Deck 15: International Organizational Behavior

Question 1

People high in uncertainty avoidance feel comfortable even when unsure about the future.

Answer 1

False

Question 2

Having a stable, secure life is a value held by a high uncertainty-avoidance culture.

Answer 2

True

Question 3

People in high uncertainty avoidance cultures have a greater tendency to hire experts.

Answer 3

True

Question 4

People with low uncertainty avoidance tend to plan more frequently.

Question 5

The degree to which a culture emphasizes independence and aggressiveness is called its masculinity.

Question 6

A person who is comfortable with fluid sex roles is probably more at home in a feminine culture.

Question 7

Achievement is a value of a feminine culture.

Question 8

The belief that people can fulfill their duty to society through group membership is part of collectivist cultures.

Question 9

The idea that superiors and subordinates are basically the same is part of
individualistic cultures.

Question 10

People in large power distance cultures believe that bosses should have special
Privileges

Question 11

People in short-term oriented cultures respect traditions.

Question 12

The belief that history is important is key to long-term oriented cultures.

Question 13

In China, being future-oriented is very highly valued.

Question 14

In Russia, tradition is highly valued.

Question 15

The U.S. culture tends to be long-term in its orientation.

Question 16

Conflict causes stress in cultures that value low uncertainty avoidance.

Question 17

The U.S. is a collectivist culture.

Question 18

The U.S. culture is low in power distance.

Question 19

Piece-rate systems of pay are consistent with individualistic cultures.

Question 20

Japanese and Korean cultures emphasize collectivism.

Question 21

Chaebol is a term that describes Japanese consensus-based decision
making.

Question 22

In Japan, seniority is the most important determinant of wages.

Question 23

Patrimonial organizations stress standardized procedures.

Question 24

Cultures that have low power distance, low individualism and high uncertainty avoidance tend to be more able to handle change.

Question 25

Which of the following is a statement that probably reflects the dimension of uncertainty avoidance?

A) "To forget history is to risk repeating past mistakes."
B) People are identified by the characteristics of the group to which they belong.
C) Quality of life is more important than personal performance.
D) Conflict can be used constructively.

Question 26

The statement, "Written rules are essential", probably reflects a culture that is _________________.

A) high in power distance
B) short-term in orientation
C) high in uncertainty avoidance
D) masculine

Question 27

Which of the following is a statement that probably reflects the dimension of masculinity-femininity?

A) "To forget history is to risk repeating past mistakes."
B) People are identified by the characteristics of the group to which they belong.
C) Quality of life is more important than personal performance.
D) Conflict can be used constructively.

Question 28

The statement, "People live to work", probably reflects a culture that is _________________.

A) high in power distance
B) short-term in orientation
C) individualistic
D) masculine

Question 29

The degree to which people in a culture emphasize independence and dominance is called__________.

A) power distance
B) individualism
C) masculinity
D) uncertainty avoidance

Question 30

The degree to which people in a culture pursue personal interests is __________.

A) long-term orientation
B) individualism
C) masculinity
D) uncertainty avoidance

Question 31

The statement, "People should be free to seek whatever they want", probably reflects a culture that is _________________.

A) high in power distance
B) high in uncertainty avoidance
C) individualistic
D) masculine

Question 32

Which of the following is a statement that probably reflects the dimension of individualism-collectivism?

A) "To forget history is to risk repeating past mistakes."
B) People are identified by the characteristics of the group to which they belong.
C) Quality of life is more important than personal performance.
D) "My boss is just like me."

Question 33

The degree to which people in a culture are oriented toward the future is called__________.

A) power distance
B) individualism
C) long-term orientation
D) uncertainty avoidance

Question 34

Which of the following is a statement that probably reflects the dimension of power distance?

A) "My boss is just like me."
B) People are identified by the characteristics of the group to which they belong.
C) Quality of life is more important than personal performance.
D) Conflict can be used constructively.

Question 35

Which of the following is a statement that probably reflects the dimension of short-term/long-term orientation?

A) "To forget history is to risk repeating past mistakes."
B) "My boss is just like me."
C) Quality of life is more important than personal performance.
D) Conflict can be used constructively.

Question 36

The statement, "The boss is always right", probably reflects a culture that is _________________.

A) high in power distance
B) short-term in orientation
C) individualistic
D) masculine

Question 37

The statement, "The future will take care of itself", probably reflects a culture that is _________________.

A) high in uncertainty avoidance
B) short-term in orientation
C) individualistic
D) masculine

Question 38

Which dimension explains the difference between the Russian and Chinese cultures in their views of tradition?

A) uncertainty avoidance
B) masculinity-femininity
C) individualism-collectivism
D) short-term/long-term orientation

Question 39

Which dimension explains the differences between the Greek and Danish cultures in conflict management?

A) uncertainty avoidance
B) masculinity-femininity
C) short-term/long-term orientation
D) power distance

Question 40

Which dimension explains differences between the Australian and Pakistani cultures in rewarding people for group performance?

A) uncertainty avoidance
B) masculinity-femininity
C) individualism-collectivism
D) power distance

Question 41

The __________ model is considered the most comprehensive cross-cultural framework for managers to use.

A) Hofstede-Bond
B) masculinity-Femininity
C) five dimensional
D) multi-cultural

Question 42

Which dimension explains the differences between the Indian and New Zealander cultures in how a person gains status?

A) short-term/long-term orientation
B) masculinity-femininity
C) individualism-collectivism
D) power distance

Question 43

Of the cultures on which data are reported in the text, which has the greatest masculinity?

A) Sweden
B) Russia
C) Japan
D) Australia

Question 44

Of the cultures on which data are reported in the text, which has the greatest individualism?

A) Peru
B) U.S.
C) Yugoslavia
D) Argentina

Question 45

Of the cultures on which data are reported in the text, which has the greatest power distance?

A) Russia
B) Austria
C) Chile
D) Israel

Question 46

Of the cultures on which data are reported in the text, which has the most short-term orientation?

A) Columbia
B) Russia
C) West Africa
D) France

Question 47

Piece-rate pay plans fit best with cultures that are__________.

A) high in power distance
B) individualistic
C) short-term oriented
D) feminine

Question 48

Of the cultures on which data are reported in the text, which has the greatest uncertainty avoidance?

A) Greece
B) Singapore
C) India
D) Italy

Question 49

Israeli kibbutzim are an example of a ___________ culture.

A) masculine
B) low power distance
C) collectivist
D) low uncertainty avoidance

Question 50

The consensus-based process of decision-making used in Japan is called:

A) kaizen
B) ringisei
C) chaebol
D) nenko

Question 51

__________ organizations often are built in a hierarchical fashion with procedures to govern human behavior.

A) German
B) American
C) Danish
D) Japanese

Question 52

In Japan, the ________ system of payment is common.

A) kaizen
B) ringisei
C) chaebol
D) nenko

Question 53

In the nenko system of wage payment, the major factor in workers' wages is:

A) performance
B) teamwork
C) seniority
D) skill

Question 54

In Sweden, jobs are organized around__________.

A) semi-autonomous teams
B) reflective production
C) mechanistic principles
D) matrix designs

Question 55

Swedish firms use committees composed of workers, elected by their peers and management representatives, to advise management. These are called__________.

A) information committees
B) quality circles
C) task forces
D) works councils

Question 56

Reflective production focuses on assembly work becoming __________.

A) efficient
B) humane
C) smooth
D) meaningful

Question 57

The committees that provide work councils with advise on particular issues are called __________.

A) issue groups
B) participatory committees
C) special-interest committees
D) management work groups

Question 58

Family businesses in China are typically structured and coordinated:

A) mechanistically
B) using standardization
C) using formalization
D) relying on informal relationships

Question 59

Structures of family businesses in China reflect the ideology of:

A) patrimonialism
B) authoritarianism
C) Machiavellianism
D) democracy

Question 60

Patrimonialism is consistent with cultures with__________.

A) individualism and high power distance
B) collectivism and masculinity
C) collectivism and high power distance
D) masculinity and high power distance

Question 61

National cultures that are highly supportive of change tend to be characterized by__________.

A) low power distance
B) collectivism
C) uncertainty avoidance
D) femininity

Question 62

U.S. managers are LEAST likely to have to reconfigure their management practices when managing in__________.

A) Canada
B) China
C) Russia
D) Japan

Question 63

When managing in Denmark, a U.S. manager will probably have to learn to deal with__________.

A) higher levels of stress
B) more group involvement
C) greater use of rules and procedures
D) more democratic leadership

Question 64

When managing in a stronger uncertainty avoidance culture, managers should be prepared for__________.

A) fewer rules
B) more emphasis on individual performance
C) greater anxiety
D) more time spent in planning

Question 65

Rituals serve as ways to reduce anxiety in ____________ cultures.

A) collectivist
B) high uncertainty avoidance
C) high power distance
D) low uncertainty avoidance

Question 66

Managers working in cultures that favor less uncertainty avoidance than their own culture should:

A) expect to be stressed out by rules and red tape
B) expect to find people to be "laid back"
C) expect traditional approaches to problems
D) expect participate in many rituals

Question 67

When managing in masculine culture, a female manager should:

A) expect to get more respect
B) seek out male mentors
C) emphasize work-life balance issues
D) all of the above

Question 68

When managing in a feminine culture, a male manager should__________.

A) expect to be shown deference
B) control their aggressive tendencies
C) act as mentors to many females
D) expect reliance on team work

Question 69

Females and males are most likely to be treated equally in__________.

A) individualistic cultures
B) collectivist cultures
C) feminine cultures
D) masculine cultures

Question 70

Managers who work in cultures that are more collectivist than their own must learn to__________.

A) accept equal sharing
B) refrain from complimenting individuals
C) praise group performance
D) all of the above

Question 71

Managers working in cultures that favor lower power distance than their own should__________.

A) learn to be more participatory
B) focus on group performance
C) work independently
D) centralize decision making

Question 72

Managers working in cultures that favor higher power distance than their own should__________.

A) learn to be more participatory
B) empower employees
C) compliment individuals on their work
D) become more authoritarian

Question 73

Managers working in cultures that favor short-term orientation more than their own should__________.

A) pay more attention to past successes and failures
B) pay more attention to the future
C) reject traditional approaches
D) foster creative problem solving

Question 74

Managers working in cultures that favor long-term orientation more than their own should__________.

A) focus on past mistakes
B) rely on tradition
C) encourage creativity
D) learn about the history of the organization

Question 75

The idea that national cultures and management practices around the world are becoming more alike is called the__________.

A) homogeneity effect
B) convergence hypothesis
C) similar-to-me effect
D) impression management

Question 76

Managing cross-culturally so that the organization's fixed costs can be spread over the larger volume of goods is called __________.

A) economies of global scope
B) cultural cost analysis
C) economies of global scale
D) cultural cost allocation

Question 77

Describe the cultural dimension of uncertainty avoidance. What are the underlying values of each extreme?

Question 78

Describe the dimension of masculinity-femininity. What are the underlying values of each extreme?

Question 79

Describe the dimension of individualism-collectivism. What are the underlying values of each extreme?

Question 80

Describe the dimension of power distance. What are the underlying values of each extreme?