Exam 3: Managing in a Global Environment

The focus on centralized management in global companies reflects a(n) __________ attitude.

By eliminating artificial geographical barriers, the transnational corporation reflects an ethnocentric attitude.

describe and discuss the differing global attitudes that influence managerial and organizational behaviour.

Which of the following international expansion strategies involves the lowest level of risk and investment?

An ethnocentric attitude ________.

The focus on decentralized management in multidomestic corporations reflects a(n) __________ attitude.

According to the GLOBE rankings presented in our textbook, Sweden, New Zealand, and Switzerland all rank low on which cultural dimension?

Which of the following would you find in a country with a large power distance?

A manager who wishes to be successful in international business should avoid a(n) ________ attitude.

A global mind-set refers to attributes that allow a leader to be effective in cross-cultural environments.

Licensing is primarily used by service organizations and franchising is primarily used by manufacturing organizations.

Which of the following definitions best describes a transnational organization?

Multidomestic corporations __________.

The polycentric attitude is a world-oriented view that focuses on using the best approaches and people from around the globe.

Borderless organizations __________.

Parochialism is best defined as __________.

A high uncertainty avoidance society is threatened by ambiguity and experiences high levels of anxiety.

People in societies that are high in __________ tend to look after their own interests and those of their immediate family.

The __________ was created by the unification of 12 countries in Europe in 1992.

Refer to the scenario below to answer the following questions. Understanding Cultural Differences-GLOBE (Scenario) John has done well in his company. In only five years, he has risen to the position of divisional manager. However, he knows that in order to rise to the level of senior management, he needs to spend some time managing abroad in his company's foreign subsidiaries. Although he has travelled to foreign countries on business and vacations, he has never lived abroad, and he wonders what cultural differences he would find. He is considering applying for a new foreign-based position, but he first wants to learn about some of the basic differences between managing in Canada and managing in a foreign country. John researched the topic of international management and found many helpful facts about various countries and their people. But perhaps the most interesting model he found was the GLOBE framework for assessing cultural differences. Using data from thousands of managers in 62 countries, the GLOBE research team identified several dimensions on which national cultures differ. As John reviewed the GLOBE rankings, he began to appreciate why managers on foreign assignments need to be incredibly sensitive to cultural differences! -John also found out that in some countries, such as Russia, Spain, and Thailand, titles and rank are emphasized and often used to distinguish those with status from those without it. According to GLOBE research, these countries all rank high on __________.