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Question
Which of the following is NOT a negative effect of a strong culture on organizations?
A. create barrier to change in the organization
B. create conflict among organizational subcultures
C. make it difficult for firms with different cultures to collaborate closely
D. socialize new members into the ways the organization works
Answer
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Related questions
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What is the impact for international managers of multinational organizations of the fall of state socialism?
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______ is characterized by growing worldwide connections between organizations and their various constituencies, by rapid and discontinuous change, by growing numbers and diversity of actors involved in global activities, and by greater managerial complexity.
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Countries undergoing marketization that all had been called transition economies in the late 1980s and 1990s have diverged from one another quite substantially but all contain some vestiges of ______.
A. state socialism
B. capitalism
C. economic transition
D. marketization
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Acme Global expanded its staffing strategy to have work done in a foreign country because it needed access to skills not available in the local labor pool. In other words, Acme Global used ______.
A. global staffing
B. sourcing
C. boundaryless staffing
D. outsourcing
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At the ______ stage of the cycle of adjustment to the foreign environment, the expatriate begins to understand cultural differences, learns the ways to get things done, and begins to settle into the rhythm of daily living in the foreign country.
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In the ______ stage of the cycle of adjustment to the foreign environment, everything is new, exciting, and interesting and the new environment intrigues the expatriate in much the same way as if the expatriate was a tourist.
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The ______ staffing strategy of multinational organizations involves using local foreign managers only.
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______ is used to describe both the experience of firms with staffing with expatriates and the experience of these employees with an overseas assignment.
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While individuals recognize that a foreign assignment may not have a positive effect on their career, they accept it because they view the experience as ______.
A. positive for their personal and professional development
B. a way to make money
C. being a team player
D. necessary for their next promotion
Q:
The extent to which the host country culture is ______ from the expatriates home culture is typically thought to make the adjustment process more difficult.
A. different
B. closely related
C. similar
D. predictable
Q:
Two individual factors with established linkages to expatriate success are the ability of the overseas employee to communicate in the host country language and previous ______.
A. adaptability
B. family situation
C. international experience
D. social skills
Q:
Which of the following is NOT a behavior or personal ability identified by individuals who described themselves as being satisfied with and functioning well in a foreign culture as being important to their success?
A. The ability to manage psychological stress
B. The ability to communicate effectively
C. The ability to establish interpersonal relationships
D. The ability to perform the task they were assigned
Q:
At the ______ stage of the cycle of adjustment to the foreign environment, the expatriate can function in the new culture almost as well as at home.
A. mastery
B. adjustment
C. honeymoon
D. culture shock
Q:
The definitions of success of a foreign assignment include all the following EXCEPT:
A. career advancement
B. turnover
C. adjustment
D. task performance
Q:
Which of the following is NOT one of the typical motives found for workers in the United States for accepting a foreign assignment?
A. A sense of vocation
B. Financial rewards
C. The desire to escape undesirable circumstances at home
D. Organizational loyalty
Q:
Individual staffing decisions reflect the overall firm-level staffing strategy mentioned previously, whether or not this strategy is made explicit. Which of the following is NOT one of the reasons organizations typically transfer personnel internationally?
A. To fill a technical requirement
B. To develop the manager
C. To develop the organization
D. To provide the manager with a vacation
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A. polycentric
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A. expatriate
B. individualist
C. third country national
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A. global integration
B. loose coupling
C. managerial role
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A. imperative for control
B. incompatibility of the partners
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Given the pressures for consistency among subsidiaries in the international form, ______ is the tendency of the firm to duplicate, in new environments, existing structures and procedures that are effective.
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A. informal
B. formal
C. joint ventures
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A. sensing and exploiting local opportunities.
B. implementing parent company strategies.
C. adapting and leveraging parent company competencies.
D. differentiating contributions by national units to integrated worldwide operations.
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Which of the following is NOT one of the three ways the multinational organization provides a context that can have a unique effect?
A. Frequency of occurrence
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C. Functional relationships
D. Unique constructs
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A. In-demand jobs
B. Strategic advantage
C. Information technology
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A. hypervigilance
B. interdependence
C. hypervigilance
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A. vigilance
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C. hypervigilance
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A. descriptive
B. prescriptive
C. diagnostic
D. predictive