ashworth college BZ480 Online Exam 7 latest 2016 may

Part 1 of 2 – 100.0/
100.0 Points

Question 1 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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?
A. Polycentric
B. Regiocentric
C. Global
D. Ethnocentric

Question 3 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
Which of the following terms is increasingly replacing the
term “expatriate” due to the global staffing approach?
A. Repatriate
B. Global manager
C. Transpatriate
D. Line manager

Question 8 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
__________ 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
C. Outsourcing
D. Insourcing

Question 10 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
C. Expatriation
D. Repatriation

Question 12 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
Local managers are hired to fill key positions in their own
country under the __________ staffing approach.
A. global
B. polycentric
C. ethnocentric
D. xenocentric

Question 14 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
__________ 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
5.0/ 5.0 Points
Relocation expense is an example of a(n):
A. salary.
B. tax.
C. allowance.
D. benefit.

Question 18 of 40
5.0/ 5.0 Points
Recruiting managers from Latin America for a position in
Brazil is an example of __________ staffing approach.
A. global
B. ethnocentric
C. regiocentric
D. polycentric

Question 19 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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 – 100.0/
100.0 Points

Question 21 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
Which of the following is NOT an operational challenge for
global virtual teams?
A. Organizational
objectives
B. Geographic
dispersal
C. Culture
differences
D. Technology

Question 24 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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.
A. virtual
B. regional
C. niche
D. global

Question 31 of 40
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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
5.0/ 5.0 Points
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