International Management Homework Sheet

(CHARISMATIC LEADERS) are leaders who inspire and motivate employees through their charismatic traits and abilities. Arrange the leaders who were considered less effective than transformational leaders by Bass in decreasing order of their effectiveness. THE CONTINGENT REWARD (CR) LEADER; THE ACTIVE MANAGEMENT-BYEXCEPTION (MBE-A) LEADER; THE PASSIVE MANAGEMENT-BY-EXCEPTION (MBE-P) LEADER; THE LAISSEZ-FAIRE (LF) LEADER Identify a true statement about authoritarian leadership. ONE-WAY COMMUNICATION FROM MANAGER TO SUBORDINATE IS USED Identify a true statement about Theory Y managers. THEY BELIEVE THAT WORKERS WILL PROVIDE MUCH HIGHER QUANITY AND QUALITY OF OUTPUT IF THEIR CREATIVE POTENTIAL CAN BE TAPPED Identify the culturally endorsed implicit leadership (CLT) dimensions of leadership behaviors that have been identified by Global Leadership and Organizational Behavior Effectiveness (GLOBE) researchers. CHARISMATIC/VALUE-BASED LEADERSHIP; PARTICIPATIVE LEADERSHIP; TEAM-ORIENTED LEADERSHIP; AUTONOMOUS LEADERSHIP Identify the distinct characteristics of authentic leaders as suggested by Shamir and Eilam. THEY ACT BASED ON INDIVIDUAL VALUES AND PASSION; THEY GUIDE BASED ON PERSONAL BELIEFS AND ARE UNIQUE; THEY ARE DRIVEN FROM INTERNAL FORCES; THEY ARE TRUE TO THEMSELVES AND DO NOT FAKE THEIR ACTIONS Identify the interrelated factors that characterize transformational leaders according to Bass. INDIVIDUALIZED CONSIDERATION; INSPIRATIONAL MOTIVATION; IDEALIZED INFLUENCE; INTELLECTUAL STIMULATION Identify the key personal characteristics that entrepreneurs possess. THEY TEND TO VIOLATE THE ESTABLISHED RULES; THEY HAVE THE ABILITY TO SEE THINGS DIFFERENTLY; THEY SEEM TO BE MORE INNOVATIVE AND CREATIVE THAN NON-ENTREPRENEURS Identify the philosophical assumptions of Theory X leaders or managers. PEOPLE DISLIKE WORK BY THEIR VERY NATURE AND WILL AVOID IT WHENEVER POSSIBLE; WORKERS LIKE TO BE DIRECTED, TRY TO AVOID RESPONSIBILITY, AND HAVE LITTLE AMBITION; JOB SECURITY IS THE PRIMARY NEED OF EMPLOYEES Identify the philosophical assumptions that are typically made by Theory Y managers. AT WORK, THE EXPENDITURE OF PHYSICAL AND MENTAL EFFORT IS AS NATURAL TO PEOPLE AS RESTING OR PLAYING; EXTERNAL CONTROL AND THREATS OF PUNISHMENT ARE NOT THE ONLY WAYS TO GET PEOPLE TO WORK TOWARD ORGANIZAIONAL GOALS; UNDER PROPER CONDITIONS, THE AVERAGE HUMAN BEING LEARNS TO ACCEPT AND TO SEEK RESPONSIBILITY Identify the significant benefits of setting ambiguous goals by Japanese managers or leaders. THE MANAGERS OR LEADERS MAKE SURE PERSONNEL ARE PREPARED TO DEAL WITH EVERY SITUATION AND ALL ITS RAMIFICATIONS; THE MANAGERS OR LEADERS ARE ABLE TO PROVIDE GUIDANCE AND MAINTAIN ORDER; THE MANAGERS OR LEADERS ARE ABLE TO MAINTAIN A STRONG CONTROL OVER THEIR FOLLOWERS Identify the specific philosophical assumptions made by Theory Z leaders. EMPLOYEES DERIVE SELF-SATISFACTION AND CONTRIBUTE TO ORGANIZAITONAL SUCCESS THROUGH TEAMWORK AND COMMITMENT TO COMMON GOALS; EMPLOYEES WHO LEARN DIFFERENT ASPECTS OF THE BUSINESS WILL BE IN A BETTER POSITION TO CONTRIBUTE TO BROADER ORGANIZATIONAL GOALS; AN ORGANIZATION WILL ENGENDER STRONG BONDS OF LOYALTY IN EMPLOYEES BY MAKING COMMITMENTS TO THEIR SECURITY THROUGH LIFETIME OR LONG-TERM EMPLOYMENT; PEOPLE ARE ENCOURAGED BY A STRONG SENSE OF COMMITMENT TO BE PART OF THE ORGANIZATION IN WHICH THEY WORK Identify the true statements about authentic leaders. THEY MUST REFRAIN FROM REMAINING STAGNANT AND MUST SUSTAIN INNOVATION; THEY PERFORM ABOVE THE STANDARDS THAT ARE EXPECTED; THEY MUST AVOID SIMPLY ACTING OUT A PART FOR SUPERIORS; THEY MUST LEAD BY EXAMPLE AND ENCOURAGE FOLLOWERS TO DISPLAY LEADERSHIP QUALITIES Identify the true statements about the Japanese leadership style. MANAGEMENT’S CONCERN EXTENDS TO THE WHOLE LIFE, SOCIAL AND BUSINESS, OF A WORKER; PEOPLE DEPEND HEAVILY ON GOODWILL AND TRUST, AND CONTROL MECHANISMS ARE VERY IMPLICIT AND INFORMAL Identify the true statements about the qualities that authentic leaders must possess. THEY MUST POSSESS POSITIVE PSYCHOLOGICAL ASPECTS, SUCH AS CONFIDENCE AND OPTIMISM; THEY SHOULD HAVE POSITIVE MORALS TO GUIDE THEM THROUGH LEADERSHIP PROCESSES; THEY SHOULD ENSURE THAT THEIR BEHAVIORS AND PROCESSES ARE VIRTUOUS AND REFLECT THEIR INHERENT POSITIVE MORAL VALUES; THEY MUST ENSURE THAT THEIR ACTIONS ARE CONGRUOUS WITH ULTIMATE GOALS Identify the true statements about the relationship between cultural values and leadership attributes examined by the Global Leadership and Organizational Behavior Effectiveness (GLOBE) researchers. PARTICIPATIVE AND SELF-PROTECTIVE LEADERSHIP BEHAVIORS WERE LIKELY TO BE VIEWED POSITIVELY BY COLLECTIVISM I VALUES; PARTICIPATIVE AND CHARISMATIC/VALUE-BASED LEADER ATTRIBUTES WERE POSITIVELY RELATED TO GENDER EGALITARIAN VALUES; CHARISMATIC/VALUE-BASED LEADERSHIP AND TEAM-ORIENTED LEADERSHIP WERE POSITIVELY ASSOCIATED WITH IN-GROUP COLLECTIVISM II VALUES Identify the true statements about the U.S. leadership style. PEOPLE KNOW SPECIFICALLY WHAT TO CONTROL AND HOW TO DO IT, AND CONTROL MECHANISMS ARE VERY EXPLICIT; MANAGEMENT IS CONCERNED BASICALLY WITH ONLY THE WORK LIFE OF INDIVIDUALS; RESPONSIBILITY IS ASSIGNED TO INDIVIDUALS, AND AN INDIVIDUAL MANAGER IS RESPONSIBLE FOR DECISION MAKING In international management, a method that focuses on positive outcomes, processes, and attributes of organizations and their members is known as (POSITIVE ORGANIZATIONAL SCHOLARSHIP) (POS). In the context of international management, match the cultural values with the leader attributes associated with them. PERFORMANCE ORIENTATION VALUES—THEY WERE POSITIVELY RELATED TO CHARISMATIC/VALUEBASED AND PARTICIPATIVE LEADER ATTRIBUTES; FUTURE ORIENTATION VALUES—THEY WERE POSITIVELY RELATED TO HUMANE-ORIENTED AND SELF-PROTECTIVE LEADER ATTRIBUTES In the context of international management, match the cultural values with the associated leader attributes. SOCIETAL UNCERTAINTY AVOIDANCE VALUES—THEY WERE POSITIVELY RELATED TO SELF-PROTECTIVE, TEAMORIENTED LEADER ATTRIBUTES; SOCIETAL HUMANE ORIENTATION VALUES —THEY WERE POSITIVELY RELATED TO PARTICIPATIVE LEADER ATTRIBUTES; SOCIETAL ASSERTIVENESS VALUES—THEY WERE POSITIVELY RELATED TO HUMANE-ORIENTED LEADER ATTRIBUTES In the context of international management, match the types of leaders with their descriptions. AUTHENTIC LEADERS—THEY CONCENTRATE MAINLY ON INTERNAL ASPECTS, SUCH AS MOTIVATORS, MORALS, VALUES, ETC.; TRANSFORMATIONAL LEADERS—THEIR KEY FOCUS IS ON HOW THEY MOTIVATE OTHERS In the context of international management, servant-leaders typically focus on __________. TRUST, EMPATHY, COLLABORATION, AND USING POWER ETHICALLY In the context of leadership styles, the use of both work-centered and people-centered approaches to leading subordinates is known as (PARTICIPATIVE LEADERSHIP) In the context of leadership styles, the use of work-centered behavior coupled with a protective employee-centered concern is known as (PATERNALISTIC LEADERSHIP) In the context of leadership styles, the use of work-centered behavior designed to ensure task accomplishment is called (AUTHORITARIAN LEADERSHIP) In the context of the relationship between cultural values and leadership attributes examined by Global Leadership and Organizational Behavior Effectiveness (GLOBE) researchers, Societal Power Distance values are positively correlated with __________. HUMANE-ORIENTED AND SELFPROTECTIVE LEADER ATTRIBUTES In the context of the research done by Haire and associates, identify the true statements about the attitudes of European managers toward leadership. RESPONDENTS FROM LARGE FIRMS WERE MORE SUPPORTIVE OF SHARING OF OBJECTIVES AND INFORMATION, USE OF INTERNAL CONTROL, AND PARTICIPATION THAN THOSE FROM SMALL FIRMS; YOUNGER MANAGERS WERE MORE LIKELY TO HAVE DEMOCRATIC VALUES WHEN IT CAME TO LEADERSHIP AND INITIATIVE CAPACITY AND SHARING INFORMATION AND GOALS THAN OLDER MANAGERS Individuals who exchange rewards for effort and performance and work on a "something for something" basis are known as (TRANSACTIONAL LEADERS) Japan is popular for its __________ approach to leadership. PATERNALISTIC Ken is the manager of an IT firm. His subordinates respect him and are inspired by his charming personality and friendly nature. In this example, Ken exemplifies a(n) __________ leader. CHARISMATIC Leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things are called (TRANSFORMATIONAL LEADERS) Linda, a manager at a textile mill, gives due recognition to employees for their effort. She also annually rewards the best performers. She expects the employees to be totally dedicated to their work. In this scenario, Linda exemplifies a __________ leader. TRANSACTIONAL Match the areas that were given importance by the respondents of the research called the “New Generation” of Chinese organizational leaders with their descriptions. INDIVIDUALISM—IT WAS MEASURED BY THE IMPORTANCE ATTACHED TO PERSONAL ACCOMPLISHMENTS AND SELFSUFFICIENCY; COLLECTIVISM—IT WAS MEASURED BY THE WILLINGNESS OF A PERSON TO SUBORDINATE PERSONAL OBJECTIVES TO THOSE OF THE WORK GROUP WITH A FOCUS ON GROUP HARMONY AND SHARING; CONFUCIANISM—IT WAS MEASURED BY THE IMPORTANCE THE RESPONDENT ASSIGNED TO PERSONAL AND INTERPERSONAL HARMONY, VIRTUOUS INTERPERSONAL BEHAVIOR, AND SOCIETAL HARMONY Match the culturally endorsed implicit leadership (CLT) dimensions of leadership behaviors determined by Global Leadership and Organizational Behavior Effectiveness (GLOBE) researchers with the corresponding descriptions. CHARISMATIC/VALUE-BASED LEADERSHIP—IT CAPTURES LEADERS’ ABILITIES TO ENCOURAGE, INSPIRE, AND MOTIVATE HIGH PERFORMANCE OUTCOMES FROM OTHERS BASED ON A FOUNDATION OF CORE VALUES; TEAM-ORIENTED LEADERSHIP—IT FOCUSES ON EFFECTIVE TEAM BUILDING AND IMPLEMENTATION OF A COMMON OBJECTIVE AMONG TEAM MEMBERS; PARTICIPATIVE LEADERSHIP—IT REFLECTS THE EXTENT TO WHICH LEADERS INCLUDE OTHERS IN DECISIONS AND THEIR IMPLEMENTATION; HUMANE-ORIENTED LEADERSHIP—IT INCLUDES CONSIDERATE AND SUPPORTIVE LEADERSHIP; AUTONOMOUS LEADERSHIP —IT REFERS TO INDIVIDUALISTIC AND INDEPENDENT LEADERSHIP BEHAVIORS; SELF-PROTECTIVE LEADERSHIP—IT EMPHASIZES ENSURING THE SECURITY AND SAFETY OF AN INDIVIDUAL AND GROUP THROUGH FACE-SAVING AND STATUS-ENHANCEMENT Match the interrelated factors that characterize transformational leaders as identified by Bass with their descriptions. IDEALIZED INFLUENCE— TRANSFORMATIONAL LEADERS ALIGN THEIR FOLLOWERS BY PROVIDING A VISION OR COMMON PURPOSE THAT IS WILLINGLY ACCEPTED BY THE LATTER; INSPIRATIONAL MOTIVATION—TRANSFORMATIONAL LEADERS EFFECTIVELY ARTICULATE THEIR BELIEFS, VISION, AND MISSION IN CLEAR-CUT WAYS; INTELLECTUAL STIMULATION—TRANSFORMATIONAL LEADERS PERSUADE THEIR FOLLOWERS TO QUESTION OLD PARADIGMS AND TO ACCEPT NEW VIEWS OF THE WORLD ABOUT HOW THINGS NOW NEED TO BE DONE; INDIVIDUALIZED CONSIDERATION— TRANSFORMATIONAL LEADERS RECOGNIZE AND ELEVATE THEIR FOLLOWERS’ NEEDS AND FURTHER THEIR DEVELOPMENT Match the leaders who were considered less effective than transformational leaders by Bass with their descriptions. THE CONTINGENT REWARD (CR) LEADER—THIS LEADER CLARIFIES WHAT NEEDS TO BE DONE AND GIVES BOTH MATERIAL AND PSYCHIC REWARDS TO THOSE WHO FOLLOW HIS OR HER DIRECTIVES; THE ACTIVE MANAGEMENT-BY-EXCEPTION (MBE-A) LEADER—THIS LEADER SUPERVISES THE PERFORMANCE OF FOLLOWERS AND TAKES CORRECTIVE ACTION WHEN DEVIATIONS FROM STANDARDS OCCUR; THE PASSIVE MANAGEMENT-BY-EXCEPTION (MBE-P) LEADER— THIS LEADER INTERVENES OR TAKES ACTIONS IN CIRCUMSTANCES ONLY WHEN STANDARDS ARE NOT MET; THE LAISSEZ-FAIRE (LF) LEADER—THIS LEADERS AVOIDS ACCEPTING RESPONSIBILITY FOR OR INTERVENING IN THE ACTIONS OF FOLLOWERS Match the organizational management techniques with the countries where the executives are taught these techniques. VARIETY AMPLIFICATION— JAPAN; VARIETY REDUCTION—UNITED STATES Match the organizational management terms with their descriptions. VARIETY AMPLIFICATION—IT IS THE ANALYSIS OF MANY ALTERNATIVES REGARDING FUTURE ACTION AND THE CREATION OF UNCERTAINTY; VARIETY REDUCTION—IT IS THE FOCUSING OF ACTION ON A LIMITED NUMBER OF ALTERNATIVES AND THE LIMITING OF UNCERTAINTY Match the subunits of positive organizational scholarship (POS) with their descriptions. ENABLERS—THEY COULD BE PROCESSES OR METHODS, CAPABILITIES, AND ENVIRONMENTAL STRUCTURE, WHICH ARE ALL EXTERNAL FACTORS; MOTIVATORS—THEY ARE CATEGORIZED AS ALTRUISTIC, UNSELFISH, OR HAVING THE ABILITY TO CONTRIBUTE WITHOUT SELF-REGARD, AND THEY FOCUS INWARD; EFFECTS OR OUTCOMES—THEY UNDERSCORE HIGH-QUALITY RELATIONSHIPS, MEANINGFULNESS, EXHILARATION, AND VITALITY Match the types of management with their descriptions related to decision making. MIDDLE EASTERN MANAGEMENT—DECISIONS ARE TYPICALLY MADE AT THE HIGHEST LEVEL OF MANAGEMENT, AND IT INVOLVES AD HOC PLANNING; WESTERN MANAGEMENT—THERE ARE SOPHISTICATED PLANNING TECHNIQUES, ELABORATE MANAGEMENT INFORMATION SYSTEMS, AND MODERN TOOLS OF DECISION MAKING Match the types of management with their personnel policies. MIDDLE EASTERN MANAGEMENT—IT HIGHLY DEPENDS ON PERSONAL CONTACTS AND GETTING PEOPLE FROM THE “RIGHT SOCIAL ORIGIN” TO FILL IMPORTANT POSITIONS; WESTERN MANAGEMENT—IT HAS SOUND PERSONNEL MANAGEMENT POLICIES AND USUALLY BASES ITS SELECTION DECISIONS ON CANDIDATES’ QUALIFICATIONS The process of influencing people to direct their efforts toward the achievement of some particular goal or goals is known as (LEADERSHIP). Theory X leaders or managers assume that __________. COERCION, CONTROL, AND THREATS OF PUNISHMENT ARE NECESSARY TO GET PEOPLE TO ATTAIN ORGANIZATIONAL OBJECTIVES Theory X managers believe that __________. INDIVIDUALS ARE ESSENTIALLY LAZY Theory Y managers believe that __________. PEOPLE WILL SEEK INCREASED RESPONSIBILITY AND CHALLENGE AND WILL WORK HARD UNDER THE RIGHT CONDITIONS True or false: A research called the "New Generation" of Chinese organizational leaders found that the new generation group scored the same on individualism as the current and older generation groups. FALSE True or false: According to a study on international management, females' desire for participative leadership remains unaffected by gender egalitarianism. FALSE True or false: According to the research done by Haire and associates, the degree of participative-autocratic attitudes is uninfluenced by company size. FALSE True or false: Effective leaders seem to live by the positive organizational scholarship (POS) model. TRUE True or false: In the context of international management, all authentic leaders are inherently transformational. FALSE True or false: In the study of international management, leadership is very important. TRUE True or false: Individual charismatic abilities and traits of a transformational leader are considered unimportant. FALSE True or false: Paternalistic leadership negatively impacts employees' attitudes in collectivistic cultures. FALSE Which of the following are the key practices of servant-leaders according to Kent Keith? UNLEASHING THE INTELLIGENCE AND ENERGY OF OTHERS; CHANGING THE ORGANIZATIONAL PYRAMID; LISTENING, SELFAWARENESS, AND FORESIGHT; DEVELOPING THEIR COLLEAGUES AND COACHING INSTEAD OF CONTROLLING Which of the following are the philosophical presumptions of Theory Y leaders? ONE’S COMMITMENT TO GOALS IS DETERMINED BY THE REWARDS THAT ARE ASSOCIATED WITH THEIR ACCOMPLISHMENT; THE ABILITY TO EXERCISE A RELATIVELY HIGH DEGREE OF CREATIVITY TO SOLVE ORGANIZATIONAL PROBLEMS IS WIDELY DISTRIBUTED THROUGHOUT THE POPULATION Which of the following are true of entrepreneurs? THEY ARE MORE WILLING TO TAKE BUSINESS AND PERSONAL RISKS THAN NON-ENTREPRENEURS; THEY SEEK OPPORTUNITIES AND ARE COMFORTABLE WITH FAILURE; THEY DO NOT REQUIRE SUPPORT, STRUCTURE, OR AN ORGANIZATION TO GUIDE THEIR THINKING Which of the following are true of participative leadership? AUTHORITY TYPICALLY IS HIGHLY DECENTRALIZED; LEADERSHIP CAN BE CHARACTERIZED IN TERMS OF THE MANAGERIAL GRID; PEOPLE ARE ENCOURAGED TO PLAY AN ACTIVE ROLE IN ASSUMING CONTROL OF THEIR WORK Which of the following is true of Theory X managers? THEY HOLD THAT COERCION AND THREATS OF PUNISHMENT MUST BE USED TO GET PEOPLE TO WORK Which of the following qualities are needed to be a servant-leader? PERSUASION, CONCEPTUALIZATION, AND AWARENESS; STEWARDSHIP AND FORESIGHT; EMPATHY, HEALING, AND LISTENING; GROWTH AND BUILDING COMMUNITY Which of the following statements are true about leadership approaches used by managers in Japan? JAPANESE LEADERS BELIEVE IN THE OVERALL ABILITY OF THEIR SUBORDINATES; JAPANESE LEADERS ENCOURAGE THEIR SUBORDINATES TO ACTIVELY PARTICIPATE IN DECISION MAKING; JAPANESE MANAGERS STRONGLY EMPHASIZE AMBIGUOUS GOALS; JAPANESE MANAGERS ADVOCATE A HIGH SECURITY OR SAFETY NEED Which of the following statements are true about positive organizational scholarship (POS)? IT WOULD ACCENTUATE A FIRM'S REVENUE AND ITS POTENTIALS IF THE FIRM IS DOING FINANCIALLY WELL; IT OUTLINES POSITIVE ORGANIZATIONAL ACTIONS; IT IDENTIFIES THE INNER POSITIVE POTENTIAL IN PEOPLE Which of the following statements are true about the leadership style followed in Japan? DECISION MAKING IS CARRIED OUT BY GROUPS, AND RESPONSIBILITY IS SHARED COLLECTIVELY; EVALUATION IS VERY SLOW, AND MAJOR PROMOTIONS MAY NOT COME FOR THE FIRST 10 YEARS; LAYOFFS ARE RARE, AND PEOPLE ARE OFTEN EMPLOYEED FOR LIFE; PEOPLE BECOME FAMILIAR WITH ALL AREAS OF OPERATIONS BY ROTATING FROM ONE AREA TO ANOTHER Which of the following statements are true about the leadership style followed in the United States? LAYOFFS ARE COMMON, AND EMPLOYMENT IS USUALLY SHORT TERM; EVALUATION AND PROMOTION ARE VERY RAPID, AND THOSE NOT QUICKLY PROMOTED LOOK FOR EMPLOYMENT ELSEWHERE; PEOPLE TEND TO STAY IN ONE AREA FOR THEIR ENTIRE CAREERS, AND THEIR CAREERS WERE VERY SPECIALIZED Which of the following statements are true about the relationship between leadership styles and gender? BOTH MALES AND FEMALES GAVE IMPORTANCE TO HUMANE-ORIENTED LEADERSHIP EQUALLY; INDUSTRY TYPE AND GENDER EGALITARIANISM WERE IMPORTANT MODERATORS OF THE GENDER-LEADERSHIP PROTOTYPE RELATIONSHIP; FEMALE MANAGERS OPTED FOR CHARISMATIC, PARTICIPATIVE, AND TEAM-ORIENTED LEADERSHIP PROTOTYPE DIMENSIONS MORE THAN MALES Which of the following statements are true of servant-leaders? THEY GIVE PRIORITY ATTENTION TO THEIR COLLEAGUES' NEEDS AND THE NEEDS OF THOSE THEY SERVE; THEY ARE VIEWED AS HUMBLE STEWARDS OF THE RESOURCES OF THEIR ORGANIZATION Which of the following statements is true of authentic leaders? THEY ARE DEFINED BY AN ALL-INCLUSIVE PACKAGE OF CREDITS, STYLES, BEHAVIORS, AND PERSONALITY TRAITS Who among the following believes that workers are motivated by responsibility sharing and teamwork and seek opportunities to participate in management? A THEORY Z MANAGER