Beruflich Dokumente
Kultur Dokumente
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While American companies tend to stress individual goals, achievement, and reward, Japanese companies tend to stress ___________. a. financial goals b. financial rewards for teams c. groupwide goals (moderate, page 453) d. status recognition Nevis proposes that hierarchy of Chinese needs would have ___________ levels. a. two b. three c. four (moderate, page 453) d. five Which two sets of needs are identified in the Herzberg model? a. productivity and nonproductivity factors b. satisfiers and hygiene factors c. motivators and maintenance factors (moderate, page 453) d. motivators and group factors Which of the following is NOT an intrinsic motivation factor? a. the work itself b. pay (easy, page 453) c. recognition d. achievement Which of the following does NOT accurately characterize workers in the Mexican culture? a. They rank high on power distance. b. They rank high on uncertainty avoidance. c. They rank low on individualism. d. All of the above describe the Mexican workers. (difficult, page 455) In Mexico, ___________ is of central importance. a. pay b. job security c. individualism d. family (moderate, page 455) ___________ is(are) the most common reason(s) given for absenteeism among Mexican workers. a. Illness b. Family reasons (moderate, page 455) c. Dissatisfaction with the job d. Personal problems The ___________ management style works best in Mexico. a. autocratic b. authoritative (moderate, page 456) c. consensus d. rational
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Whereas Americans believe that hard work will get the job done, many Hong Kong Chinese believe that outcomes will be determined by ___________. a. family b. social standing c. luck (moderate, page 459) d. education Which of the following is NOT among the five categories of rewards typical in the American culture? a. job content b. self-fulfillment (moderate, page 460) c. career d. social status In Taiwan, the most highly sought reward is ___________. a. pay b. security c. recognition from peers d. recognition from the top and affection (moderate, page 460) According to Jacques Maisonrouge, The managers quintessential responsibility is to help his people realize ___________. a. profits b. corporate growth c. self-fulfillment through achieving corporate ends d. their own highest potential (moderate, page 460) Which of the following is NOT one of the four personal development strategies (four ts) through which companies and managers can meet the requirements of effective global leadership? a. through travel b. through teamwork c. through training d. through technology (difficult, page 461) According to Mason and Spich, the leaders role is an interaction of which two sets of variables? a. content and context (difficult, page 461) b. personal and professional c. internal and external d. cultural and societal Since effective leadership traits vary with the situation and with the followers according to each context, the idea of ___________ is not valid. a. predictive leadership models b. leadership definitions c. understanding leadership in different cultures d. universal leadership traits (difficult, page 462) Effective _____________ involves the ability to inspire and influence the thinking, attitudes, and behavior of people anywhere in the world. a. global leadership (moderate, page 461) b. ethnocentric leadership c. polycentric leadership d. virtual leadership
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In Latin American countries, leaders are respected as___________. a. people possessing machismo b. bosses in total authority c. representatives of workers d. multidimensional social beings (difficult, page 464) The ___________ model of leadership style has been recommended by American research studies as one more likely to have positive results with American employees. a. autocratic b. charismatic c. transactional d. democratic (moderate, page 464) Which of the following is NOT a leadership style and behavior that was found to be culturally contingent? a. charismatic b. participative c. autonomous d. virtual (moderate, page 466) The _____________ leader is someone who is, for example, a visionary, an inspiration to subordinates, and performance-oriented. a. charismatic (easy, page 466) b. team-oriented c. participative d. self-protective A(n) _____________ leader is someone who exhibits diplomatic, integrative, and collaborative behaviors towards the team. a. charismatic b. team-oriented (moderate, page 466) c. participative d. self-protective The ____________ leader is one who delegates decision making and encourages subordinates to take responsibility. a. charismatic b. team-oriented c. participative (easy, page 466) d. self-protective The ____________ dimension describes a leader who is self-centered, conflictual, and status conscious. a. charismatic b. team-oriented c. participative d. self-protective (moderate, page 466) According to Hofstede, employees in countries that rank high on power distance are more likely to prefer a(n) ___________ leadership style. a. autocratic (moderate, page 468) b. participative c. charismatic d. transformational
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In a large power distance society, subordinates ___________. a. expect superiors to act autocratically (difficult, page 469) b. have weak dependence needs c. expect superiors to be resourceful democrats d. frown upon status symbols Employees in countries that rank low on power distance are more likely to prefer a(an) ___________ leadership style. a. autocratic b. participative (moderate, page 468) c. charismatic d. transformational According to Hofstede, the critical fact to grasp about leadership in any culture is that it is a complement to ___________. a. the leaders personality b. the needs of the leaders boss c. the demands placed on the leader by the organization d. subordinateship (moderate, page 468) Laurent concluded that ___________ significantly affects the perception of what is effective management. a. educational background of followers b. type of organization structure in place c. the needs of subordinates d. national origin (moderate, page 468) Managers in Sweden, the Netherlands, U.S., Denmark, and Great Britain seem to believe that employees prefer which style of leadership? a. autocratic b. charismatic c. participative (moderate, page 468) d. laissez faire In the Middle East, leaders are expected to ___________. a. show a highly authoritarian tone b. give rigid instructions c. provide too many management directives d. All of the selections are correct. (moderate, page 471) Indian culture stresses ___________ rather than personal goals. a. creativity b. obedience c. moral orientation and loyalty (moderate, page 474) d. hard work and perseverance Sinha proposes that a leader in India has to be a(an) ___________. a. autocrat b. friend c. family member d. nurturant (moderate, page 474)
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Kaizen in the Japanese system is ___________. a. quality control circles b. leadership improvement programs c. subordinate enthusiasm programs d. continuous improvement efforts (easy, page 475)
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On what common dimensions does most research on American leadership focus? Autocratic versus democratic; participative versus directive; relations-oriented versus task-oriented; initiating structure versus consideration. (moderate, page 464) List the six leadership styles and behaviors that were found to be culturally contingent based on the research conducted by the GLOBE project. The six leadership styles and behaviors are (1) charismatic, (2) team-oriented, (3) self-protective, (4) participative, (5) humane, and (6) autonomous. (moderate, page 466) What is subordinateship? What are the characteristics of subordinateship in large power distance countries? Employee attitudes toward leaders, and how employees act upon those differences. Subordinateship varies across cultures. Subordinates have strong dependence needs, expect their superiors to act autocratically, ideal superior is a benevolent autocrat, everyone expects superiors to enjoy privileges, laws and rules differ for subordinates and superiors, and status symbols are important. (moderate, page 468) Characterize preferred behavior for leaders in Indian culture. Indian leader behavior is hierarchical, autocratic, loyalty-oriented. It has centralized decision making. The pursuit of social goals is an important element of leader behavior. Also, hiring and promotion decisions are influenced by nepotism. (difficult, page 473)
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