Deck 10: Motivating and Leading Across Cultures

Question 1

Compare and contrast expectancy, equity and reinforcement theories with respect to motivation. Make sure to discuss how culture affects the applicability of these theories.

Answer 1

No Answer

Question 2

Thomson, a French-owned electronics company, was able to improve motivation and performance of its Moroccan workforce by

A) offering more pay.
B) increasing the amount of vacation time.
C) producing a moral code linked to Islam.
D) promising job security.
E) lobbying for a reduction in income taxes.

Answer 2

C

Question 3

Which GLOBE leadership dimension always had a negative impact on effectiveness regardless of culture?

A) autonomous.
B) participative.
C) self-protective.
D) charismatic.
E) team oriented.

Answer 3

C

Question 4

Which of the two GLOBE leadership dimensions contribute postively to effectiveness regardless of culture?

A) self protective and autonomous.
B) autonomous and humane orientation.
C) humane orientation and participative.
D) charismatic and team oriented.
E) team oriented and participative.

Question 5

The expectancy approach makes cultural assumptions that emphasize

A) individualism with a masculine orientation.
B) individualism with a feminine orientation.
C) collectivism with a feminine orientation.
D) collectivism with a mascuine orientation.
E) collectivism with a high uncertainty avoidance.

Question 6

Which of the following is not a skill of transnationally competent managers?

A) understanding worldwide business from a global perspective.
B) becoming an expert on one culture.
C) creating a culturally synergistic environment.
D) work with people in each foreign culture separately.
E) adapt to living in one foreign culture.

Question 7

The __________ approach to motivation assumes that three factors determine employee effort in a given situation.

A) equity theory.
B) reinforcement theory.
C) expectancy theory.
D) two-factor theory.
E) path-goal theory.

Question 8

An approach to leadership that combines concern about problem-solving and work group performance with behavior designed to promote harmony within the group is called ___________ style.

A) PM.
B) nurturant.
C) group-oriented.
D) performance-oriented.
E) task-oriented.

Question 9

A leader that creates an emotional bond with followers and has the greatest impact when a company is in crisis is called a(n) ________ leader.

A) transnational.
B) transformational.
C) PM.
D) nuturant.
E) authoritative.

Question 10

According to the path-goal leadership approach, a(n) _____________ leader provides clear procedures and rules for subordinates.

A) directive.
B) supportive.
C) participative.
D) democrative.
E) authoritarian.

Question 11

According to the path-goal leadership approach, the ___________ leadership style works best in low power distance cultures.

A) supportive.
B) directive.
C) participative.
D) achievement.
E) authoritarian.

Question 12

Transformational leaders use which of the following to change performance?

A) charisma.
B) inspirational appeals.
C) intellectual stimulation.
D) individualized consideration.
E) all of these.

Question 13

Which leadership theory might be adaptable to include cultural variables?

A) expectancy theory.
B) equity theory.
C) reinforcement theory.
D) path-goal theory.
E) goal theory.

Question 14

Which of the following is not a basic leadership style of path-goal theory?

A) achievement-oriented.
B) participative.
C) authoritative.
D) supportive.
E) directive.

Question 15

Using the path-goal theory, a culture with strong uncertainty avoidance would be most compatible with which of the following leadership styles?

A) all of these.
B) supportive.
C) directive.
D) achievement-oriented.
E) participative.

Question 16

Which of the following is not a transnational skill?

A) individualism.
B) global perspective.
C) synergistic learning.
D) cross-cultural interaction.
E) collaboration.

Question 17

Herzberg's motivators may be viewed as a way to enhance individual achievement in countries that are

A) collectivist.
B) individualist.
C) high in uncertainty avoidance.
D) feminine.
E) high in power distance.

Question 18

Injecting motivators such as autonomy and challenge in a job setting is called

A) hygiene factors.
B) job enrichment.
C) corporate culture.
D) reinforcement strategies.
E) none of the above.

Question 19

When employees feel like they belong, their ________needs are being met.

A) esteem.
B) social.
C) safety.
D) self-actualization.
E) physiological.

Question 20

In the GLOBE study, what are the leadership dimensions that were identified? How universal are these dimensions globally?

Question 21

Define reinforcement theory and discuss how cultural values present hurdles for this strategy.

Question 22

Compare and contrast the skills between a transnational manager and a traditional international manager.

Question 23

Define Maslow's hierarchy of needs. What are the advantages and disadvantages when applying them cross-culturally?

Question 24

What advice would you give an international manager when dealing with the equity approach to motivation?

Question 25

Why is it important for multinationals to develop transnational qualities in their leaders?

Question 26

Define path-goal theory. How does it accommodate cultural considerations?

Question 27

What is a transformational leader? What qualities and tactics does this type of leader use?

Question 28

Do you think it is important to blend leadership strategies in companies operating internationally? Why or why not?

Question 29

What are the five steps to developing a culturally synergistic motivational strategy?

Question 30

Discuss the relationship between goal-setting, and power distance and uncertainty avoidance

Question 31

Discuss the relationship between equity theory, and individualistic and collectivist cultures.

Question 32

Discuss the relationship between job enrichment and culture.

Question 33

The process of developing international goals and then implementing the approach to international business that a firm has adopted is called

Question 34

The following, ______________, are two reasons that US employees are attracted to a firm, which differ from employees in Brazil, China, India and South Korea.

A) competitive health care benefits and vacation pay (time off)
B) career advancement opportunities and competitive pay
C) learning and development opportunities and challenging work
D) career advancement and the reputation of the organization as an employer
E) learning and development opportunities and reputation of the organization of the employer

Question 35

The most effective style of leadership in Japan tends to be a

A) task-oriented leader.
B) nurturant style.
C) PM leader.
D) performance leader.
E) risk-reduction leader.

Question 36

When selecting and implementing a culturally synergistic motivational strategy, it is important to

A) have all parties observe the strategy from their own cultural perspective.
B) stick with the plan once you implement it.
C) be consistent with everyone in order to be fair.
D) consider all of these.
E) consider none of these.

Question 37

What is the first step to developing a culturally synergistic motivational strategy?

A) select and implement a synergistic strategy.
B) generate culturally synergistic alternatives.
C) identify cultural assumptions about motivation.
D) describe the motivation situation.
E) none of these.

Question 38

Cultural values may influence the kind of "psychological contract" employees have with their employers.

Question 39

Herzberg's two-factor theory suggests that needs are organized in an order, with higher-order needs being met only after lower-order needs are satisfied.

Question 40

The most basic needs according to Maslow are esteem needs.

Question 41

Research shows that needs are not always triggered in the exact order specified by Maslow's hierarchy.

Question 42

In relationship-oriented countries like Sweden, Herzberg's motivators may be seen as helping to improve interpersonal harmony.

Question 43

In collectivist cultures, rewards are more likely to be distributed equally, regardless of performance.

Question 44

In general, Chinese managers base material rewards on performance, but distribute socio-emotional rewards equally.

Question 45

The expectancy approach assumes that individual workers can control their lives to a great extent by manipulating effort.

Question 46

The central idea behind expectancy theory is that the best way to motivate employees is clearly link valued consequences to the performance of specific employee behaviors.

Question 47

Transformational leadership may be somewhat limited in collective cultures where group harmony is prized.

Question 48

Most multinationals are effective at developing transnational skills in their managers.

Question 49

One of GLOBE's leadership dimensions self protective has a negative impact on effectiveness regardless of cultural differences.

Question 50

According to the path goal theory, participative leadership works best in hight power distance countries.

Question 51

Leaders in multinational companies must take culture into account to be effective.

Question 52

Using transformational leadership style has the same results in all countries.

Question 53

The authoritarian nature of South Korean firms enhanced the Daewoo chaebol and clan management.

Question 54

______________'s theory of motivation focuses explaining the needs that energize employee behavior.

A) Hillard.
B) Compton.
C) Proust.
D) Emmett.
E) Maslow.

Question 55

____________ needs are motivating after all other needs have been met and reflect employees' desire to reach their maximum potential.

A) hierarchal.
B) common.
C) self-actualization.
D) coping.
E) mainstream.

Question 56

Expectancy theory assumes

A) workers must believe that working hard will result in good performance.
B) workers must believe that rewards are associated with good performance.
C) motivation and effort will also suffer if the rewards available to employees are not important to them.
D) all of these.
E) none of these.

Question 57

Using the path-goal theory, a culture with a small power distance would be most compatible with which of the following leadership styles?

A) directive.
B) supportive.
C) participative.
D) achievement.
E) authoritarian.

Question 58

A motivation strategy that complements the cultures involved is

A) politically correct.
B) culturally synergistic.
C) easy for international managers.
D) not required for global companies with their own corporate culture.
E) involved in all of these.

Question 59

Which of the following statements is not true about expectancy theory?

A) the perception between effort and performance is weakest for Americans.
B) it assumes that workers can control their own lives.
C) it emphasizes individualism and has a masculine orientation.
D) it focuses on tasks rather than relationships.
E) values and sensibilities regarding the performance/reward relationship often change.

Question 60

Which of the following statements is true regarding reinforcement theory?

A) it views motivation in terms of consequences.
B) Americans prefer positive feedback while Japanese prefer more critical feedback.
C) positive feedback does not necessarily stimulate performance.
D) managers need to focus on what motivates employees as well as how employees react to specific motivators.
E) all of these.

Question 61

Which of the following theories would apply if a manager decides to take away his employees' vacation time this year due to poor performance?

A) equality theory.
B) equity theory.
C) reinforcement theory.
D) content theory.
E) goal theory.

Question 62

________________ proposes that, if employees perceive that they've been treated unfairly, they are motivated to restore a sense of fairness.

A) Alderfer's ERG theory.
B) equity theory.
C) Herzberg's two-factor theory.
D) equality theory.
E) reinforcement theory.

Question 63

Which hygiene factors have been shown to behave as motivators in developing countries?

A) job security and pay.
B) recognition and growth.
C) challenge and accomplishment.
D) job enrichment and achievement.
E) all of these.

Question 64

Which of the following countries' employees are the most satisfied with their current job?

A) Ireland.
B) China.
C) Ukraine.
D) Denmark.
E) the US.

Question 65

Under Herzberg's two-factor theory, ___________ are necessary to produce satisfied employees.

A) physiological factors.
B) hygiene factors.
C) motivators.
D) safety factors.
E) none of these.

Question 66

Which of the following is not one of Maslow's hierarchy of needs?

A) physiological.
B) motivator.
C) esteem.
D) safety.
E) self-actualization.

Question 67

Which of the following is a theory of motivation focuses explaining the needs that energize employee behavior?

A) equity theory.
B) reinforcement theory.
C) goal theory.
D) expectancy theory.
E) Maslow's hierarchy of needs.

Question 68

Which of the following is arguably a true statement about Maslow's hierarchy of needs?

A) it is a philosophy reflecting American values.
B) it is widely applicable across cultures.
C) needs are ranked the same way in every culture.
D) none of these.
E) all of these.

Question 69

Adjusting an employee's pay to reflect the employee's increased output is an example of _____________ theory.

A) repayment.
B) equity.
C) goal.
D) simplification.
E) reward hierarchy.

Question 70

Cultural values may affect employee motivation in ways that can help explain different economic growth rates across nations.