Deck 8: Managing International Assignments

Question 1

Which is the most important form of adjustment leading to expatriate assignment success that should take place in the pre-departure preparation phase?

A)Psychological Adjustment
B)Anticipatory Adjustment
C)Cross-Cultural Adjustment
D)Emotional Adjustment

Answer 1

Anticipatory Adjustment

Question 2

Accurate, realistic expectations provided by a thorough pre-departure preview process contribute a form of "__________" that can greatly facilitate actual adjustment upon arrival by reducing uncertainties and increasing predictability in the new setting.

A)self-fulfilling prophesy
B)anticipatory adjustment
C)psychological armor
D)mental immunization

Answer 2

anticipatory adjustment

Question 3

This international adjustment dimension is typically the most difficult depending upon the degree of cultural distance of the foreign assignment, and involves forming a greater understanding and appreciation for the HCNs at work and other local people with whom the expatriate may come into contact.

A)Interaction Adjustment
B)General Adjustment
C)Adjustment to Work
D)Psychological Adjustment

Answer 3

Interaction Adjustment

Question 4

Which important form of adjustment in the foreign assignment involves an overall subjective assessment of well being?

A)Psychological Adjustment
B)Emotional Adjustment
C)General Adjustment
D)Interaction Adjustment

Question 5

This form of adjustment to the foreign assignment involves adapting to such aspects as workplace surroundings, housing, transportation, shopping, food, etc.

A)Psychological Adjustment
B)Environmental Adjustment
C)General Adjustment
D)Adjustment to Work

Question 6

At which stage of the process of international adjustment are expatriates, in their effort to cope, most likely to form rigid, judgmental stereotypes of the local predominant culture?

A)Stage 2
B)Stage 3
C)Stage 4
D)Stage 5

Question 7

At which stage of the process of international adjustment do individuals occasionally "go native" by developing overly positive stereotypes of the local culture and the international assignment, assessing everything in the local environment as better than home?

A)Stage 2
B)Stage 3
C)Stage 4
D)Stage 5

Question 8

Specific career planning efforts during the expatriate assignment, such as career testing and counseling, company career path information, and professional development workshops, can contribute to which important form of international adjustment?

A)Anticipatory Adjustment
B)Vocational Adjustment
C)Psychological Adjustment
D)General Adjustment

Question 9

The __________ phase is often the most overlooked phase of the international assignment, yet it often is the most crucial to the MNC and expatriate.

A)ongoing support
B)tourism or honeymoon
C)post-arrival adjustment
D)repatriation

Question 10

Which of the following is a major reason why expatriates are prompted to leave their organization after completion of their foreign assignment?

A)Failure to fully achieve original foreign assignment objectives
B)Excessive stress due to change
C)Perception of being underutilized
D)Lack of local social supports

Question 11

Planning for effective repatriation should begin

A)during predeparture preparation.
B)immediately upon arrival at the foreign assignment.
C)after effective international adjustment has taken place.
D)immediately upon return to the home country.

Question 12

For some countries with predominant gender role expectations that tend to conflict with women working in professional or managerial positions, pre-departure efforts for women preparing for an expatriate assignment may appropriately include information about avoiding

A)the formation or participation in local professional women networking activities
During the assignment.
B)the development of mentor relationships with other women, within or outside the organization, who have successfully completed a foreign assignment, especially in the presently intended country.
C)the adoption of local behaviors to help fit in with host-country national women.
D)behaviors associated with local general social customs of good manners and etiquette.

Question 13

Long-term post-assignment retention of this kind of international employee is particularly critical for realizing the primary goals of increased foreign operation control and alignment:

A)Repatriate
B)Expatriate (PCN)
C)Third-Country National (TCN)
D)Inpatriate

Question 14

Advancements in telecommunications, combined with increased costs and difficulties associated with traditional long-term expatriate assignments, have led to the increased use of this form of international assignments:

A)Commuter.
B)Absentee Expatriate.
C)High Tech/Low Touch.
D)Virtual.

Question 15

With pressure to cut costs associated with traditional long-term expatriate assignments, coupled with individual desires to balance work assignment demands and personal life needs, we are seeing an increasing number of a new class of international professionals called

A)third-country nationals.
B)business mercenaries.
C)flexpatriates.
D)temporary international workers.

Question 16

Two features commonly encountered in the new flexible forms of international assignments are significant work in managing and participating within global teams, and

A)frequent international travel.
B)increasing dual-career conflict.
C)decreasing company commitment.
D)greater family member challenges with international adjustment.

Question 17

Hans is a division director at his company's headquarters in Munich, Germany and regularly visits his production teams in company operations in four different countries in Europe, South America, and Asia. With this kind of professional work assignment, Hans would most commonly be called a

A)repatriate.
B)travel or road warrior.
C)distant operations manager.
D)virtual expatriate.

Question 18

The most important critical success factor for the management of a group or team of employees on a distance basis across national boundaries, with occasional visits for direct interactions, is the

A)development of mutual trust.
B)availability of top-class technology.
C)establishment of equal rewards for all team members.
D)investment in company-wide training in cross-cultural awareness.

Question 19

The development of which kinds of leadership skills would likely be most useful for a manager with a virtual expatriate assignment to lead a particular foreign workforce?

A)Transformational and visionary leadership skills
B)Rational and analytic problem solving and decision-making skills
C)Skills that fit the needs and expectations of the assigned workforce
D)Effective interpersonal, collaborative, and team development oriented skills

Question 20

A potentially great challenge for a global virtual team over a virtual expatriate assignment is:

A)The distant, remote basis of work performed in global virtual teams.
B)The different cultures and countries involved in global virtual teams.
C)Availability of adequate support technology.
D)Potential confusion due to work involving multiple group members.

Question 21

Particular behavioral skills that have been found to enhance a virtual team's ability to function effectively include virtual-collaboration behaviors, virtual-socialization behaviors, and virtual-

A)Interpersonal behaviors.
B)Etiquette behaviors.
C)Communication behaviors.
D)Work process behaviors.

Question 22

For effective management of the expatriate assignment, organizations should consider in their planning efforts, in addition to the actual foreign experience phase, the importance of the pre-departure phase and eventual repatriation phase.

Question 23

To increase the expatriate's enthusiasm and commitment toward the expatriate assignment, he or she should be advised about the definite promotion and career advancement opportunities within the organization that will be offered upon successful completion of the international assignment.

Question 24

Perceived organizational support can be greatly increased by assisting spouses and partners in obtaining appropriate employment opportunities consistent with their qualifications and career goals.

Question 25

In the final stage of the international adjustment process where effective adjustment to the foreign assignment has been achieved, the expatriate returns to the same overall level of performance capability as before the international assignment.

Question 26

Both the extent of performance debilitation and length of time for effective adjustment can differ from one person to another and from one international assignment to another.

Question 27

To maintain an effective immediate focus on present performance success, ongoing support during the expatriate assignment in the form of coaching and mentoring should avoid considerations about future career planning.

Question 28

A recently returned expatriate's perceived underutilization and lack of appreciation for his or her past experience and new skills can be very demoralizing and serve as a prompt for the returned expatriate to leave the organization.

Question 29

For successful expatriate repatriation and long-term retention, careful thought should be given to repatriation in all phases of the international assignment, from initial assignment selection and preparation to eventual return from the foreign assignment.

Question 30

In assessing the overall success of an expatriate's foreign assignment the focus should be only upon what is accomplished during the experience abroad.

Question 31

Re-entry training for expatriates and their families can be beneficial for enhancing adjustment upon return from the international assignment.

Question 32

Field research on women expatriates suggests that they generally have a lower probability of success in international assignments than their male counterparts.

Question 33

Women in international assignments tend to be more socially isolated than their male counterparts, often lacking formal and informal forms of support from their organizations, such as in the form of mentors and professional networks.

Question 34

Whereas mentoring is important for the successful repatriation of all expatriates, it can be particularly so for men who often find less ready access to informal networks and mentoring relationships in organizations.

Question 35

The design of an inpatriate's overall compensation package should be considered carefully to ensure its ability to encourage an ongoing commitment in the inpatriate assignment, yet not lead to subsequent displeasure in returning to his or her home country where the local compensation level and standard of living are attractive.

Question 36

Due to pre-assignment familiarity, regional and nearby TCN assignments tend to generate minimal stress and challenges to adjustment, and they tend to require minimal planning and ongoing support for a successful international assignment.

Question 37

A critical success factor for the management of a group or team of employees on a distance basis across national boundaries, with occasional visits for direct interactions, is the development of mutual trust.

Question 38

In establishing clear ground rules, expectations, and mutual trust among those involved in virtual expatriate assignments, it is recommended that shorter and less-frequent contact be made in person in the beginning of the assignment, with a gradual decrease of team management on a distance basis.

Question 39

The virtual expatriate manager should take time during foreign site visits to discuss as openly and candidly as possible ways to improve the quality of the distance work processes and interactions, including methods of communication.

Question 40

A particular challenge may come for virtual expatriates who have employee teams in different countries and need sensitivity and flexibility in managing these different cultural groups, both remotely and in person, according to their differing needs and preferences.

Question 41

For maximum success with global virtual teams, it is best to encourage equal group participation and status, with minimal early distinction of individual member personal background or roles.

Question 42

The priority for building global virtual team trust should be thoughtfully and thoroughly discussed at an initial meeting convened in person at a common location and reviewed and monitored afterward.

Question 43

Cross-cultural awareness training for effective global virtual teams should emphasize real strengths that the possible different cultural perspectives brought by individual group members can contribute to the overall group performance.

Question 44

A reduction in the amount and frequency of travel across international borders is a growing trend in international assignments due to the increasing number of flexible international work assignments.

Question 45

Describe important considerations and practices in pre-departure preparation that can contribute to optimal effectiveness of expatriates in their international assignments.

Question 46

Describe the five different stages of the process of international adjustment. What are major different forms of adjustment that expatriates typically experience in their international assignments?

Question 47

After adjustment, what are important measures and practices for providing ongoing support for expatriates in their international assignments?

Question 48

What are major mistakes that organizations make contributing to high turnover among expatriates returning home or repatriating after their international assignments? What are important policies and practices that organizations should follow before, during, and after international assignments for increasing successful repatriation?

Question 49

Who are inpatriates? Why do MNCs increasingly use inpatriates? What adjustment issues are unique about inpatriates compared to expatrates?

Question 50

Discuss new trends in flexible international assignments. Identify and describe two major features commonly encountered in these new flexible forms of international assignments.