BZ480 (INTERNATIONAL MANAGEMENT)
Question 1 of 20 5.0 Points
The term “globalism” or “globalization” generally refers to:

A. increasing loyalty to your own country.

B. global competition characterized by networks that bind countries, institutions, and people.

C. competition in an increasingly borderless world.

D. both b and c.
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Question 2 of 20 5.0 Points
Which of the following is correct about measuring globalization?

A. The United States is the most globalized country.

B. Globalization is measured using only economic factors.

C. Trade, travel, technology, and links with the rest of the world are four comprehensive measures of globalization.

D. The United States leads all countries in trade and travel.
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Question 3 of 20 5.0 Points
The three major world currencies today are the:

A. euro, yen, and U.S. dollar.

B. euro, yen, and peso.

C. euro, U.S. dollar, and Deutchmark.

D. U.S. dollar, yen, and Deutchmark.
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Question 4 of 20 5.0 Points
In which of the following three regional free-trade blocs does most of today’s world trade take place?

A. Western Europe, Eastern Europe, and North America

B. Western Europe, Asia, and the United States

C. Western Europe, Asia, and the Americas

D. Europe, Southeast Asia, and the Americas
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Question 5 of 20 5.0 Points
An important aspect of the political environment is the phenomenon of __________, which is a driving force behind political instability around the world.

A. ethnicity

B. government oppression

C. fascism

D. racism
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Question 6 of 20 5.0 Points
Which of the following best describes nationalization?

A. The use of locals in management positions

B. Giving hiring precedence to locals over employees from the company’s headquarters

C. Government’s gradual and subtle actions against a firm

D. The forced sale of an MNC’s assets to local buyers
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Question 7 of 20 5.0 Points
European nations are most likely to use which type of law?

A. Common

B. Religious

C. Civil

D. Custom
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Question 8 of 20 5.0 Points
Tariffs and quotas are examples of what types of policies?

A. Economic development

B. Protectionist

C. Free market

D. Political development
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Question 9 of 20 5.0 Points
An international manager should choose technology that is:

A. capital intensive.

B. labor intensive.

C. intermediate.

D. developmentally suitable.
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Question 10 of 20 5.0 Points
One of the ways in which the European Commission is trying to use the Internet to facilitate and improve competition is by:

A. requiring all public sector companies to have a Web site.

B. mandating acceptance of credit cards by all public sector companies.

C. advertising all tender invitations online.

D. all of the above.

Question 11 of 20 5.0 Points
Issues of social responsibility continue to center on all of the following EXCEPT:

A. the military-industrial complex.

B. the environment.

C. consumer concerns.

D. employees’ safety and welfare.
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Question 12 of 20 5.0 Points
The four international codes of conduct that provide some consistent guidelines for multinational enterprises were developed by all of the following EXCEPT:

A. the International Chamber of Commerce.

B. the Organization for Economic Cooperation and Development.

C. the European Union.

D. the International Labor Organization.
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Question 13 of 20 5.0 Points
Which of the following is FALSE?

A. Americans treat everyone the same by making moral judgments based on general rules.

B. Managers in Japan and Europe tend to make ethical decisions based on shared values and social ties.

C. There is little difference in ethical practices in the U.S., Canada, and Northern Europe.

D. The Japanese have the highest ethical standards.
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Question 14 of 20 5.0 Points
The biggest single problem for MNCs, in their attempt to define a corporate-wide ethical posture, is:

A. the conflicting nature of international laws.

B. the variation of standards of ethical behavior worldwide.

C. the absence of international legal agencies.

D. the differences among worldwide religions.
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Question 15 of 20 5.0 Points
In Japan, corporate social responsibility has traditionally meant that the company:

A. follows what its competitors are doing.

B. follows the example of the host government.

C. adapts to prevailing international practices in a given region.

D. takes care of its employees.
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Question 16 of 20 5.0 Points
One real or perceived lack of responsibility of MNCs focuses on the transfer-in of:

A. financing and currency.

B. home nation executives.

C. different standards of living.

D. inappropriate technology.
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Question 17 of 20 5.0 Points
Most of the past criticism levied at MNCs has focused on their activities in:

A. developed nations.

B. the United States.

C. less developed countries.

D. pollution control.
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Question 18 of 20 5.0 Points
All of the following are criticisms of MNCs EXCEPT:

A. MNCs raise capital locally, crowding out local investment.

B. MNCs have greater wealth than the host economy.

C. MNCs usually reserve key management positions for expatriates.

D. MNCs concentrate their R & D at home.
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Question 19 of 20 5.0 Points
In recent years, the export of hazardous wastes from developed countries to less developed ones has:

A. decreased considerably.

B. remained about the same.

C. increased considerably.

D. been banned by the World Health Organization.
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Question 20 of 20 5.0 Points
Industrial ecology requires:

A. commitment from the host government.

B. an industrial system be viewed in concert with its surrounding system.

C. home government commitment.

D. a change in the laws of the host country.

Question 1 of 20 5.0 Points
__________ is having a working knowledge of the cultural variables affecting management decisions.

A. Cultural accommodation

B. Cultural savvy

C. Cultural transfer

D. Cultural sensitivity
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Question 2 of 20 5.0 Points
According to research by Black and Mendenhall, up to __________ of expatriate managers leave their assignments early because of poor performance or poor adjustment in the local environment.

A. 10%

B. 20%

C. 30%

D. 40%
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Question 3 of 20 5.0 Points
Cultural variables (values, norms, and beliefs) determine basic attitudes toward:

A. work and time.

B. materialism and individualism.

C. change.

D. all of the above.
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Question 4 of 20 5.0 Points
Convergence occurs when:

A. management styles evolve into entirely different styles over time.

B. managers agree to disagree on how to manage.

C. management styles become more similar to one another.

D. employees and managers begin to behave alike.
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Question 5 of 20 5.0 Points
According to the GLOBE project, the __________ dimension refers to how much people in a society are expected to be tough, confrontational, and competitive versus moderate and tender.

A. assertiveness

B. humane orientation

C. future orientation

D. performance orientation
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Question 6 of 20 5.0 Points
Jane greatly values achievements and success. Fred, on the other hand, values time with family and friends. Based on Hofstede’s cultural dimensions, Jane is likely to come from a(n) __________ culture, while Fred is likely to come from a(n) __________ culture.

A. high power distance; low power distance

B. high risk loving; low risk loving

C. individualistic; collectivist

D. achievement oriented; performance oriented
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Question 7 of 20 5.0 Points
The example of Sweden barring airlines in the U.S. from transmitting passenger information, such as wheelchair need and meal preferences, over the Internet illustrates:

A. higher Internet use in Sweden compared to the U.S.

B. lax enforcement of privacy in Sweden.

C. the effect of the Internet on a country’s culture.

D. the effect of culture on how the Internet is used.
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Question 8 of 20 5.0 Points
The manner in which Europe views information privacy has its roots in:

A. culture and history.

B. acceptance of U.S. cultural practices.

C. the formation of the European Union.

D. the spread of technological innovations.
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Question 9 of 20 5.0 Points
Much of Japanese culture, and the basis of working relationships, can be explained by the principle of:

A. wa.

B. Tao.

C. ko.

D. tai.
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Question 10 of 20 5.0 Points
Which of the following is NOT a characteristic of Arab culture?

A. High context communication

B. Open admission of error

C. Polychromic use of time

D. Importance of preserving honor

Question 11 of 20 5.0 Points
According to communication researchers Samovar, Porter, and Jain:

A. noise is always equally present in cross-cultural communication.

B. culture does not influence with whom we choose to speak.

C. cultural factors pervade the communication process.

D. communication behavior is not largely dependent upon culture.
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Question 12 of 20 5.0 Points
__________ is the process in which people look for the explanation of another person’s behavior.

A. Attribution

B. Cultural noise

C. Stereotyping

D. Affirmation
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Question 13 of 20 5.0 Points
When an Asian says “yes” to your questions, the person is indicating that he or she:

A. is in agreement with what you say.

B. has heard you.

C. will have to ask his/her boss.

D. None of the above
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Question 14 of 20 5.0 Points
During speech, Americans will look straight at you, but the British keep your attention by looking away. This is an example of:

A. object language.

B. proxemics.

C. paralanguage.

D. oculesics.
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Question 15 of 20 5.0 Points
Which of the following is the most accurate statement concerning the role of context in cross-cultural communication?

A. In high-context cultures, the message is implicit; in low-context cultures, the message is explicit.

B. In high-context cultures, there is a low sensory involvement; in low-context cultures, there is a high sensory involvement.

C. In high-context cultures, the message is explicit; in low-context cultures, the message is implicit.

D. In high-context cultures, there is a high sensory involvement; in low-context cultures, there is a low sensory involvement.
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Question 16 of 20 5.0 Points
Mr. John Smith carries a scarf as a gift from the U.S. for the wife of Mr. Ahmed, his business associate in Saudi Arabia. This action will be considered:

A. a bribe.

B. an obligation of Mr. Ahmed to reciprocate.

C. inappropriate and impolite.

D. friendly and generous.
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Question 17 of 20 5.0 Points
The __________ preference for written communication, even for informal interactions, demonstrates the formality of their relationships.

A. French

B. German

C. Arab

D. Japanese
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Question 18 of 20 5.0 Points
Communication over the Internet:

A. is generally unaffected by language, culture, and local laws.

B. will remain dominated by the English-language sites in the foreseeable future.

C. must be adjusted to differences in language, culture, and local laws.

D. is both a and b.
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Question 19 of 20 5.0 Points
Steps in the development of effective intercultural communication include all of the following EXCEPT:

A. careful encoding.

B. selective transmission.

C. meaningful attribution.

D. appropriate follow-up.
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Question 20 of 20 5.0 Points
Interaction posture:

A. occurs in high-context cultures.

B. is the ability to respond to others in a non-judgmental way.

C. is the posture used to communicate with Asians.

D. is the understanding and modeling of local proxemics.

Question 1 of 20 5.0 Points
Ignorance of __________, more than any other single factor, accounts for the United States’ unimpressive foreign sales efforts.

A. native bargaining rituals

B. domestic industry structure

C. negotiation strategy

D. cultural communication processes
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Question 2 of 20 5.0 Points
Projective cognitive similarity is:

A. assuming the people feel they understand you.

B. assuming that people from different cultures negotiate in different ways.

C. assuming that cognitive information is more important than emotional appeals in negotiating.

D. assuming that others perceive, think, and reason the same way you do.
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Question 3 of 20 5.0 Points
To understand differences in negotiating styles of people from other cultures, managers first need to understand:

A. the other negotiator’s culture.

B. their own negotiating style.

C. the five stages of the negotiation process.

D. cognitive versus emotional influences on negotiation.
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Question 4 of 20 5.0 Points
Participation in social events, tours, ceremonies, and light conversations are generally forms of:

A. relationship building.

B. concessions and agreement.

C. preparation.

D. persuasion.
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Question 5 of 20 5.0 Points
Japanese negotiators are likely to be evasive or even leave the room rather than:

A. be confrontational.

B. be emotional.

C. embarrass the other party.

D. give a direct negative answer.
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Question 6 of 20 5.0 Points
One of the most common tough negotiating tactics used by Russians is:

A. calling Americans dishonest.

B. ridiculing information provided by American negotiators.

C. stalling for time and haggling.

D. faking emotion.
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Question 7 of 20 5.0 Points
Which of the following is INCONSISTENT with the cultural profile of a successful American negotiator?

A. Keeps cards close to the chest

B. Has a good sense of timing and is consistent

C. Very quiet and thoughtful

D. Takes a firm stand at the beginning of the negotiation
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Question 8 of 20 5.0 Points
Arab negotiators:

A. use affective appeals based on emotions and subjective feelings.

B. are more interested in long-term relationships.

C. are more likely to make concessions.

D. All of the above
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Question 9 of 20 5.0 Points
Husted’s study found that many culture-based differences in negotiation reflected differences between:

A. rich and poor countries.

B. aggressive and passive individuals.

C. high-context and low-context cultures.

D. male and female negotiators.
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Question 10 of 20 5.0 Points
Skillful negotiators tend to make twice as many comments regarding __________ than less skillful negotiators.

A. short-term issues

B. non-financial issues

C. marketing issues

D. long-term issues

Question 11 of 20 5.0 Points
Negotiators report two major areas of conflict in negotiating with the Chinese: their apparent insincerity about reaching an agreement and:

A. the amount of detail desired about product characteristics.

B. their insistence on compromise whenever the going gets tough.

C. unwillingness to develop relationships beyond a superficial level.

D. their use of bureaucratic mechanisms to stall.
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Question 12 of 20 5.0 Points
Which of the following approaches to conflict handles a situation indirectly and implicitly and also does not have a delineation of the situation from the person handling it?

A. Expressive-oriented

B. Instrumental-oriented

C. Axiomatic-oriented

D. Objective-oriented
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Question 13 of 20 5.0 Points
The __________ approach to conflict tends to deal on the basis of factual information and logical analysis.

A. expressive-oriented

B. instrumental-oriented

C. axiomatic-oriented

D. objective-oriented
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Question 14 of 20 5.0 Points
Which of the following is NOT a step in the decision-making process?

A. Define the problem.

B. Gather and analyze relevant data.

C. Consider alternative solutions.

D. Gather feedback from subordinates.
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Question 15 of 20 5.0 Points
Research shows that American managers have the highest __________, a cultural variable that greatly influences decision making.

A. success with negotiation

B. amount of patience

C. tolerance for risk

D. All of the above
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Question 16 of 20 5.0 Points
In China, which is a highly collectivist society, employees expect __________ because their value system presupposes the superior to be automatically the most wise.

A. participative leadership

B. autocratic leadership

C. democratic leadership

D. laissez-faire leadership
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Question 17 of 20 5.0 Points
American managers tend to exhibit more of which of the following characteristics than their foreign counterparts?

A. External locus of control

B. Diffused locus of control

C. Internal locus of control

D. Body language
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Question 18 of 20 5.0 Points
The “ringi-sho” is the:

A. primary negotiator for the Japanese team.

B. highest ranking member of a Japanese negotiating team.

C. final written document produced in the decision-making process.

D. original written proposal.
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Question 19 of 20 5.0 Points
The culture of __________ and __________ underlies the Japanese “ringi” system of decision making.

A. collectivism; shared responsibility

B. obedience; loyalty

C. authoritarianism; devotion

D. individual responsibility; lifetime employment
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Question 20 of 20 5.0 Points
The four stages of the ringi system are:

A. preparation, relationship building, exchange of task-related information, and persuasion.

B. proposal, circulation, approval, and record.

C. preparation, relationship building, proposal, and circulation.

D. relationship building, exchange of task-related information, persuasion, and circulation

Question 1 of 20 5.0 Points
__________ are partnerships between two or more firms that decide they can better pursue their mutual goals by combining their resources as well as their existing distinctive competitive advantages.

A. Strategic alliances

B. Export management companies

C. Company subsidiaries

D. Turnkey operations
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Question 2 of 20 5.0 Points
Alliances in which two or more partners have different relative ownership shares (equity percentages) in the new venture are called:

A. cultural strategic alliances.

B. equity strategic alliances.

C. non-equity strategic alliances.

D. transmodal strategic alliances.
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Question 3 of 20 5.0 Points
__________ are working partnerships between companies across national boundaries and increasingly across industries.

A. Transitional strategic alliances

B. National strategic alliances

C. Domestic strategic alliances

D. Global strategic alliances
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Question 4 of 20 5.0 Points
All of the following are motivations for and benefits of forming cross-border alliances EXCEPT:

A. to gain access to specific markets.

B. to gain access to markets where regulations favor foreign companies.

C. to avoid protectionist legislation.

D. to reduce political risk.
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Question 5 of 20 5.0 Points
In a study of 153 corporate alliances, researchers found that the choice of “means of governance” depended on concern regarding:

A. control over markets.

B. control over distribution strategies.

C. control over information flows pertaining to technology.

D. control over type of structure used.
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Question 6 of 20 5.0 Points
David Lei noted that the single greatest impediment managers face when seeking to learn or renew sources of competitive advantage is that:

A. great venture partners are hard to find.

B. technologies change very rapidly.

C. partners can become competitors.

D. governments can be fickle.
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Question 7 of 20 5.0 Points
Which of the following are examples of the cooperative aspect of strategic alliances?

A. Economies of scale in tangible assets

B. Upstream-downstream division of labor

C. Limited investment risk via shared resources

D. all of the above
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Question 8 of 20 5.0 Points
To minimize potential problems in alliances, companies should:

A. choose a partner with complementary products.

B. be the first foreign company in a market to select a local partner.

C. choose a partner with the largest presence in the target market.

D. choose a partner with the strongest technology.
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Question 9 of 20 5.0 Points
The level of uncertainty of foreign investors in Russia was fueled by the experiences of:

A. Boeing’s joint venture with Russian aircraft maker Tupolev.

B. McDonald’s in Moscow.

C. General Motors’s joint venture with Russian car maker OAO Avtovaz.

D. all of the above.
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Question 10 of 20 5.0 Points
According to Buckley, managers of foreign companies planning to set up business in Russia should consider:

A. that bribe paying may be necessary, given the level of corruption.

B. assigning funds for local promotion and advertising to establish the corporation’s image.

C. controlling corruption and mismanagement by using American managers for the venture.

D. all of the above.

Question 11 of 20 5.0 Points
Which of the following is NOT a characteristic of strategic implementation of the McDonald’s corporation?

A. Minimize autonomy

B. Hire locals whenever possible

C. Form paradigm-busting arrangements with suppliers

D. Tweak the standard menu only slightly from place to place
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Question 12 of 20 5.0 Points
All of the following are examples of strategic implementation by the McDonald’s corporation EXCEPT:

A. using a market skimming strategy to gain acceptance by innovators.

B. knowing a country’s culture before entering the market.

C. hiring locals whenever possible.

D. maximizing autonomy.
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Question 13 of 20 5.0 Points
International joint venture control is defined as the process through which a parent company ensures that the way a joint venture is managed conforms to:

A. international standards.

B. qualitative measurements.

C. its own interest.

D. quantitative measurements.
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Question 14 of 20 5.0 Points
The most important single factor which will determine success or failure in an international joint venture is:

A. the financial help of both partners.

B. compatibility of partner strategies.

C. willingness of the smaller partner to compromise its interests when necessary in the short run.

D. the choice of the partner.
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Question 15 of 20 5.0 Points
All of the following represent government influences on international joint ventures EXCEPT:

A. copyright protection.

B. labor union rules.

C. patent protection.

D. negotiation practices.
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Question 16 of 20 5.0 Points
In 1993, Caterpillar faced a problem in China because:

A. the government revoked their tax breaks and restricted foreign investment.

B. the government decided to control currency outflows.

C. the government asked Caterpillar to withdraw from its market in China.

D. the government forced Caterpillar to export its products to other countries.
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Question 17 of 20 5.0 Points
__________ is one variable that is often overlooked when deciding on entry strategies and alliances, particularly when the target country is perceived to be similar to the home country.

A. Political stability

B. Culture

C. Currency stability

D. Competition
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Question 18 of 20 5.0 Points
One of the key differences between Western expatriates and Hungarian managers is that while Western expatriates:

A. are driven by market-driven technology, Hungarians are driven by volume-driven technology.

B. have large hierarchical structures, Hungarians have flat structures.

C. have opaque information systems, Hungarians have transparent information systems.

D. have administrative HR systems, Hungarians have strategic HR systems.
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Question 19 of 20 5.0 Points
According to Rosenzweig, which of the following American characteristics causes the most problems for Americans in their relationships with Europeans?

A. Americans tend to have a world perspective.

B. Americans need autonomy and independence on the job.

C. Americans are accepting of having a European boss.

D. Americans tend to be too formal.
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Question 20 of 20 5.0 Points
What cultural tradition did the Mittal merger with Acelor violate?

A. Europeans resented control by a company in a developing country.

B. Indian culture required Mittal to fire all European managers.

C. The European culture was too informal for the Mittal top managers.

D. The Marwari believe that it is critical for companies to maintain family ownership

Question 1 of 20 5.0 Points
Structure must fit __________ or it will not work.

A. the environment

B. corporate traditions and history

C. cultural factors

D. strategy
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Question 2 of 20 5.0 Points
Which of the following is a major variable to take into account in organization design?

A. Size

B. Environment

C. Technology

D. all of the above
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Question 3 of 20 5.0 Points
An international division may be organized along what lines?

A. Vertical and horizontal

B. Functional, product, and geographic

C. Differentiated and integrated

D. Centralized and decentralized
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Question 4 of 20 5.0 Points
Within an international division structure, conflict may arise among divisions of the firms because:

A. the structure is not very efficient.

B. the structure creates diseconomies of scale.

C. more resources tend to be provided to the international division.

D. the international division is not sufficiently responsive to local cultural differences.
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Question 5 of 20 5.0 Points
The global __________ structure is designed on the basis of discrete skill areas.

A. horizontal

B. functional

C. decentralized

D. integrated
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Question 6 of 20 5.0 Points
Strategic business units (SBUs) are most often associated with what organizational stage?

A. Matrix

B. Functional

C. Global product

D. Geographic
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Question 7 of 20 5.0 Points
Regardless of the stage of internationalization, a firm’s structural choices always involve which two opposing forces?

A. Strategy and operations

B. Integration and differentiation

C. Globalization and localization

D. Matrix and decentralization
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Question 8 of 20 5.0 Points
What is the downside of rationalization?

A. Too much emphasis on centralized decision making

B. Over-reliance on decentralized decision making

C. Use of the matrix structure

D. Lack of differentiation and specialization for local markets
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Question 9 of 20 5.0 Points
The purpose of Proctor and Gamble’s new Four Pillars organizational structure was to enable it to:

A. think globally and act locally.

B. become more local and less global.

C. become more global and less local.

D. become completely global.
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Question 10 of 20 5.0 Points
The success of Levi Strauss turns on its ability to fashion a global strategy that does NOT:

A. create an organizational bureaucracy.

B. break up or threaten global alliances.

C. inhibit local initiative.

D. create excessive vulnerability to cultural threats.

Question 11 of 20 5.0 Points
The bamboo network refers to:

A. the Chinese keiretsu.

B. the overseas Chinese global network.

C. the Chinese businesses operating in China.

D. all of the above.
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Question 12 of 20 5.0 Points
The network of alliances of the ethnic Chinese is based on __________: personal connections among families, business friends, and political associations.

A. guanxi

B. keiretsu

C. xiamen

D. kao
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Question 13 of 20 5.0 Points
When the ever-expanding transnational linkages of an MNC consist of different companies, subsidiaries, units of the firm, suppliers, or individuals, they result in:

A. profits.

B. financial surpluses.

C. matrix structures.

D. relational networks.
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Question 14 of 20 5.0 Points
The new organizational structure at Intel which allowed customizing a range of chips in a combination suitable for a particular target market is known as:

A. customization.

B. integration.

C. platformisation.

D. differentiation.
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Question 15 of 20 5.0 Points
Transnational structure, such as what ABB has, is less a matter of boxes on an organizational chart and more a matter of:

A. controls.

B. communication.

C. alliances.

D. changes.
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Question 16 of 20 5.0 Points
The logic of the new global Web may be that the location of __________ is unimportant.

A. markets

B. a firm’s headquarters

C. technology

D. venture financing
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Question 17 of 20 5.0 Points
Two major variables in choosing the structure and design of an organization are the opportunities and need for:

A. globalization and localization.

B. localization and differentiation.

C. integration and rationalization.

D. rationalization and globalization.
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Question 18 of 20 5.0 Points
Contingency theory proposes that the best organizational structure is that which:

A. brings about operational efficiency.

B. brings about tight control of subsidiaries.

C. provides for balanced control.

D. allows the firm to carry out its strategic goals.
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Question 19 of 20 5.0 Points
All of the following are control mechanisms in multinational organizational structures EXCEPT:

A. output control.

B. virtual control.

C. bureaucratic control.

D. organization control.
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Question 20 of 20 5.0 Points
Which of the following is NOT recognized as a financial variable in MNC reports that complicates financial statements and performance evaluations?

A. Exchange rates

B. Inflation levels

C. Political systems

D. Transfer prices

__________ is the only source of sustainable competitive advantage available to the U.S.

A. Sourcing of cheap raw materials

B. The caliber of its people

C. Information technology

D. Available capital
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Question 2 of 20 5.0 Points
Ideally, the __________ should dictate the organizational structure and staffing needed by a firm.

A. clients served

B. size of the firm

C. strategy of the firm

D. management philosophy
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Question 3 of 20 5.0 Points
When a company suffers fraom an inadequate number of skilled managers from the local area in which it operates, and close communication is needed between branches and headquarters, which staffing approach is particularly appropriate?

A. Polycentric

B. Ethnocentric

C. Global

D. Regiocentric
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Question 4 of 20 5.0 Points
Recruiting managers from Latin America for a position in Chile is an example of which staffing approach?

A. Global

B. Polycentric

C. Regiocentric

D. Ethnocentric
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Question 5 of 20 5.0 Points
A state of disorientation and anxiety about not knowing how to behave in an unfamiliar culture is called:

A. culture shock.

B. assimilation anxiety.

C. contingency fear.

D. integration instability.
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Question 6 of 20 5.0 Points
Some MNCs are beginning to recognize that there is no substitute for __________ training in the early stages of the careers of managers they hope to develop into senior-level global managers.

A. role-play

B. foreign language

C. on-the-job

D. cultural diversity
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Question 7 of 20 5.0 Points
Premature return of expatriates or the unwillingness of managers to take overseas assignments is often due to:

A. homesickness.

B. company recall.

C. financial and career costs.

D. all of the above.
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Question 8 of 20 5.0 Points
To ensure that expatriates do not lose out through their overseas assignment, the __________ approach is often used to equalize the standard of living between the host country and the home country and to add some compensation for inconvenience or qualitative loss.

A. income statement

B. balance sheet

C. cafeteria

D. revenue generation
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Question 9 of 20 5.0 Points
It has been a challenge for Starbucks in China to recruit good local managers because:

A. many local managers prefer to work for Chinese rather than American firms.

B. the demand for local managers by foreign companies far exceeds the supply.

C. many local managers are not interested in working for Western firms.

D. Starbucks has a bad reputation in China.
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Question 10 of 20 5.0 Points
Chinese recruits at Starbucks have stated that:

A. they want to leave China and live in the U.S.

B. there are not many opportunities at other foreign companies.

C. they are looking for training opportunities and advancement in a global company.

D. money is their primary reason for wanting to work at Starbucks.

Question 11 of 20 5.0 Points
__________ occurs because the longer a person is away, the more difficult it is to get back into the swing of things.

A. Reverse culture shock

B. Culture shock

C. Reintegration

D. Assimilation
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Question 12 of 20 5.0 Points
All of the following are examples of support systems recommended by Tung for a successful repatriation program EXCEPT:

A. a mentor program.

B. a special career planning unit.

C. a repatriation compensation program.

D. a system to supply information to expatriates.
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Question 13 of 20 5.0 Points
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. “specialized management teams”

B. “virtual management teams”

C. “objective management teams”

D. “global management teams”
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Question 14 of 20 5.0 Points
The operational challenges for virtual global teams include all of the following EXCEPT:

A. exposure to different viewpoints.

B. geographic dispersal.

C. cultural differences.

D. language and communication.
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Question 15 of 20 5.0 Points
To the older generation in Japan, a working married woman:

A. was a great honor.

B. represented a loss of face to the husband.

C. was common for college-educated women.

D. none of the above
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Question 16 of 20 5.0 Points
While 41% of women work in Japan, only __________ hold managerial positions.

A. 8.9%

B. 14.3%

C. 26.9%

D. 30%
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Question 17 of 20 5.0 Points
Some American companies are waging an intense lobbying campaign to persuade the Chinese government to revise or abandon a new proposed law that would:

A. allow the use of prison labor in Chinese-owned factories.

B. force U.S. firms to reveal technological secrets to local Chinese firms.

C. crack down on sweatshops and protect workers’ rights by giving labor unions real power.

D. make child labor legal only in Chinese-owned factories for certain industries.
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Question 18 of 20 5.0 Points
Having grown increasingly concerned about the nation’s widening income gap and fearing social unrest, officials in Beijing now seem determined to:

A. ban those labor unions it holds responsible for rising wages in the cities.

B. improve worker protection.

C. crack down on street demonstrations.

D. increase taxes on foreign investors to pay for social programs for the rural poor.
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Question 19 of 20 5.0 Points
__________ occurs as the migration of management and workplace practices around the world result in the reduction of workplace disparities from one country to another.

A. Convergence

B. Divergence

C. Diversification

D. Interdiction
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Question 20 of 20 5.0 Points
Which of the following is NOT a force to establish divergent labor relations systems?

A. Local and national labor relations systems and traditions

B. Local cultural norms

C. Agencies monitoring world labor practices

D. All of the above are forces to establish divergent labor relations systems.