Question 1

Relationships between Mexican managers and their subordinates are generally distant.

Accepted Answer

In Mexican culture, there is typically a hierarchical structure in which managers are seen as authoritative figures and subordinates are expected to show respect and deference. This can result in a more formal and distant relationship between managers and their subordinates.

Question 2

In comparison with US managers,Japanese managers use influence tactics that are

Accepted Answer

Japanese managers tend to use subtle and indirect influence tactics, such as working behind the scenes and building relationships, rather than direct or punishment-oriented tactics. Guilt-oriented tactics may also be used, but they are not as common as indirect approaches.

Question 3

Within organizations,many Chinese workers see the manager as

Accepted Answer

In traditional Chinese culture, the relationship between the manager and the workers is often seen as a paternalistic one, with the manager occupying a position of authority and responsibility similar to that of a father within a family. Workers are expected to be obedient and respectful to their superiors, and may view their manager as a source of guidance and support. This viewpoint is reinforced by the hierarchical structure of many Chinese organizations, which often places significant power in the hands of senior managers.

Question 4

Doors are an important cultural symbol to the Germans.

Accepted Answer

In German culture, doors are considered a symbol of privacy, order, and hospitality. This can be seen in the German tradition of removing one's shoes before entering someone's home, where the door is seen as a boundary between the public and private spaces. Additionally, there are several idioms and expressions related to doors in German language and literature.

Question 5

China's Confucian heritage affects how Chinese will approach their business relationships.All relationships are seen as unequal,and one's ethics are directed toward observing these inequalities.

Accepted Answer

In Confucianism, relationships are seen as hierarchical and there is a strong emphasis on the importance of respecting and upholding one's social and professional obligations. This has a significant impact on how the Chinese approach business relationships and their ethics in conducting business.

Question 6

In Japanese companies,the primary purpose of taiso is

Accepted Answer

Taiso, or group exercise routines in Japanese companies, is primarily aimed at getting employees to engage in coordinated activity, promoting teamwork and unity rather than focusing on physical fitness, punishment, or rewards.

Question 7

Compartmentalization is the most prominent structural feature of Mexican
culture-that is,that Mexicans have a tendency to isolate and divide many aspects of their lives into discrete,independent units.

Accepted Answer

Compartmentalization is not identified as the most prominent structural feature of Mexican culture. Mexican culture is often characterized by its collectivism, strong family values, and interconnectedness of various aspects of life, rather than compartmentalization.

Question 8

In comparison with workers in the United States,Mexican workers

Accepted Answer

Mexican culture places a strong emphasis on collectivism, and therefore, companies often do not reward individual initiative as much as in the United States. Mexican workers are more likely to value teamwork and collaboration. Additionally, Mexican workers are generally paid less than their U.S. counterparts, contrary to option C. Option B is also incorrect as individualism is valued more in the United States than in Mexico. Option D is not supported by any evidence, and it is not necessarily true that Mexican workers are preoccupied with their careers to a different degree than U.S. workers.

Question 9

China has now surpassed Germany as the largest exporter of

Accepted Answer

According to recent data, China has become the world's largest exporter of automobiles, surpassing Germany in this category.

Question 10

German managers are known to be specialists for which a technical background is more typical than a formal education.

Accepted Answer

It is true that German managers are often known for having a technical background rather than a formal education. This is because academic qualifications are not necessarily prioritized in the German business culture, and practical experience and technical expertise are often valued more highly.

Question 11

The most prominent feature of German culture that permeates into their organizations is

Accepted Answer

German culture is known for its compartmentalization, where there is a clear delineation between different aspects of life and work, leading to a structured and organized approach in their organizations.

Question 12

Many Japanese organizations practice a seniority-based wage and promotion arrangement where employees are promoted and compensated based on the number of years they have served the organization.

Accepted Answer

This is a common practice in many Japanese organizations. It is known as "age-based hierarchy" or "seniority-based system" and is based on the principle of respecting experience and loyalty.

Question 13

Generally,Mexican workers do not wish to call attention to themselves for outperforming a coworker.

Accepted Answer

In Mexican culture, it may be considered impolite or boastful to call attention to one's own accomplishments or outperforming a coworker. Instead, it is often preferred to blend in with the group and not draw too much attention to oneself.

Question 14

In Chinese management,the manager is expected to make decisions on behalf of the entire group.The idea of open communication between managers and workers is not only unheard of but thought of as peculiar.

Accepted Answer

In Chinese management, the manager is expected to make decisions for the group without much input from the workers. Open communication is not a common practice.

Question 15

Which of the following managerial traits was endorsed by most Japanese managers?

Accepted Answer

The answer of Which of the following managerial traits was...

Question 16

Unlike many U.S.or Japanese corporate conglomerates whose global market success is attributable to diversification,many German firms concentrate on specialization.

Accepted Answer

This statement is true. German firms are often known for their focus and specialization in a particular area, rather than spreading themselves thin across multiple industries or markets. This approach allows them to develop expertise and efficiency in their chosen field, leading to competitive advantages and global success.

Question 17

Many German corporations concentrate on

Accepted Answer

German corporations are known for their specialization, i.e. focusing on a particular product or service which they excel at. This helps them in achieving economies of scale and becoming more efficient in their operations. Diversification, utilization, and simplification may also be important strategies for some corporations, but specialization is the most common approach.

Question 18

One of the most frustrating aspects for Americans doing business in Mexico is

Accepted Answer

The Mexican perception of time often differs from the American perspective, with a more relaxed approach to punctuality and deadlines, which can be frustrating for Americans used to a more strict adherence to schedules.

Question 19

Many Japanese corporations encourage women employees to marry male employees because

Accepted Answer

Many Japanese corporations have anti-nepotism policies that prohibit family members from working in the same department or company. If a woman employee marries a male employee, she is often forced to retire to comply with these policies.

Question 20

In Japan,indirect eye contact is a sign of

Accepted Answer

In Japan, direct eye contact is considered confrontational or intimidating, so people tend to use indirect eye contact as a sign of deference, respect, and politeness. Therefore, the best choice is D, deference.

Quiz 11: Intercultural Communication in Organizations