Cross Culture Management Objectives Set 1

Question 1. In international business, the trend to “go local” has led to local people and foreign experts performing as:  

• A Team
• Workers and employers
• Trainee and trainer
• Hosts and guests

Question 2. Culture is embedded in our:

• Gestures
• Beliefs
• Expressions
• Minds

           

Question 3. Cultural intelligence helps us to know cultural:

• Rituals
• Differences
• Similarities
• Rules of behaviour

           

Question 4. An individual’s behaviour in a foreign society becomes noticeable when it ____________ in relation to the foreign culture.

• Overlaps
• Conforms
• Irritates
• Deviates

           

Question 5. Culture refers to:

• Behaviour
• Thinking
• Attitude
• Rules of Behaviour

           

Question 6. People in high-context cultures make business decisions on the basis of:

• Individual needs
• Reason
• Competition
• Interpersonal relations

Question 7. The exclusive center of interest in low-context communication is:

• Individual perceptions
• Emotional factors
• Information
• Context

Question 8. In monochronic cultures, the priority is:

• Multiple tasks
• The job
• Relationships
• Goal achievement

           

Question 9. The aim of cross-cultural communication training is to:

• Create strong cultural ties
• Improve behaviour
• Develop business etiquette
• Give social status

Question 10. An e-mail’s style is determined by a person’s:

• Status
• Culture
• English
• Communicative ability

11. According to Schein’s (2004) model of culture, what is the manifestation and hence observable aspect of a group’s culture?

• Values
• Basic assumptions
• Beliefs
• Artefacts

Answer: d: artefacts

12. A culture is usually recognized to be ______.

• Fixed
• Stable
• Evolving
• Stagnant

Answer: c: Evolving

13. There are divergent views on whether a culture is manageable. Which of the following views of culture assumes that it is manageable?

• Culture as a variable
• Culture as a shared sense of belonging
• Culture as a root metaphor
• Culture as a rulebook

Answer: a: Culture as a variable

14. Focusing on the symbolic nature of culture encourages us to see leadership as a symbolic activity. Seen through this lens, what is the key focus of leaders?

• Being role models
• Monitoring and rewarding
• Sense-making and meaning-making
• Creating and maintaining rituals

Answer: c: Sense-making and meaning-making

15. Which other leadership theory has been drawn on to explain and explore the key role of leaders within a group’s culture and specifically in relation to the group’s shared sense of belonging?

• Implicit Leadership Theory
• Path-Goal Theory
• Leader-Member Exchange Theory
• Social Identity Theory

Answer: d: Social Identity Theory

16. Which of the following is NOT a characteristic of etic cultural research?

• Studying cultural characteristics across cultures
• Studying culture and leadership through the lens of natives
• Find universal leadership behaviours
• Compare effectiveness of leadership styles across cultures

Answer: b: Studying culture and leadership through the lens of natives

17. Which of the following research methods is one that is NOT usually employed as the main data collection method in emic cultural research?

• Questionnaires
• Ethnography
• Observations
• In-depth interviews

Answer: a: Questionnaires

18. Which of the following is the correct sample information from the original GLOBE project (House et al., 2004)?

• 60 societies, 15,000 managers, 1,000 organisations, 2 industries
• 70 societies, 12,000 managers, 581 organisations, 4 industries
• 62 societies, 17,000 managers, 951 organisations, 3 industries
• 50 societies, 20,000 managers, 431 organisations, 1 industry

Answer: c: 62 societies, 17,000 managers, 951 organisations, 3 industries

19. Which of the following leadership theories has been most frequently used as a theoretical framework in cross-cultural leadership research?

• Implicit Leadership Theory
• Path-Goal Theory
• Leader-Member Exchange Theory
• Social Identity Theory

Answer: d: Social Identity Theory

20. Which of the following is NOT a critique of cross-cultural leadership research?

• Overly complex conceptualization of culture and leadership
• Misrepresentations of local cultures and perpetuation of stereotypes
• False assumption of representative sampling
• Treatment of language as a neutral tool

Answer: a: overly complex conceptualization of culture and leadership

Question 21. One of the key tasks of the corporate parent is:

a) Recruiting top management teams in different countries

b) Conducting market research on customers’ needs in different countries

c) Deciding on and enforcing the strategic direction of the multinational firm

d) Looking for ways to adapt subsidiaries to local conditions

Question 22. Corporate parent refers to:

a) The headquarters’ level within a multinational firm with different subsidiaries

b) The country level of a multinational firm

c) A regional level of a multinational firm

d) The name of the parent firm that owns the business

Question 23. Cultural control relies on:

a) Employing expatriate managers as top managers of subsidiaries

b) Using SMART objectives

c) Clear output indicators

d) Employing cross cultural teams

Question 24. Control of subsidiaries can be carried out in:

a) Three ways: electronic, mechanical and technical

b) Two ways: personal or mechanical

c) Three ways: personal, technical, or impersonal

d) Two ways: personal or impersonal

Question 25. What are the three main types of control?

a) Output control, behavioral control and cultural control

b) Coordination, harmonization and configuration

c) Integration control, mechanical control and cultural control

d) Input control, cultural control and configuration control

Question 26. Industrial diversification is justifiable if:

a) It reduces cost

b) If enhances shareholders’ value

c) It closes failing businesses

d) It increases firm’s size

Question 27. What are the two options of industrial diversification?

a) Global diversification and local diversification

b) Related diversification and unrelated diversification

c) Marketing diversification and production diversification

d) Vertical diversification and horizontal diversification

Question 28. What is NOT an advantage of vertical integration?

a) It helps the firm retain control over proprietary knowledge

b) It enables the firm cross-subsidize one stage of the value chain by another

c) It enables the firm to internationalize quickly

d) It reduces uncertainties in demand and price

Question 29. Offshoring generally refers to:

a) Reallocation of activities to subsidiaries of the multinational firms

b) Delegation of authority to subsidiary level managers

c) Reallocation of activities to emerging and developing countries

d) Reallocation of headquarter of the multinational firm to an emerging country

Question 30. What is NOT a cause of value destruction by corporate parents?

a) Incurring overhead costs

b) Seeking synergies between subsidiaries

c) Slowing down decisions

d) Making some ill-judged interventions