Part 1 of 2 –
Question 1 of 40
Which of the following is an advantage of the staffing approach that employs parent-country nationals as top managers?
A. Maintenance of close control over subsidiaries
B. Less-costly transferees
C. Facilitation of global multicultural teams
D. High effectiveness of expatriates in foreign countries
Question 2 of 40
Fred Sanders, an American, works as a manager at his firm’s headquarters in New York. He recently learned that he has been assigned to manage the firm’s subsidiary office in Tokyo, and he will be relocating to Japan within the next six weeks. Which of the following staffing approaches is being employed in this scenario?
Question 3 of 40
Training for host-country nationals during the export stage of globalization will most likely focus on:
A. parent-country products.
B. global conduct policies.
C. product and service systems.
D. production and service procedures.
Question 4 of 40
The concept of “keeping the expatriate whole” in terms of compensation most likely means ensuring that the expatriate’s:
A. family is prepared for the overseas assignment.
B. health insurance coverage is globally accepted.
C. foreign and domestic taxes are paid in a timely manner.
D. standard of living is at par with that of colleagues at home.
Question 5 of 40
Which of the following factors will hinder the integration of expatriate staff with local staff?
A. Knowledge sharing
B. Headquarters mentality
C. Overseas experience
D. Cultural flexibility
Question 6 of 40
Which of the following is NOT a barrier for maintaining globalization momentum?
A. Time and cost constraints
B. Conflicting host government requirements
C. The scarce availability of staff
D. Having an international team
Question 7 of 40
Which of the following terms is increasingly replacing the term “expatriate” due to the global staffing approach?
B. Global manager
D. Line manager
Question 8 of 40
Which of the following methods is used by many firms to reduce the overall costs of expatriate assignments?
A. Extending the expatriate’s tour
B. Encouraging expatriates to visit their home country frequently
C. Standardizing global compensation
D. Implementing global benefits policies
Question 9 of 40
__________ is increasingly being recognized as a major determinant of success or failure in international business.
A. International human resource management
B. Procurement of raw materials from abroad
Question 10 of 40
The __________ is often used to equalize the standard of living between the host country and the home country, and to add some compensation for inconvenience or qualitative loss.
A. localization approach
B. balance sheet approach
C. relocation strategy
D. going-rate approach
Question 11 of 40
Which of the following most likely occurs when a manager is transferred to another part of the country where there are significant cultural differences?
A. Subculture shock
B. Culture shock
Question 12 of 40
Which of the following can be termed as a benefit in the context of expatriate compensation?
A. Relocation expenses
B. Cost-of-living adjustments
C. Health insurance
D. Private education for children
Question 13 of 40
Local managers are hired to fill key positions in their own country under the __________ staffing approach.
Question 14 of 40
The goal of cross-cultural training is to ease the expatriate’s adjustment to the new environment by reducing:
A. culture shock.
B. power distance.
C. social distance.
D. cultural diversity.
Question 15 of 40
Which of the following is true with regard to training and compensating host-country nationals?
A. HCNs are rarely offered training in global business and Internet technology within their home corporations.
B. The traditional lifetime employment and guaranteed tidy pension of the East are being increasingly adopted by the West.
C. Many multinationals wish to train their employees to bridge the divide between the firm’s successful corporate culture and practices, and the local culture and work practices.
D. In contemporary times, MNCs rarely have a global pay strategy in place.
Question 16 of 40
__________ is the first stage in a comprehensive plan for developing expatriates.
A. Assessing development and support needs
B. Integration of the value added to the firm
C. Development of a contract
D. Problem recognition
Question 17 of 40
Relocation expense is an example of a(n):
Question 18 of 40
Recruiting managers from Latin America for a position in Brazil is an example of __________ staffing approach.
Question 19 of 40
Which of the following is the final stage of the IHRM process that is used to maximize the effectiveness of expatriate assignments?
A. Selection of expatriate
B. Debriefing expatriate and family to improve IHRM process
C. Development of contract
D. Assessment of development and support needs
Question 20 of 40
Which of the following is a factor that facilitates integration of expatriate staff with local staff? Answer: C
A. Withholding useful information
B. Having a headquarters mentality
C. Speaking the local language
D. Demonstrating autocratic behavior
Part 2 of 2 –
Question 21 of 40
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.
Question 22 of 40
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
Question 23 of 40
Which of the following is NOT an operational challenge for global virtual teams?
A. Organizational objectives
B. Geographic dispersal
C. Culture differences
Question 24 of 40
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.
Question 25 of 40
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
Question 26 of 40
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
Question 27 of 40
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.
Question 28 of 40
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
Question 29 of 40
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
Question 30 of 40
For sharing resources and managing the transnational transfer of knowledge, it is essential for MNCs to maximize their human assets in the form of __________ management teams.
Question 31 of 40
The reasons for the different opportunities for women among various countries can often be traced to the:
A. inadequate education systems of the host countries.
B. cultural expectations of the host countries.
C. predominantly agricultural economies of the host countries.
D. lack of adequate technology in the host countries.
Question 32 of 40
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
Question 33 of 40
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.
Question 34 of 40
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
Question 35 of 40
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.
Question 36 of 40
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
Question 37 of 40
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.
Question 38 of 40
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.
Question 39 of 40
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
Question 40 of 40
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