Question

Question Number Answer 1 Answer 2 Answer 3 Answer 4 Correct Answers

Baroux, Schneider & Stahl say the following are two strategies for discussing and arguing about task strategies and process artifacts, norms and values, and training and hosting social task strategies and process
1 managing multicultural teams culture strategies basic assumptions activities strategies
The Galdwin & Walter model says how you react to conflict should be
2 contingent on degrees of: assertiveness and cooperation righteousness and authority willingness and importance assertiveness and cooperation
Morris et al. and Vollmer & Wolf say conflict management behavior
3 differs with cultural values. True False True
When importance of relationship is high but importance of outcome is Compromise (Split the
4 low, you are likely to: Accommodate ("Lose to Win") Collaborate (Win - Win) Difference) Compete (Win - Lose) Accommodate ("Lose to Win")
When importance of relationship is low but importance of outcome is
5 high, you are likely to: Accommodate ("Lose to Win") Collaborate (Win - Win) Avoid (Lose - Lose) Compete (Win - Lose) Compete (Win - Lose)
If dealing with virtual teams, face-to-face meetings are preferred in all
6 EXCEPT the following: First meetings Sensitive issues Routine tasks Celebrate Success Routine tasks
Chinese managers rely on avoiding style because they put high value on
7 conformity & tradition True according to Morris et al. False according to Morris et al. True according to Morris et al.
US managers rely on competing style because they put high value on
8 individual achievement True according to Morris et al. False according to Morris et al. True according to Morris et al.
Competing style can be predicted by the value dimension of self-
9 enhancement / achievement True according to Morris et al. False according to Morris et al. True according to Morris et al.
Avoiding style can be predicted by the value-orientation of social
10 conservatism True according to Morris et al. False according to Morris et al. True according to Morris et al.
The cultural spheres of influence interact to create competitive True according to Schneider, False according to Schneider, True according to Schneider,
11 advantage (or disadvantage) Barsoux & Stahl Barsoux & Stahl Barsoux & Stahl
GLOBE & Hofstede & others all cluster countries sharing mgt values & True: and each theory shows True: but the theories show False: they found it does not True: but the theories show slightly
12 leadership styles exactly the same clusters slightly different clusters make sense to cluster cultures different clusters
Time focus, time orientation, power, space, structure, communication, These are dimensions of Schein's These are dimensions of the These are dimensions of the These are dimensions of These are dimensions of the Model
13 competition, action model GLOBE model Model of Culture Hofstede's model of Culture

SCHEIN's theory: reality & truth; time; space; human nature; human True and 3 levels of culture to False: he came up with the True and 3 levels of culture to show
14 activity; human relationship show how these relate concept of management clusters how these relate
HOFSTEDE: Uncertainty avoidance; power distance; Theory X & Theory Y worker short term vs. long term Theory X & Theory Y worker
15 individualism/collectivism + following EXCEPT masculinity / femininity motivation orientation indulgence vs. self-restraint motivation
16 Industry culture is the same as company culture True False False
In early 1900s three key theories were developed related to Scientific Management (Frederick
17 organizations, including all EXCEPT Taylor) Bureaucracy (Max Weber) Theory Z (William Ouchi) Administration (Henri Fayol) Theory Z (William Ouchi)

Many theories exist about why organizations differ. WOODWARD said organization size: larger firms -- bureaucracy: bigger organizations administration: leadership is key technology: production systems technology: production systems
18 structure is due to: >greater division of labor have more procedures for managing organizations shape organization structures shape organization structures

Many theories exist about why organizations differ. BURNS & STALKER mass production favors more mass production favors more centralized/formal =mechanistic; Very rigid organization is needed Very rigid organization is needed for
19 say the following EXCEPT centralized structure formal structure decentral/informal =organic for an organic company an organic company
1940s: Kurt Lewin offered the unfreeze/change/refreeze change
20 management model True False True

During the 1950s, the main motivation theorists were all the following Abraham Maslow (Hierarchy of David McClelland (Achievement, Frederick Herzberg (Two-Factor
21 EXCEPT: Needs) Affiliation, Power) "motivation-hygiene" theory) Max Weber (Bureaucracy) Max Weber (Bureaucracy)
During the 1960s, the theorists were concerned about power, and Crosier (l'acteur et le systeme) - Douglas McGreggor (Theory X & Frederick Herzberg (Two-Factor
22 included the following EXCEPT: actors have agency/freedom Theory Y) "motivation-hygiene" theory) Hofstede's dimensions Hofstede's dimensions
All the following about FRANCE are TRUE (acc. to D'Iribarne & Nouvel Formal communication is more Info = personal not public (& = Social systems are based on Formal communication is more
23 Economist Survey) EXCEPT: important than informal political / source of power) relations Interaction is compartmentalized important than informal
All the following about SWEDEN are TRUE (according to Laurent) Info= instrumental & not socio-
24 EXCEPT: It is egalitarian It is very tolerant of uncertainty It is extremely hierarchical political; much info sharing It is extremely hierarchical
 All the following about RUSSIA are TRUE (according to Lawrence & It is not likely for people to share Information and organization =
25 Vlachoutsicos) EXCEPT: info with outsiders It is very tolerant of uncertainty There is very low trust political It is very tolerant of uncertainty
Low context; CONTRACTS are
All the following about JAPAN are TRUE (according to Nonaka & Schütte) Extensive discussions at all levels Information is thought of as Information is not political nor more important than Low context; CONTRACTS are more
26 EXCEPT: inside & outside company instrumental used as a source of power RELATIONSHIPS important than RELATIONSHIPS

According to Newman & Nollen's study, all the following are true EXCEPT need to manage nat'l & corporate need a WEAK corporate culture understanding cultural fit enables when mgmt practices are a need a WEAK corporate culture to
27 (NOT): cultures concurrently to manage various cultures effective communication cultural fit = better performance manage various cultures
Use this term to describe institutional pressures resulting in
28 organizations looking alike: isomorphism ethnocentric polymorphism divergent isomorphism
Speculative= myths &
Regulative= rules, monitoring, Normative= norms/means & Cognitive= belief systems; way stereotypes; what we Speculative= myths & stereotypes;
29 Three pillars of institutions include the following EXCEPT (NOT): sanctions - formal & informal values/ends; based on social roles we see the world/way its done imagine/don't know what we imagine/don't know
According to Vollmer & Wolf's (2015) study, conflict management style Different between Russians and Similar between Russians and Different between Russians and
30 (CMS) is: Western Europeans Western Europeans Western Europeans