Test Bank For International Human Resource Management, 7th Edition

Chapter 2 Beat the Clock Multiple Choice Page 1 of 4 Beat the Clock Chapter 2 THE CULTURAL CONTEXT OF IHRM 1. When a culture treats time as one thing after another a) time dimension b) monochrome time c) polychrome time d) time concept (b) See p. 37. 2. Which of these countries does NOT have a high context culture? a) Germany b) France c) Japan d) China (a) German culture is more direct, to the point. See p. 36. 3. Spatial orientation is a cultural measurement of ____ during speaking a) room awareness b) space needed for gestures c) where eyes look d) distance between people (d) See p. 36. 4. Which of these Trompenaar dimensions distinguishes between cultures that believe more in absolute or relative truths? a) specific vs. diffuse b) emotional vs. neutral c) individualism vs. communitarianism d) universalism vs. particularism (d) See p. 35. 5. Which of these GLOBE study dimensions explains why high-performance might not be rewarded much in certain cultures? a) gender egalitarianism b) assertiveness c) performance orientation d) humane orientation (c) It may be that a given culture values personal connections or formal studies more. See p. 34. 6. In-group collectivism is the degree to which individuals express pride, loyalty, and cohesiveness in their a) individual work b) organizations or families c) donations to charity d) none of the above (b) See p. 34. Chapter 2 Beat the Clock Multiple Choice Page 2 of 4 7. Which of these is NOT a criticism of the Hofstede study? a) could not be replicated b) mixed practice with values c) sex and classes ignored d) interaction between variables ignored (a) The replications of the Hofstede study were actually quite impressive because the results were highly consistent. See pp. 32-33. 8. In societies high on gender egalitarianism a) roles are highly gender-defined b) women and men advance equally c) women advance more d) men advance more (b) See p. 34. 9. In countries with this cultural context, employees tend to prefer fixed compensation packages. a) high uncertainty avoidance b) low uncertainty avoidance c) high collectivism d) high individualism (a) See TABLE 2.1 on p. 32. 10. Short term cultures are characterized by a) high savings rates b) persistence in pursuing goals c) ranking based on status d) expectations of quick profit (d) There are other characteristics, but expecting a quick profit is one of them. See p. 30. 11. Which researcher(s) labeled culture as ‘Software of the Mind’? a) Kluckhohn and Kroeber b) Hosftede c) Schein d) Trompenaars and Hampden-Turner (b) See p. 24. 12. Which researcher(s) defined three levels of culture: artefacts, values, and underlying assumptions? a) Kluckhohn and Kroeber b) Hosftede c) Schein d) Trompenaars and Hampden-Turner (c) See p. 24. Chapter 2 Beat the Clock Multiple Choice Page 3 of 4 13. The goals of cross-cultural management studies include each of these EXCEPT: a) determining how to cause organizational behavior to become the same across countries and cultures b) description of organizational behavior within countries and cultures c) comparison of organizational behavior within countries and cultures d) explanation and improvement of employee, customer, suppliers, or business partner interactions in different countries and cultures (a) (a) is more of an example of the convergence hypothesis approach from chapter 1 that imposes the notion that the parent country’s ways are better. The key notion in cross-cultural management research is that cross-cultural differences can lead to more creative and effective ways of doing things. See p. 23 in chapter 2 and Laurent’s steps for truly international HRM on p. 12 of chapter 1. 14. ________ is the degree to which members of a collective expect power to be distributed equally. a) Uncertainty Avoidance b) Power Distance c) Assertiveness d) Performance Orientation (b) See p. 34. 15. ________ is the degree to which a collective encourages and rewards group members for performance improvement and excellence. a) Uncertainty Avoidance b) Power Distance c) Assertiveness d) Performance Orientation (d) See p. 34. 16. According to Gerhart, most of the variance in cross-cultural management studies results come from a) individual manager-specific differences b) organization-specific differences c) country-specific differences d) cultural differences (c) According to Gerhart, in the GLOBE study, 23% of the variance is from country-level differences and only 6% is actually due to cultural differences. See p. 37. 17. Publicly rewarding a specific employee’s performance might be seen poorly by the employee and others because of which cultural dimension? a) power distance b) uncertainty avoidance c) femininity vs. masculinity d) individualism vs. collectivism (d) See pp. 28-29. 18. A long-term culture is characterized by each of the following EXCEPT: a) low savings rates b) respect for social and status obligations within certain limits c) high investment activity d) readiness to subordinate oneself to a purpose (a) See p. 30 Chapter 2 Beat the Clock Multiple Choice Page 4 of 4 19. According to the Hofstede study, which of these countries did NOT exhibit a small power distance? a) New Zealand b) Phillipines c) Great Britain d) USA (b) See FIGURE 2.1 on p. 31. 20. Female managers are rare where which of these cultural dimensions is lowest? a) in-group collectivism b) uncertainty avoidance c) gender egalitarianism d) individualism (c) See p. 32.