Developing a Global Management Cadre Part 1

International Management Developing a Global Management Cadre 1) All of the following are suggestions by expatriates regarding how to have a successful experience overseas EXCEPT ________. A) learn the local customs B) establish a family routine C) develop a support network D) cease contact with headquarters Answer: D 2) In order to maximize a firm's global human resources, IHR managers most likely need to ________. A) promote the role of women in global management B) develop line supervisors through training programs C) offer job expansion and job enrichment opportunities D) expand into new economies through global franchises Answer: A 3) What is the most commonly cited reason that employees refuse expatriate assignments? A) money issues B) family concerns C) health and safety issues D) career concerns of spouse Answer: B 4) Which of the following is NOT one of the components of developing an international cadre? A) preparation B) adaptation C) repatriation D) expropriation Answer: D 5) Which of the following terms refers to a state of disorientation and anxiety that results from returning to one’s own culture? A) synergy B) culture shock C) reverse culture shock D) projected cognitive dissonance Answer: C 6) Reverse culture shock occurs primarily because of the difficulty of reintegration ________. A) into the home society B) with family members C) into the organization D) with foreign cultures Answer: C 7) According to surveys, which of the following support practices is most important to repatriates? A) lifestyle counseling B) career planning sessions C) financial and tax assistance D) corporate reorientation programs Answer: B 8) Which of the following is most likely a true statement about expatriate assignments? A) Most multinational firms provide expatriates with mentors during overseas assignments. B) Many employees of U.S. firms consider overseas assignments to be negative career moves. C) Most employees in European and Japanese firms view overseas assignments to be demotions. D) Reverse culture shock primarily results from ineffective preparation for overseas assignments. Answer: B 9) Successful repatriation is most likely important to the parent company because it ________. A) enables firms to recover all financial losses B) allows firms to establish roots in developing countries C) improves the ability to recruit new expatriate managers D) helps spouses of expatriates find rewarding jobs overseas Answer: C 10) All of the following are examples of support systems recommended by Tung for a successful repatriation program EXCEPT ________. A) mentor program B) special career planning unit C) domestic and foreign tax assistance program D) system of maintaining contact with expatriates Answer: C 11) Tyco International is a highly diversified global firm with headquarters in New Jersey. Tyco manufactures a variety of products ranging from home security systems to automotive components. Tyco's 100,000 employees work from facilities located in more than 60 countries around the world. Tyco frequently sends American managers overseas to manage the firm's foreign facilities. The HR department is considering the idea of redesigning Tyco's expatriate support services program. Which of the following, if true, best supports Tyco's decision to provide assistance to trailing spouses in finding jobs overseas? A) Tyco interviews managers' spouses about potential international assignments. B) The majority of Tyco's expatriate managers are married men with children. C) The majority of skilled managers at Tyco are part of dual-career couples. D) Female managers at Tyco have reported bias treatment while overseas. Answer: C 12) Approximately what percentage of expatriate spouses are male? A) 5% B) 10% C) 25% D) 50% Answer: C 13) According to research, which of the following is LEAST likely to improve the cross-cultural adjustment of expatriate spouses? A) Firms seek the spouse's opinion about the assignment. B) The spouse initiates his or her own predeparture training. C) Firms seek the spouse's opinion on the expected standard of living. D) The spouse initiates his or her own job search in the foreign location. Answer: D 14) All of the following are stages in the expatriate transition process EXCEPT ________. A) host country language transition B) home country exit transition C) host country entry transition D) home country entry transition Answer: A 15) What is the primary benefit for a firm that carefully manages its expatriates' careers? A) creating global opportunities for junior managers B) retaining managers with global experience and skills C) maintaining close connections with global subsidiaries D) recruiting college graduates for global management positions Answer: B 16) Which of the following best explains the attrition rate for expatriates? A) Expatriates are not marketable because of their time spent overseas. B) Expatriates receive demotions upon returning to their home country. C) Expatriates feel dissatisfied both during and after the overseas assignment. D) Expatriates receive less compensation overseas than they receive domestically. Answer: C 17) Tyco International is a highly diversified global firm with headquarters in New Jersey. Tyco manufactures a variety of products ranging from home security systems to automotive components. Tyco's 100,000 employees work from facilities located in more than 60 countries around the world. Tyco frequently sends American managers overseas to manage the firm's foreign facilities. The HR department is considering the idea of redesigning Tyco's expatriate support services program. Which of the following, if true, best supports Tyco's decision to redesign its expatriate support services program? A) Nearly 20% of repatriated Tyco managers resign from the firm within one year of completing overseas assignments. B) Over 40% of repatriated Tyco managers switch divisions within the firm upon returning from overseas assignments. C) The number of female executives at Tyco is significantly less than the national average for firms of the same size. D) Competitors of Tyco provide managers with six months of language and cultural training prior to sending them abroad. Answer: A 18) Tyco International is a highly diversified global firm with headquarters in New Jersey. Tyco manufactures a variety of products ranging from home security systems to automotive components. Tyco's 100,000 employees work from facilities located in more than 60 countries around the world. Tyco frequently sends American managers overseas to manage the firm's foreign facilities. The HR department is considering the idea of redesigning Tyco's expatriate support services program. Which of the following questions is most relevant to Tyco's decision to redesign its repatriation program? A) How effective would virtual global teams be for Tyco's management of overseas facilities? B) How is knowledge transferred from Tyco's global managers upon their repatriation? C) What percentage of Tyco's female executives are given overseas assignments? D) What percentage of Tyco's repatriated managers remain with the firm? Answer: D 19) Which of the following will most likely occur during the home country exit transition process? A) vertical integration B) career counseling C) reverse culture shock D) culture sensitivity training Answer: D 20) ________ most likely eases the expatriate's adjustment to the host country. A) Fair compensation B) Headquarters support C) Spousal career training D) Headquarters orientation Answer: B 21) Which of the following is more likely to be learned during an overseas assignment than during a home-country assignment? A) acquisition of high-level technical skills B) management of information systems C) management of office politics D) tolerance for ambiguity Answer: D 22) An repatriated manager says, "I learned to understand situations from the viewpoint of local employees and businesspeople when I worked overseas." Which of the following skills did the manager most likely acquire? A) technical knowledge B) multiple perspectives C) autocratic management D) tolerance for ambiguity Answer: B 23) Firms primarily benefit from repatriated managers' knowledge transfer and application of all of the following EXCEPT ________. A) local marketing B) host-country laws C) cultural differences D) competitor information Answer: B 24) According to Lazarova and Tarique, which of the following conditions must be met for the successful transfer of knowledge to occur between repatriates and firms? A) repatriate readiness and organization incentives B) organization transfer tools and legal guidelines C) repatriate readiness and cultural preparation D) organization incentives and legal procedures Answer: A 25) According to research done by Black and Gregersen, which of the following was NOT a practice used by companies that reported high degrees of job satisfaction and strong performance? A) They assign overseas posts to managers with both technical skills and cross-cultural abilities. B) They focus on knowledge creation and global leadership development. C) They end expatriate assignments with a deliberate repatriation process. D) They provide full-time overseas positions for managers' spouses. Answer: D 26) Which of the following terms refers to collections of managers from several countries who must rely on group collaboration if each member is to experience optimum success and goal achievement? A) global management teams B) specialized management teams C) virtual management teams D) strategic management teams Answer: A 27) Which of the following is particularly import in joint ventures for strategic planning, implementation, and production? A) legal sanctions B) third country nationals C) multicultural teams D) repatriation policies Answer: C 28) Advances in communication technology have facilitated the increasing number of ________ and enabled firms to capitalize on 24-hour productivity. A) virtual global teams B) transitional global teams C) specialized global teams D) assimilated global teams Answer: A 29) Which of the following terms refers to employees in various locations around the world who coordinate their work and decisions through teleconferencing and e-mail? A) transitional global teams B) specialized global teams C) multicultural teams D) virtual global teams Answer: D 30) Which of the following is a primary challenge that faces most virtual global teams? A) variations in management authority levels B) differences in goal sets and work styles C) time and cost of traveling for meetings D) incompatible infrastructure systems Answer: B 31) The operational challenges for global virtual teams include all of the following EXCEPT ________. A) geographic dispersal B) cultural differences C) language and communication D) too many different viewpoints Answer: D 32) Which of the following is a language and communication issue that poses a challenge to many global virtual teams? A) lack of qualified translators B) variations in equipment speed C) lack of visible nonverbal cues D) variations in time expectations Answer: C 33) According to a survey of Alcoa's virtual team members, successful team leaders have the ability to ________. A) convey goals and resolve conflicts B) explain the organization's mission C) provide career planning advice D) integrate technology systems Answer: A 34) In a survey of 440 training and development professionals across a variety of industries, respondents indicated that the most valuable and effective training addressed how to ________. A) select virtual team members B) use appropriate technologies C) lead virtual team meetings D) preview virtual team challenges Answer: C 35) According to research on HR managers in the Asia-Pacific region, what is the advantage of having synergy within transnational teams? A) greater likelihood for individual recognition B) more opportunities for global competition C) elimination of unnecessary communication D) increased simplification in the global workforce Answer: B 36) According to the Joshi study, the most critical conflicts related to transnational teams are between ________. A) subsidiaries in different countries B) expatriates in different countries C) headquarters and subsidiaries D) headquarters and expatriates Answer: A 37) According to a study of global teams by Govindarajan and Gupta, which of the following is the most important task in developing a successful global business team? A) clarifying the objectives of the team B) aligning the goals of each team member C) cultivating trust among all team members D) ensuring that team members have essential skills Answer: C 38) Which of the following is NOT a recommendation by Govindarajan and Gupta for improving global teamwork? A) linking rewards to team performance B) rotating and diffusing team leadership C) having a regular meeting location D) building a culture of trust Answer: C 39) According to research by Chevrie, which of the following is a strategy used to manage transnational teams? A) using procedures established by headquarters B) focusing on technical rather than cultural issues C) linking compensation to individual achievement D) establishing a single team leader as spokesperson Answer: B 40) Research shows that women are ________ in expatriate assignments. A) not represented B) disproportionately represented C) as equally represented as men D) disproportionately underrepresented Answer: D 41) Which of the following is NOT a true statement about women in the Japanese workplace? A) Over 60% of Japanese women are currently employed. B) Japanese women were once only allowed to work in clerical positions. C) The Japanese workplace has traditionally been dominated by male managers. D) Currently, over 30% of Japanese women serve in high management positions. Answer: D 42) While 60 percent of women work in Japan, only ________ hold managerial positions. A) 9 % B) 14% C) 21% D) 32% Answer: A 43) Overall, more managerial opportunities are available for ________ women than for women in most other countries. A) German B) Chinese C) Japanese D) American Answer: D 44) What is the primary reason for the varying opportunities for women that exist in different countries? A) discriminatory education systems B) cultural values and expectations C) agricultural economies D) inadequate technology Answer: B 45) The most difficult challenge for women working overseas seems to be ________. A) adjusting to language differences B) earning adequate compensation C) receiving expatriate assignments D) dealing with cultural biases Answer: C 46) In ________, the disparity in opportunities for women can be traced in part to the lifestyles and laws, such as children attending school only in the morning, which restricts the ability of both parents to work. A) Japan B) Germany C) Spain D) Italy Answer: B 47) According to Adler, what should businesses do regarding female managers and overseas assignments? A) prepare female executives for the discrimination they will face abroad B) realize that most women do no want to go abroad due to family concerns C) give female managers the title, status, and recognition appropriate to the overseas position D) send women overseas for only short-term assignments that do not require family relocation Answer: C 48) Based on Adler's research, which of the following is NOT a true statement about women in international assignments? A) American women can expect to face discrimination in most countries. B) Asians view female executives as foreigners who happen to be women. C) A female expatriate in Asia is not expected to act like an Asian woman. D) Many U.S. firms assume that female managers do not want to go overseas. Answer: D 49) What is the most likely reason that many European businesses move jobs overseas? A) EU restrictions B) euro instability C) poor labor relations D) technology infrastructure Answer: C 50) The process through which managers and workers determine their workplace relationships is known as ________. A) codetermination B) labor relations C) collective bargaining D) international human resources management Answer: B 51) In Europe, which of the following terms refers to negotiations between the employer's organization and a trade union at the industry level? A) labor relations B) direct control C) collective bargaining D) environmental scanning Answer: C 52) The labor contract generally determines all of the following EXCEPT ________. A) job duties B) retirement C) firing procedures D) performance appraisals Answer: D