Chapter 10 – Developing a Global Management Cadre

Multiple Choice Questions
1. Reverse culture shock occurs primarily because of the difficulty of ____________. a. reintegration into the home society b. reintegration with friends and family members c. reintegration into the organization (moderate, page 417) d. lack of formal training within the organization Which of the following are components of developing an international cadre? a. preparation b. adaptation c. repatriation d. All of the selections are correct. (moderate, page 417) Many companies do little to minimize the potential effects of ____________. a. overseas assignments b. culture shock c. reverse culture shock (moderate, page 417) d. projected cognitive similarity Successful repatriation is important to the parent company because ____________. a. they have spent so much developing each expatriate b. it signals to the other members that expatriates can be successful c. it improves the ability to recruit new expatriate managers d. All of the selections are correct. (difficult, page 417) ____________ occurs primarily because of the difficulty of reintegration into the organization. a. Reverse culture shock (moderate, page 418) b. Culture shock c. Virtual culture shock d. Assimilation All of the following are examples of support systems recommended by Tung for a successful repatriation program EXCEPT: a. mentor program. b. special career planning unit. c. system to supply information to expatriates. d. repatriation compensation program. (difficult, page 418) All of the following are stages in the expatriate transition process EXCEPT: a. home country exit transition. b. compensation adjustment. (moderate, page 419) c. new country entry transition. d. culture shock. Research on 321 American expatriate spouses shows that effective cross-cultural adjustment by spouses is more likely when ____________. a. firms seek the spouse’s opinion about the assignment b. the spouse initiates his or her own predeparture training c. firms seek the spouse’s opinion on the expected standard of living d. All of the selections are correct. (difficult, page 418) 33








11. page 419) b. enabling the organization to capitalize on 24-hour productivity. tolerance for ambiguity c. d. page 423) d. Information systems management c. 14. Acculturation. virtual management teams d. reverse culture shock Common host country entry issues include all of the following EXCEPT: a. Office politics When a manager says “I learned what it feels like to be a foreigner. c. page 426) b. departure and travel. specialized management teams c. vertical integration ____________ and ____________ are examples of host country adjustment. specialized global teams d. 12. Acculturation. on-site briefing. The term _____________ describes collections of managers from several countries who must rely on group collaboration if each member is to experience optimum success and goal achievement. a. transitional global teams c. Tolerance for ambiguity (moderate.9. 34 . page 419) b. advances in communication now facilitate ____________. c. arrival and orientation. repatriation b. including all of the following EXCEPT: a. employee directories. a. Host cultural sensitivity training. Compensation adjustment. expert skills directory. 16. ____________ is a management skill that is likely to be learned abroad. failure or success (difficult. country studies expert system. page 419) c. technical skills b. page 424) b. virtual global teams (moderate. compensation adjustment d. (moderate. Acculturation. a.” he or she is demonstrating what management skill? a. (moderate. Technical skills b. page 422) Booz-Allen & Hamilton use the intranet to support a wide variety of global applications. Repatriation. 15. global management teams (moderate. b. objective management teams Increasingly. with people around the world conducting meetings and exchanging information via the Internet. motivation adjustment. 13. ____________ and ____________ are examples of the home country exit transition. language training. multiple perspective (difficult. predeparture training c. page 422) d. Host cultural sensitivity training. a. assimilated global teams 10. firmwide knowledge repository. reverse culture shock d. predeparture training (difficult. ability to work with others d. a.

a. American (easy. (moderate.17. community outreach. 18. was common for college educated women d. caused her husband loss of face (moderate. managerial capitalism. All of the selections are correct. b. All of the selections are correct. a. getting the overseas assignment in the first place (difficult. learning how to accept the role of women in the culture they work in c. c. more managerial opportunities are available for ____________ women than for women in most other countries. The disadvantages of synergy include all of the following EXCEPT: a. page 428) Having studied businesses operating overseas. campus recruiting. page 427) c. Chinese c. Japanese d. German b. (difficult. 35 . exposure to different viewpoints. language. a management position ____________. 23. receiving adequate compensation for the overseas assignment In Japan. d. 21. enhancing organization flexibility. b. page 431) d. page 428) b. d. women will fail because of the way they are received abroad c. a. 22. c. integrated diversity strategy. 24. promoting team creativity. (easy. All of the following are examples of General Electric diversity practices EXCEPT: a. Adler recommends that businesses avoid assuming that ____________. page 427) The most difficult challenge for women working overseas seems to be ____________. varying managerial styles. women will fail because of problems with the expatriate’s spouse d. a woman who is a foreigner (moderate. 19. a female worker b. a female manager c. (moderate. page 428) d. was a great honor b. c. page 428) The benefits of managing diversity for competitive advantage can be realized in all of the following ways EXCEPT: a. women do not want to go b. page 426) Among older Japanese women. a. facilitating recruitment of scarce labor. what is a “gaijin”? a. Overall. a male who works for a female d. increasing costs of high levels of turnover and absenteeism. 20. communication. learning how to adjust to men they must work with b.

if you want to close a plant in Italy. a recognition of one’s own biases and stereotypes. China d. (moderate. b. France. All of the selections are examples of GE diversity practices. or Germany. collective bargaining c. limits on the firm’s ability to vary employment levels (difficult.25. d. (moderate. Which of the following is NOT an example of General Electric diversity practices? a. page 432) The process through which managers and workers determine their workplace relationship is known as ____________. a. page 432) One of the main dimensions an international manager must consider is the role of labor in ____________. One of the constraints organized labor places on management is ____________. a. the United States (moderate. technological issues d. 36 . decisions concerning employee well-being (moderate. Europe Which of the following is NOT recognized as a source of origin of unions? a. 29. Spain. communications c. an awareness of one’s own behavior. most unions are national and represent specific groups of workers—for example truck drivers or airline pilots—so a company may have to deal with several different national unions. Japan c. a commitment to assumptions. new international supplier talks c. you need to notify which of the following groups of even the possibility of closure a. 31. c. management of work/family issues d. All of the selections are correct. page 432) According to the former Deputy Chairman of Pirelli. advertising and promotional strategy d. requirement to work with unions worldwide once one union contract is signed d. 32. government regulation of unions b. the state b. All of the selections are sources of origin of unions. codetermination b. 28. a focus on job performance. the trade unions d. 27. limits on the repatriation of capital b. a. economic and unemployment factors c. page 433) 26. page 431) Wang Laboratories’ diversity training program is built on all of the following basic building blocks EXCEPT: a. limits on hiring workers from other unions In ____________. All of the selections are correct (difficult. page 433) b. (moderate. page 433) c. page 433) b. labor relations (moderate. a. international human resources management (IHRM) d. career management b. the local community c. 30.

China In the U. Europe d. union leaders. government representatives. c. union representation on the board c. the great success of codetermination. 38. page 439) d.. a. safety issues (difficult. c. d. the only labor issues that are subject to formal tri-national review are ____________. page 434) d. minimum wages. and Europe In ____________. environmental pollution. page 434) All of the following are causes of convergence in labor relation practices EXCEPT: a. Europe (moderate. child labor c. is higher than in Europe. 34. employers. Japan b. union membership ____________. the U. b. a. In ___________. safety issues d. child labor.S. page 438) b. 39. (moderate. labor participation in the management of the firm b.33. page 433) c. increased world trade. Contradiction All of the following are members of the International Labor Organization EXCEPT: a. 37. 36. collective bargaining takes place between the employer’s organization and a trade union at the industry level. b. child labor Which of the following is NOT a trait of codetermination? a. Divergence c. and Canada (moderate. church representatives. 40. although it has decreased to 18% d. Japan b. the U. has declined about 50% in the last 20 years (difficult. environmental pollution. a. d. Unions make positive contributions to corporate competitiveness. a. collective bargaining takes place between a labor union local and management. environmental pollution.S.S. Convergence (moderate. has been increasing and is now over 18% of the population b. union veto power over CEO appointments (moderate. frequent moves of MNCs. page 435) ____________ occurs as the migration of management and workplace practices around the world results in the reduction of workplace disparities from one country to another. has been decreasing and is now only 11% of the population c. child labor. minimum wages. c. infant industry protection. page 437) Currently. 37 . 35. Diversification d. external competitive forces. a. (difficult. page 435) b.S. the U.

(moderate. 38 . companies should avoid three assumptions: They should not assume that the assignment of a female will not work out successfully. 46. communication. page 419) List three specific practices that were used by U. research has shown that employees commonly see overseas assignments as negative career moves in many U.S. (moderate. often resulting from stereotyping and prejudice. 45. and greater complexity in the workplace. If a certain manager lost out on promotion opportunities while overseas and is now in fact worse off than before he or she left. The disadvantages of synergy include problems resulting from differences in language. page 422) List three disadvantages of synergy according to Moran’s research.Short Essay Questions 41.. (2) they assign overseas posts to people whose technical skills are matched or exceeded by their cross-cultural abilities. page 418) What elements must a successful repatriation program address? A mentor program to monitor the expatriate’s career path and repatriation. 43. European. and/or the establishment of a special organization unit for career planning for expatriates. they should not assume that a woman will not want to go overseas. page 418) What three transitions must a company manage if its expatriate managers are to be successful? The exit transition from the home country. Tung notes the following recommendations: 1) a mentor program to monitor the expatriate’s career path while abroad and upon repatriation. personality conflicts. and Japanese companies which reported a high degree of job satisfaction and strong performance based on research by Black and Gregersen. fewer promotional opportunities. and (3) they end expatriate assignments with a deliberate repatriation process. they should give female managers every chance to succeed through giving her an adequate title. In fact. (moderate. (moderate. 47. the only people willing to take on foreign assignments in the future will be those who have not been able to succeed on the home front or those who think that a stint abroad will be like a vacation. (easy. page 428) 42. multinational companies. page 426) What can companies do to take more advantage of women as a resource for international management? Primarily. 2) as an alternative to the mentor program. and varying managerial styles. (1) They focus on knowledge creation and global leadership development. (moderate. 44. and compensation. (moderate. and the entry transition back to the home country.S. the establishment of a special organizational unit for the purposes of career planning and continuing guidance for the expatriate. What are the long-term consequences of an ineffective repatriation program? Few good managers will be willing to take international assignments because they will see what happened to their colleagues. 3) a system of supplying information and maintaining contacts with the expatriate so that he or she may continue to feel a part of the home organization. page 417) Discuss three of Tung’s support systems to ensure a successful repatriation. and. the entry transition to the host country. a system for supplying information and maintaining contact with expatriates. complex decision-making processes. and. status.

(moderate. (moderate. (2) facilitating recruitment of scarce labor. overall union membership is quite high. List five ways in which the benefits of managing diversity for competitive advantage can be realized. political. 53. the more difficult it is for them to reintegrate into the organization and get back into the swing of things. training. membership in labor unions has declined 50% in the last 20 years. The family may have lost social contacts or jobs and feel out of step with their contemporaries. and (6) enhancing organizational flexibility. page 417) 39 . (moderate. Discuss the role of “reverse culture shock” in the repatriation process. (moderate. and compensation. page 433) Discuss the differences in collective bargaining in the U. but in Europe. collective bargaining refers to negotiations between a local labor union and management. Many expatriates and their families have a difficult time readjusting to their old culture and its different behavioral expectations. Convergence is the phenomenon of increasing similarity in labor relations practices across borders as a result of common external practices and the moves of MNCs across national borders. divergence in labor systems. A mentor-mentee program is perhaps the best method for companies to use in avoiding the reverse culture problem. (difficult. The longer the person is away. 52. (moderate. (3) limitations on the global integration of operations of the foreign firm because of incompatibility and the potential for industrial conflict. page 433) Discuss the issues of convergence vs. and Canada and Europe? In the U. page 434) What are the three main dimensions of the international labor-management relationship? The three main dimensions of the labor-management relationship which the manager will consider are: (1) the participation of labor in the affairs of the firm. (2) limits on the ability of the foreign firm to vary employment levels when necessary. and Canada. 51. page 435) 49. and (3) specific human-resource policies in terms of recruitment. (2) the role and impact of unions in the relationship. (4) promoting teams’ creativity and innovation: (5) improving problem solving. page 433) What constraints does organized labor place on an international manager? Constraints take the form of (1) wage levels which are set by union contracts and leave the foreign firm little flexibility to be globally competitive. economic. What can companies do to avoid this problem? Management of the reentry phase of the career cycle is as vital as management of the cross-cultural entry and training. collective bargaining takes place between the employer’s organization and a trade union at the industry level.S. Divergence is the phenomenon of increasing differences in labor relations practices as a result of national.S. 50. while in Europe. Most Europeans are covered by labor agreements while most Americans are not. (3) increasing sales to members of minority culture groups.S.48. There may be feelings of alienation from what was perceived as home. or cultural considerations. U. (moderate. Comprehensive Essay Questions 54. (1) Reducing costs of high levels of turnover and absenteeism. especially as this affects performance and well-being.S. page 428) To what extent are Western Europeans covered by labor agreements? Compare this to the U.

multiple perspectives. and family issues. (4) Set up a broad. and. (moderate. why wouldn’t U. page 430) 56. managers learn these skills at the home office? Exhibit 10-2 notes four general sets of skills that are likely to be learned abroad: management rather than technical skills. there is no option – managers adjust or they fail. gender. tolerance for ambiguity and multiple perspectives seem best suited to overseas assignments. diverse pool of talented people to be trained and eligible for job promotion or selection. age. page 422) Discuss the five guidelines to developing a corporate diversity program. (3) Avoid stereotyping groups of employees by suing titles for them. ability to work with and manage others. In the home country. and (5) Set up regular training programs with the goal to gradually change the corporate culture by educating workers about employee similarities as well as differences and the value those differences bring to the firm. Few companies have the diversity in-house that an employee would encounter overseas. What are the skills a manager learns abroad? In your opinion. This in-depth immersion into cultural diversity requires a major adjustment on the part of the expatriate manager. (difficult. (1) Develop and communicate a broad definition of workplace diversity.S.55. tolerance for ambiguity. such as race. (2) Attain visible commitment from top managers to support programs. work. including all kinds of differences. managers may be able to succeed without making this adjustment. and communicate to employees the importance of diversity to the firm’s competitive stance. Two of those skills. 40 . In an overseas assignment.

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