Chapter 10 Developing A Global Management Cadre: International Management, 9e (Deresky)

International Management, 9e (Deresky)
Chapter 10 Developing a Global Management Cadre
1) In order to maximize a firm's global human resources, IHR managers need to ________.
A) promote the role of women in international management
B) develop line supervisors through extensive training programs
C) acquire low-cost resources
D) promote their organizations through word-of-mouth communication
Answer: A
Difficulty: 2: Moderate
Chapter: 10
Skill: Concept
LO: 10-1: To appreciate the importance of international assignments in developing top
managers with global experience and perspectives
AACSB: Diverse and multicultural work environments
2) There are various categories of resources—both people and processes—which IHR managers
and others must develop and maintain; in particular it is essential for them to ________.
A) minimize long-term retention and use of international cadre
B) develop culturally homogeneous teams
C) develop effective global management teams
D) consider host-country labor relations system as essentially anarchic
Answer: C
Chapter: 10
Skill: Concept
AACSB: Interpersonal relations and teamwork
1
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3) Felix Johnson is a senior HR manager in a global conglomerate. He believes that an important
factor contributing to international competitiveness is the ability of an organization to maximize
its global human resources in the long run. With which of the following is Felix most likely to
agree?
A) Outsourcing is the most logical method of achieving economies of scale and maximizing
benefits.
B) Extensive training programs are unlikely to help organizations improve the quality of their
workers.
C) The promotion of women in international management is unlikely to positively impact an
organization's competitiveness in the global business arena.
D) Maximizing long-term retention through career management increases the odds in favor of
global competitiveness.
Answer: D
Difficulty: 3: Challenging
Chapter: 10
Skill: Application
AACSB: Analytical thinking
4) Neil Grahams is a strategic HR advisor in an American MNC. He believes that in today's

globalized economy, both the knowledge and management resources as well as the skilled and
unskilled employee resources, central to the success of an organization, are dispersed around the
world. According to him, an organization can significantly improve global competitiveness by
maximizing its global human resources in the long run. With which of the following is Neil most
likely to agree?
A) that maximizing long-term retention adversely affects the ability of an organization to
maximize its global human resources in the long run
B) that IHR managers must develop effective global management teams to improve global
competitiveness
C) that women have little or no role to play in international management
D) that the use of international cadre through career management is unlikely to improve global
competitiveness
Answer: B
Chapter: 10
Skill: Application
2
5) Effective human resource management of a company's global cadre ends with ________.
A) allocation of an overseas assignment to the executive
B) successful repatriation of the executive into company headquarters
C) preparing the executive for cultural differences
D) providing foreign-language training to the executive
Answer: B
Chapter: 10
Skill: Concept
AACSB: Application of knowledge
6) In the context of the study conducted by Lazarova and Caligiuri, which of the following refers
to a top-five ranked practice for successful repatriation?
A) providing foreign-language training
B) assistance on tax payments
C) preparing the expatriate to adjust in the host country
D) career planning sessions
Answer: D
Chapter: 10
Skill: Concept
7) In the context of the study conducted by Lazarova and Caligiuri, which of the following refers
to the most important HRM practice for successful repatriation?
A) continuous communication with the home office
B) financial and tax assistance
C) agreement about position upon repatriation
D) visible signs that the company values international experience
Answer: D
Chapter: 10
Skill: Concept
3
8) The management of the reentry phase of the career cycle, if not handled adequately,
________.
A) can lead to culture shock
B) can lead to the negation of the long-term benefits of that executive's international experience
C) is most likely to nullify the monetary benefits associated with the executive's international
experience
D) is most likely to decrease general apathy toward overseas assignments
Answer: B
Chapter: 10
Skill: Concept
9) The psychological process of readapting to one's home culture after working in a host-country
culture is called ________.
A) social loafing
B) assimilation effect
C) reverse culture shock
D) expatriate failure
Answer: C
Chapter: 10
Skill: Concept
10) "The longer a person is away, the more difficult it is to get back into the swing of things." In
the context of repatriation, this often leads to ________.
A) reverse culture shock
B) expatriate retention
C) assimilation
D) segregation
Answer: A
Chapter: 10
Skill: Concept
4
11) An expatriate manager who returns after a few years from an overseas assignment to find
that there is no position for him in his home country office experiences a(n) ________.
A) reverse culture shock
B) expatriate failure
C) cognitive dissonance
D) assimilation effect
Answer: A
Chapter: 10
Skill: Concept
12) Jade International is a highly diversified global firm with headquarters in New Jersey. It
manufactures a variety of products ranging from home security systems to automotive
components. Jade's 100,000 employees work at facilities located in more than 60 countries
around the world. Jade frequently sends American managers overseas to manage the firm's
foreign facilities. The HR department is considering the idea of redesigning Jade's expatriate
support services program. Which of the following, if true, best supports Jade's decision to
provide assistance to trailing spouses in finding jobs overseas?
A) Jade puts great emphasis on promoting the role of women in global management.
B) The majority of Jade's expatriate managers have long-term international experience.
C) Jade has lost a significant chunk of its global cadre in the recent past owing to its failure to
offer feasible options to address the dual-career couples dilemma.
D) Female managers at Jade have reported discriminatory treatment while on overseas
assignments.
Answer: C
Chapter: 10
Skill: Critical Thinking
AACSB: Reflective thinking
5
13) Which of the following is a recommendation by Tung for a successful repatriation program?
A) offering support for dealing with family issues on early returns from assignment
B) assigning additional professional responsibilities to the expatriate
C) establishing a special organizational unit for the purposes of career planning and continuing
guidance for the expatriate
D) allowing the expatriate to choose alternate career paths
Answer: C
Chapter: 10
Skill: Concept
14) ________ is one of the informal means that firms often use to help the trailing spouse find a
position at the same location.
A) Intercompany networking
B) Organizational shuffling
C) Predeparture training
D) Global management
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
15) As women continue to move up the corporate ladder, the accompanying spouse is often
male—estimated at more than ________ percent.
A) 85
B) 5
C) 25
D) 50
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
6
16) Which of the following 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 national subsidiaries
D) recruiting fresh college graduates for global management positions
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
17) Which of the following best explains the attrition rate for expatriates?
A) The skills of expatriates are not marketable because of their time spent overseas.
B) Expatriates are usually relegated to junior positions upon returning to their home country.
C) Expatriates feel unappreciated and dissatisfied both during and after the assignment and leave
the company.
D) Expatriates receive less compensation overseas than they receive domestically.
Answer: C
Chapter: 10
Skill: Concept
18) ________ are all about learning how to deal with a wide range of people, to adapt to their
cultures through compromise, and not to be a dictator.
A) Multiple perspectives
B) Tolerance levels
C) Technical skills
D) Managerial skills
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
7
19) Lauryn, an American national, was sent to Japan on an assignment. According to her, it was
during this time that she learned to understand situations from the viewpoint of local employees
and business people. As an expatriate, which of the following skills did Lauryn attain?
A) multiple perspectives
B) ability to work with others
C) tolerance for ambiguity
D) technical skills
Answer: A
Chapter: 10
Skill: Application
20) ________ is an acquired skill that refer(s) to making decisions with less information and
more uncertainty about the process and the outcome.
A) Technical skills
B) Managerial skills
C) Multiple perspectives
D) Tolerance for ambiguity
Answer: D
Chapter: 10
Skill: Concept
21) Jeff Richards works for an American MNC. For more than 10 years, Jeff was posted in the
company's subsidiary in Ghana. Upon returning to his home country a few months ago, Jeff
reported that his international experience had substantially enhanced his skills of making
decisions with less information and more uncertainty about the outcome. In this instance, Jeff
alludes to which of the following acquired skills?
A) tolerance for ambiguity
B) technical skills
C) managerial skills
D) multiple perspectives
Answer: A
Chapter: 10
Skill: Application
8
22) A repatriated manager says, "I learned to understand situations from the viewpoint of local
employees and businesspeople when I worked overseas." Which of the following acquired skills
is the manager referring to in this instance?
A) technical skills
B) multiple perspectives
C) managerial skills
D) tolerance for ambiguity
Answer: B
Chapter: 10
Skill: Application
23) ________ pointed out that expatriate experience not only brings about knowledge about
cultural differences but also creates insights about HQ—subsidiary relations from which ideas
about improving business could be derived.
A) Adler
B) Tung
C) Berthoin
D) Gupta
Answer: C
Chapter: 10
Skill: Concept
24) According to Berthoin, which of the following types of knowledge gained abroad helps in
understanding the differences in customer preferences?
A) knowledge about why
B) knowledge about when
C) knowledge about what
D) knowledge about who
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
9
25) According to Berthoin, which of the following exemplifies knowledge about when?
A) knowledge about the effect of timing
B) knowledge about relationships created over the life of an assignment
C) knowledge about management skills
D) knowledge about differences in customer preferences
Answer: A
Chapter: 10
Skill: Application
26) In the globalized economy, the knowledge and management resources required for the firm
to succeed are no longer concentrated in a single region but are distributed around the world.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
27) IHR managers are responsible for developing effective global management teams.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
28) For a firm, the ability to develop a globally experienced top management team depends
largely on the success of expatriates' assignments.
Answer: TRUE
Chapter: 10
Skill: Concept
10
29) Effective human resource management of a company's global cadre ends with the successful
repatriation of the executive into company headquarters.
Answer: TRUE
Chapter: 10
Skill: Concept
30) According to the study by Lazarova and Caligiuri, career planning sessions are associated
with successful repatriation.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
31) Reverse culture shock occurs primarily because of the difficulty of reintegrating into the
organization.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Critical Thinking
32) Feelings of alienation due to the loss of contact with family, friends, and daily life speed up
the resocialization process.
Answer: FALSE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
11
33) To maximize the long-term use of their global cadre, companies need to make sure that the
foreign assignment and the reintegration process are positive experiences.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
34) Typically, firms use highly formal means to help the accompanying spouse find a position at
the same location.
Answer: FALSE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
35) The attrition rate for expatriates is considerably higher than that of non-expatriates.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
12
36) According to research, what practices should firms follow when making international
assignments in order to ensure a high degree of job satisfaction and limited turnover?
Answer: Black and Gregersen's research of 750 U.S., European, and Japanese companies
concluded that those companies reporting a high degree of job satisfaction and strong
performance, and experiencing limited turnover, used the following practices when making
international assignments:
1. They focus on knowledge creation and global leadership development.
2. They assign overseas posts to people whose technical skills are matched or exceeded by their
cross-cultural abilities.
3. They end expatriate assignments with a deliberate repatriation process.
A successful repatriation program starts before the assignment. The company's top management
must set up a culture conveying the message that the organization regards international
assignments as an integral part of continuing career development and advancement, and that it
values the skills of the returnees. The company's objectives should be reflected in its long-range
plans, commitment, and compensation on behalf of the expatriate.
Chapter: 10
Skill: Concept
37) According to Lazarova and Tarique, which of the following conditions must be met for the
successful transfer of knowledge between repatriates and firms?
A) The repatriates must have valuable knowledge to transfer.
B) The repatriates must have low tolerance for ambiguity.
C) The organization must promote the role of women in global management.
D) The organization must successfully resolve the dual-career dilemma.
Answer: A
Chapter: 10
Skill: Concept
LO: 10-2: To recognize the need to design programs for the careful preparation, adaptation,
and repatriation of the expatriate and any accompanying family, as well as programs for career
management and retention, thereby also transferring knowledge to and from host operations
AACSB: Diverse and multicultural work environments; Analytical thinking
13
38) According to Lazarova and Tarique, organizations need to ________ in order to facilitate
knowledge transfer.
A) provide mentoring to repatriates
B) resolve the dual-career dilemma
C) have the right tools to capture knowledge
D) encourage low tolerance for ambiguity among repatriates
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
39) ________ is optimized when career opportunities provided by the organization are congruent
with repatriate career goals and aspirations.
A) Team management
B) Organizational efficiency
C) Productivity
D) Knowledge transfer
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
40) Making decisions with more information and less uncertainty about the process and the
outcome is referred as tolerance for ambiguity.
Answer: FALSE
Chapter: 10
Skill: Concept
14
41) Learning patience and tolerance, realizing that managers abroad are in the minority among
local people, and learning to communicate more with others and empathize with them implies
that an executive has acquired considerable tolerance for ambiguity.
Answer: FALSE
Chapter: 10
Skill: Concept
42) Knowledge transfer is optimized when career opportunities provided by the organization are
congruent with repatriate career goals and aspirations.
Answer: TRUE
Chapter: 10
Skill: Concept
43) A successful repatriation program starts after the first phase of the assignment has been
completed.
Answer: FALSE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
44) The manner in which multicultural interaction affects the firm's operations depends on its
level of international involvement, its environment, and its strategy.
Answer: TRUE
Chapter: 10
Skill: Concept
15
45) What are the long-term consequences of an ineffective repatriation program?
Answer: The long-term implications of ineffective repatriation practices for any particular
company are clear: few good managers will be willing to take international assignments because
they will see what happened to their colleagues. If a certain manager lost out on promotion
opportunities while overseas and is now, in fact, worse off than before he or she left, the only
people willing to take on foreign assignments in the future will be either those who have not
been able to succeed on the home front or those who think that a stint abroad will be like a
vacation. In fact, research has shown that employees commonly see overseas assignments as
negative career moves in some U.S. multinational companies.
Chapter: 10
Skill: Concept
AACSB: Diverse and multicultural work environments; Analytical thinking
46) Discuss Tung's support systems to ensure a successful repatriation program.

Answer: Research into the practices of successful U.S., European, Japanese, and Australian
multinational corporations (MNCs) indicates the use of one or more of the following support
systems, as recommended by Tung, for a successful repatriation program:
1. A mentor program to monitor the expatriate's career path while abroad and upon repatriation.
2. As an alternative to the mentor program, the establishment of a special organizational unit for
the purposes of career planning and continuing guidance for the expatriate.
3. A system of supplying information and maintaining contacts with the expatriate so that he or
she may continue to feel a part of the home organization.
Chapter: 10
Skill: Concept
16
47) What are the three phases of the expatriate transition process? Briefly describe each phase.
Answer: The overall transition process experienced by the company's international
management cadre over time comprises three phases of transition and adjustment that must be
managed for successful socialization to a new culture and resocialization back to the old culture.
These phases are: (1) the exit transition from the home country, the success of which will be
determined largely by the quality of preparation the expatriate has received; (2) the entry
transition to the host country, in which successful acculturation (or early exit) will depend
largely on monitoring and support; and (3) the entry transition back to the home country or to a
new host country, in which the level of reverse culture shock and the ease of re-acculturation will
depend on previous stages of preparation and support.
Chapter: 10
Skill: Concept
48) According to Berthoin, what are the different types of knowledge that can be gained abroad
by global managers? How can firms ensure that they experience long-term benefits from this
knowledge?
Answer: Berthoin described five types of knowledge gained abroad:
1. Knowledge about what (e.g., differences in customer preferences)
2. Knowledge about why (e.g., understanding how culture differences affect cross-cultural
understanding)
3. Knowledge about how (e.g., management skills such as delegating responsibilities)
4. Knowledge about when (e.g., knowledge about the effect of timing)
5. Knowledge about who (e.g., relationships created over the life of an assignment)
The management of the reentry phase of the career cycle is as vital as the management of the
cross-cultural entry and training. Otherwise, the long-term benefits of that executive's
international experience may be negated. A company may derive many potential benefits from
carefully managing the careers of its expatriates. By helping managers make the right moves for
their careers, the company will be able to retain people with increasing global experience and
skills.
Chapter: 10
Skill: Concept
17
49) For sharing resources and managing the transnational transfer of knowledge, it is essential
for MNCs to maximize their human assets in the form of ________ teams.
A) virtual management
B) regional management
C) niche management
D) global management
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
LO: 10-3: To become familiar with the use of Global Management Teams to coordinate
cross-border business
50) The term ________ describes a collection of managers in or from several countries who must
rely on group collaboration if each member is to experience optimum success and goal
achievement.
A) global management team
B) niche management team
C) virtual management team
D) strategic management team
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
51) Which of the following must an international team avoid if it wants to achieve the individual
and collective goals of the team members?
A) developing a global perspective
B) providing means to communicate corporate culture
C) causing the global enterprise to disintegrate
D) disseminating the corporate culture
Answer: C
Chapter: 10
Skill: Concept
18
52) Which of the following is/are particularly important in joint ventures for the purposes of
strategic planning, implementation, and production?
A) ethnocentric hiring strategy
B) dual-career couples
C) multicultural teams
D) rigid repatriation policies
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
53) The members of ________ interact through computer-mediated communication systems and
are linked together across time, space, and organizational boundaries.
A) virtual teams
B) primary groups
C) local teams
D) cliques
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
54) ________ enable cost effective, rapid knowledge sharing and collaboration, but are fraught
with cross-cultural and logistical challenges.
A) Virtual global teams
B) Organizational cliques
C) Local work teams
D) Organizational lobbies
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
19
55) Which of the following is true with regard to virtual teams?
A) Advances in communication hinder virtual global teams.
B) Virtual teams do not offer cost advantages.
C) Cultural misunderstandings are fairly rare occurrences across virtual teams.
D) The members of virtual teams interact through computer-mediated communication systems.
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
56) Which of the following refers to a language- and communication-related issue that poses a
challenge to many virtual global teams?
A) lack of face-to-face meetings to establish trust or for cross-interaction processes such as
brainstorming
B) variable skill levels and willingness to interact through virtual media
C) lack of visibility of nonverbal cues
D) variations in attitudes and expectations toward time
Answer: C
Chapter: 10
Skill: Concept
AACSB: Interpersonal relations and teamwork; Written and oral communication
57) ________ operate(s) outside the formal structure, focusing on innovation and improvement.
A) Strategic teams
B) Primary groups
C) Parallel global virtual teams
D) The top management
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
20
58) Which of the following is NOT an operational challenge for global virtual teams?
A) organizational objectives
B) geographic dispersal
C) culture differences
D) technology
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
59) According to a survey of Alcoa's virtual team members, successful team leaders ________.
A) have the ability to convey goals and resolve conflicts
B) are more likely to use autocratic power
C) are more likely to discourage innovation
D) have limited international experience
Answer: A
Chapter: 10
Skill: Concept
60) ________ is the ability to build teams and resolve conflicts.

A) External alignment
B) External vision
C) Task facilitation
D) Interpersonal facilitation
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
21
61) ________ is the ability to convey goals and train team members to use the collaborative
technology effectively.
A) External alignment
B) Resource acquisition
C) Task facilitation
D) Interpersonal facilitation
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
62) The ability to mesh the team's activities with the organization's goals is called ________.
A) task facilitation
B) interpersonal facilitation
C) resource acquisition
D) external alignment
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
63) Which of the following is considered essential in light of the increasing proliferation of
foreign subsidiaries and joint ventures?
A) nurturing autocratic leadership
B) acquiring resources
C) increasing the power distance
D) developing effective transnational teams
Answer: D
Chapter: 10
Skill: Concept
22
64) According to the Joshi study, the most critical conflicts related to transnational teams are
between ________.
A) subsidiaries
B) expatriates
C) headquarters and subsidiaries
D) headquarters and expatriates
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
65) Which of the following is an advantage of a synergy?

A) minimized cross-cultural exchanges
B) exposure to different viewpoints
C) greater complexity in the workplace
D) varying managerial styles
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
66) 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
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
23
67) According to a study of global teams by Govindarajan and Gupta, which of the following is
critical to the success of global business teams if they want to minimize conflict and encourage
cooperation?
A) aligning goals of individual team members
B) obtaining clarity regarding team objectives
C) ensuring that the team possesses necessary knowledge and skills
D) cultivating trust among team members
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
68) Which of the following is a recommendation made by Govindarajan and Gupta for
improving global teamwork?
A) rotating and diffusing team leadership
B) conducting all meetings in a single location
C) disassociating rewards from team performance
D) discouraging social networking among managers from different countries
Answer: A
Chapter: 10
Skill: Concept
69) Which of the following is NOT a recommendation made by Govindarajan and Gupta for
improving global teamwork?
A) minimize global exposure for all team members
B) cultivating a culture of trust
C) linking rewards to team performance
D) building social networks among managers from different countries
Answer: A
Chapter: 10
Skill: Concept
24
70) A comparative study of European project groups in several countries by Sylvie Chevrie
revealed three main strategies for dealing with the challenge of achieving cross-cultural
collaboration in multinational horizontal projects. Which of the following is one of those
strategies?
A) minimizing trial-and-error processes
B) drawing upon individual tolerance and self-control
C) linking compensation to individual achievement
D) keeping disparate members isolated from the core organizational processes
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
71) A comparative study of European project groups in several countries by Sylvie Chevrie
revealed three main strategies for dealing with the challenge of achieving cross-cultural
collaboration in multinational horizontal projects. Which of the following is NOT one of those
strategies?
A) drawing upon individual tolerance and self-control
B) setting up transnational cultures
C) linking rewards to individual achievement
D) trial-and-error processes coupled with personal relationships
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
72) Research indicates that teleconferencing and videoconferencing is the best way to kick off a
virtual team project.
Answer: TRUE
Chapter: 10
Skill: Concept
AACSB: Written and oral communication
25
73) A horizontal networked structure, with people around the world conducting meetings and
exchanging information via the Internet, thus enabling the organization to capitalize on 24-hour
productivity is called a virtual global team.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
74) Task facilitation is the ability to convey goals and train team members to effectively use the
collaborative technology.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
75) What are global management teams? Why are they important to global firms?
Answer: The term global management team describes a collection of managers in or from
several countries who must rely on group collaboration if each member is to experience optimum
success and goal achievement. Therefore, global teamwork is vital, as are the pockets of
cross-cultural teamwork and interactions that occur at many boundaries. For the global company,
worldwide competition and markets necessitate global teams for strategy development, both for
the organization as a whole and for the local units to respond to their markets.
Chapter: 10
Skill: Concept
26
76) What are some of the operational challenges for global virtual teams with respect to language
and communication?
Answer: Since the teams are composed of members from different nationalities and culture,
there are translation difficulties, or at least variations in accents, semantics, terminology, and
jargon. Lack of personal and physical contact inhibits trust- and relationship-building in many
countries. Also, the social dynamics change. Additionally, lack of visibility of nonverbal cues
makes interpretation difficult and creates two-way noise in the communication process.
Chapter: 10
Skill: Concept
77) What are some of the skills that are necessary for leaders of virtual global teams?
Answer: Successful virtual global team leaders have the following skills: (1) interpersonal
facilitation, the ability to build teams and resolve conflicts; (2) task facilitation, the ability to
convey goals and train team members to use the collaborative technology effectively; (3)
resource acquisition; and (4) external alignment/vision, the ability to mesh the team's activities
with the organization's goals.
Chapter: 10
Skill: Concept
27
78) Discuss the conflicts associated with transnational teams.
Answer: Teams comprising people located in far-flung operations are faced with
often-conflicting goals of achieving greater efficiency across those operations, responding to
local differences, and facilitating organizational learning across boundaries. Conflicts arise based
on cultural differences, local work norms and environments, and varied time zones. A study by
Joshi et al. of a 30-member team of human resource (HR) managers in six countries in the
Asia-Pacific region showed that network analysis of the various interactions among team
members can reveal when and where negative cross-cultural conflicts occur, and thus provide top
management with information for conflict resolution, so a higher level of synergy may be
attained among the group members. The advantages of synergy include a greater opportunity for
global competition (by being able to share experiences, technology, and a pool of international
managers) and a greater opportunity for cross-cultural understanding and exposure to different
viewpoints. The disadvantages include problems resulting from differences in language,
communication, and varying managerial styles; complex decision-making processes; fewer
promotional opportunities; personality conflicts, often resulting from stereotyping and prejudice;
and greater complexity in the workplace.
Chapter: 10
Skill: Concept
79) Overall, more managerial opportunities are available for ________ women than for women
in most other countries.
A) Russian
B) Chinese
C) Arabian
D) American
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
LO: 10-4: To recognize the varying roles of women around the world in international
management
28
80) The reasons for the different opportunities for women among various countries can often be
traced to ________.
A) the inadequate education systems of the host countries
B) the cultural expectations of the host countries
C) the predominantly agricultural economies of the host countries
D) the lack of adequate technology in the host countries
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
management
81) Research on expatriate assignments continues to show that ________.

A) the number of dual-career couples is steadily declining
B) linking rewards to team performance decreases the overall productivity of teams in the long
run
C) females are disproportionately underrepresented in expatriate assignments
D) encouraging trial-and-error processes adversely affects cross-cultural collaboration
Answer: C
Chapter: 10
Skill: Concept
management
82) Opportunities for indigenous female employees to move up the managerial ladder in a given
culture depend on the ________.
A) values and expectations regarding the role of women in that society
B) ability of women to perform in cross-cultural teams in that culture
C) success of male managers in integrating global teams in that culture
D) overall quality of life in that culture
Answer: A
Chapter: 10
Skill: Concept
management
29
83) The process through which managers and workers determine their workplace relationships is
known as ________.
A) assimilation
B) labor relations
C) collective bargaining
D) international human resources management
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
management
84) Opportunities for indigenous female employees to move up the managerial ladder in a given
culture do not depend on the values and expectations regarding the role of women in that society.
Answer: FALSE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
management
85) ________ refers to a process of negotiations between workers and managers.

A) Picketing
B) Segregating
C) Social security
D) Collective bargaining
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
LO: 10-5: To understand the variations in host-country labor relations systems and the impact
on the manager's job and effectiveness
30
86) One of the main dimensions of the labor-management relationship that a manager must
consider is ________.
A) specific human resource policies in terms of recruitment, training, and compensation
B) the role of mentoring bodies in the relationship
C) advertising and promotional strategies
D) repatriation policies and procedures
Answer: A
Chapter: 10
Skill: Concept
87) Which of the following is a constraint frequently placed on management by organized labor?
A) restrictions on the repatriation of capital
B) limits on the firm's ability to vary employment levels when necessary
C) rigid requirements for bargaining with global unions
D) restrictions on borrowing from private banks
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
88) Which of the following is the most likely reason for falling union membership in
industrialized countries?
A) a decrease in the proportion of white-collar and service workers as proportionate to
manufacturing workers
B) rising proportion of temporary and part-time workers
C) the declining popularity of unions among the older generations
D) a reduced number of firms offshoring white-collar jobs
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
31
89) The traditional trade union structures in Western industrialized societies have been in
________, representing all grades of employees in a specific industry.
A) craft unions
B) general unions
C) industrial unions
D) conglomerate unions
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
90) ________ represent members in several industries.

A) Industry unions
B) General unions
C) Craft unions
D) Conglomerate unions
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
91) ________ unions are based on certain occupational skills.

A) General
B) Craft
C) Industry
D) Conglomerate
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
32
92) Which of the following is one of the forces working toward convergence in labor systems?
A) successful repatriation
B) internal competitive forces
C) decreased open trade
D) political changes
Answer: D
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
93) ________ occurs as the migration of management and workplace practices around the world
reduce workplace disparities from one country to another.
A) Convergence
B) Segregation
C) Diversification
D) Codetermination
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
94) The mission of the International Labor Organization is to ________.

A) develop and nurture global union leaders
B) file lawsuits on behalf of workers
C) promote low-skilled and semiskilled laborers as opposed to highly-skilled laborers
worldwide.
D) ensure that humane conditions of labor are maintained
Answer: D
Chapter: 10
Skill: Concept
33
95) Convergence occurs as ________ is sought, such as for the EC countries, and as competitive
pressures in free-trade zones, such as the NAFTA countries, eventually bring about demands for
some equalization of benefits for workers.
A) segregation
B) harmonization
C) homogenization of the workforce
D) cultural assimilation
Answer: B
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
96) Which of the following refers to a force that favors global convergence?
A) technological standardization
B) political ideology
C) social systems
D) national labor relations systems and traditions
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
AACSB: Information technology
97) Which of the following is a force that establishes or maintains divergent systems?
A) technological standardization
B) declining role of unions
C) collective bargaining methods
D) global competitiveness
Answer: C
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
34
98) Which of the following terms refers to the participation of labor in the management of a
firm?
A) codetermination
B) parochialism
C) assimilation
D) differentiation
Answer: A
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
99) The prevailing labor relations system in a country is important to the international manager
because it can constrain the strategic choices and operational activities of a firm operating there.
Answer: TRUE
Difficulty: 1: Easy
Chapter: 10
Skill: Concept
100) Define labor relations. What are the three main dimensions of the labor-management
relationship that a global manager needs to consider?
Answer: The term labor relations refers to the process through which managers and workers
determine their workplace relationships. This process may be through verbal agreement and job
descriptions, or through a union's written labor contract that has been reached through
negotiation in collective bargaining between workers and managers.
The three main dimensions of the labor-management relationship that the manager will consider
are: (1) the participation of labor in the affairs of the firm, especially as this affects performance
and well-being; (2) the role and impact of unions in the relationship; and (3) specific
human-resource policies in terms of recruitment, training, and compensation.
Chapter: 10
Skill: Concept
35

Chapter 10 Developing A Global Management Cadre: International Management, 9e (Deresky)

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Chapter 10 Developing A Global Management Cadre: International Management, 9e (Deresky)

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International Management, 9e (Deresky)

Chapter 10 Developing a Global Management Cadre

4) Neil Grahams is a strategic HR advisor in an American MNC. He believes that in today's

46) Discuss Tung's support systems to ensure a successful repatriation program.

60) ________ is the ability to build teams and resolve conflicts.

65) Which of the following is an advantage of a synergy?

81) Research on expatriate assignments continues to show that ________.

85) ________ refers to a process of negotiations between workers and managers.

90) ________ represent members in several industries.

91) ________ unions are based on certain occupational skills.

94) The mission of the International Labor Organization is to ________.

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