation package entails giving the individual a series of options and letting the person decide how to spend the available funds.

Accepted Answer

A) Lump-sum method 
B) Cafeteria approach 
C) Localization approach 
D) Balance-sheet approach 
A) Lump-sum method 
B) Cafeteria approach 
C) Localization approach 
D) Balance-sheet approach

Question 15

Most MNCs strive for a balance between age and experience in their expatriate employees.

Accepted Answer

A) True 
 B)False

Question 16

The four basic philosophical positions that multinationals can assume and influence a company's training program are:

Accepted Answer

A) Polycentric, geocentric, multicentric, and ultracentric 
B) Ethnocentric, globalcentric, regiocentric, and unicentric 
C) Multicentric, globalcentric, geocentric, and unicentric 
D) Ethnocentric, polycentric, regiocentric, and geocentric 
A) Polycentric, geocentric, multicentric, and ultracentric 
B) Ethnocentric, globalcentric, regiocentric, and unicentric 
C) Multicentric, globalcentric, geocentric, and unicentric 
D) Ethnocentric, polycentric, regiocentric, and geocentric

Question 17

The belief that one's own way of doing things is superior to that of others is:

Accepted Answer

A) Polycentrism 
B) Geocentrism 
C) Ethnocentrism 
D) Regiocentrism 
A) Polycentrism 
B) Geocentrism 
C) Ethnocentrism 
D) Regiocentrism

Question 18

________ concerns have been cited as the most common reason for assignment refusal.

Accepted Answer

A) Spousal career 
B) Job performance 
C) Family 
D) Lack of relevance to future career progress 
A) Spousal career 
B) Job performance 
C) Family 
D) Lack of relevance to future career progress

Question 19

All of the following are correct with regard to the impact of age, experience, and education on expatriate managers except:

Accepted Answer

A) There is universal agreement that degrees in marketing or engineering are the most desirable for expatriate managers 
B) Most MNCs strive for a balance between age and experience 
C) Many companies consider an academic degree, preferably a graduate degree, to be of critical importance to an international executive 
D) There is evidence that younger managers are more eager for international assignments than older managers 
A) There is universal agreement that degrees in marketing or engineering are the most desirable for expatriate managers 
B) Most MNCs strive for a balance between age and experience 
C) Many companies consider an academic degree, preferably a graduate degree, to be of critical importance to an international executive 
D) There is evidence that younger managers are more eager for international assignments than older managers

Question 20

Repatriation agreements typically promise an expatriate a specific position and salary when he/she returns to the home office.

Accepted Answer

A) True 
 B)False

This is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment.

What is a cultural assimilator? What do cultural assimilators try to accomplish?

Many countries exert real and subtle pressures to staff the upper-management ranks with expatriates.

In the new millennium, MNCs' learning focus applied to human resource development may go beyond learning organizations to "teaching organizations."

An approach to developing an expatriate compensation package that is based on ensuring the expat is "made whole" and does not lose money by taking the assignment is referred to as the balance-sheet approach.

The hardest training, in terms of preparation time is to place a cultural integrator in each foreign operation.

Home-country nationals are managers who are citizens of the country where the MNC is headquartered.

________ are most effective when they were in charge of larger subsidiaries or those with a marketing theme similar to that at headquarters.

An approach to developing an expatriate compensation package that involves paying the expat a salary comparable to that of local nationals are referred to as:

Borstorff and her associates examined the factors associated with employee willingness to work overseas and concluded that:

This type of MNC relies on local managers from a particular geographic region to handle operations in and around that area.

Discuss the various approaches that can be used to formulate a compensation package.

This is the acquisition of skills, knowledge, and abilities that results in a relatively permanent change in behavior.

This approach to developing an expatriate compensation package entails giving the individual a series of options and letting the person decide how to spend the available funds.

Most MNCs strive for a balance between age and experience in their expatriate employees.

The four basic philosophical positions that multinationals can assume and influence a company's training program are:

The belief that one's own way of doing things is superior to that of others is:

________ concerns have been cited as the most common reason for assignment refusal.

All of the following are correct with regard to the impact of age, experience, and education on expatriate managers except:

Repatriation agreements typically promise an expatriate a specific position and salary when he/she returns to the home office.

Globalization and International Linkages

The Political, Legal, and Technological Environment

Ethics, Social Responsibility, and Sustainability

The Meanings and Dimensions of Culture

Managing Across Cultures

Organizational Cultures and Diversity

Cross-Cultural and Negotiation

Strategy Formulation and Implementation

Entry Strategies and Organizational Structures

Managing Political Risk, Government Relations, and Alliances

Management Decision and Control

Motivation Across Cultures

Leadership Across Cultures

Filters

Exam 14: Human Resource Selection and Development Across Cultures

This is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment.

What is a cultural assimilator? What do cultural assimilators try to accomplish?

Many countries exert real and subtle pressures to staff the upper-management ranks with expatriates.

In the new millennium, MNCs' learning focus applied to human resource development may go beyond learning organizations to "teaching organizations."

An approach to developing an expatriate compensation package that is based on ensuring the expat is "made whole" and does not lose money by taking the assignment is referred to as the balance-sheet approach.

The hardest training, in terms of preparation time is to place a cultural integrator in each foreign operation.

Home-country nationals are managers who are citizens of the country where the MNC is headquartered.

________ are most effective when they were in charge of larger subsidiaries or those with a marketing theme similar to that at headquarters.

An approach to developing an expatriate compensation package that involves paying the expat a salary comparable to that of local nationals are referred to as:

Borstorff and her associates examined the factors associated with employee willingness to work overseas and concluded that:

This type of MNC relies on local managers from a particular geographic region to handle operations in and around that area.

Discuss the various approaches that can be used to formulate a compensation package.

This is the acquisition of skills, knowledge, and abilities that results in a relatively permanent change in behavior.

This approach to developing an expatriate compensation package entails giving the individual a series of options and letting the person decide how to spend the available funds.

Most MNCs strive for a balance between age and experience in their expatriate employees.

The four basic philosophical positions that multinationals can assume and influence a company's training program are:

The belief that one's own way of doing things is superior to that of others is:

________ concerns have been cited as the most common reason for assignment refusal.

All of the following are correct with regard to the impact of age, experience, and education on expatriate managers except:

Repatriation agreements typically promise an expatriate a specific position and salary when he/she returns to the home office.

Globalization and International Linkages

The Political, Legal, and Technological Environment

Ethics, Social Responsibility, and Sustainability

The Meanings and Dimensions of Culture

Managing Across Cultures

Organizational Cultures and Diversity

Cross-Cultural and Negotiation

Strategy Formulation and Implementation

Entry Strategies and Organizational Structures

Managing Political Risk, Government Relations, and Alliances

Management Decision and Control

Motivation Across Cultures

Leadership Across Cultures

Filters