Q&A Hero

Q: Which of the following is least effective in building synergies? In order to build on potential synergies of cultural diversity, companies need to a. Create awareness of the process of intercultural business communication b. Set clear deadlines by which team building needs to be completed c. Develop an understanding of the dynamics of culturally diverse groups d. Place the communication process and dynamics of diverse teams in the context of corporate strategy

Q: Which is least true? Intercultural business communication strategy a. Results from the synergy of culture, business, and communication. b. Focuses on the creation of a company language. c. Is influenced by corporate policies. d. Changes over time.

Q: Which is true? The traditional business communication model a. Illustrates the complexity of the relationship between people. b. Shows the basics of team dynamics . c. Indicates that communication is an interactive two-way process. d. Is useless because it does not show the role of technology in modern communication.

Q: Mapping of differences is the first step in building effective team dynamics.

Q: Before team members of diverse teams discuss their differences, they should become aware of their own preferences.

Q: Mapping of differences should be avoided because it calls attention to differences rather than similarities.

Q: The willingness of individual team members to map differences is influenced by each members cultural background.

Q: Discuss the case, What Else Can Go Wrong?, in view of the cultural knowledge you have gained during the semester. Use the questions at the end of the case as a guide in your analysis.

Q: The text illustrates the intercultural business communication process as the interaction of three variables: culture, business, and communication. Identify at least five sub-variables for each of these three components and discuss their impact on the intercultural business communication process.

Q: As international businesses rely increasingly on team work, the effectiveness of intercultural teams becomes important. What steps should intercultural teams take to assure that they live up to their potential?

Q: Discuss the stages in the development of effective diverse teams.

Q: Culturally diverse teams will make better decisions than culturally homogeneous teams.

Q: Equalizer teams treat everyone equally and, therefore, have better results.

Q: Team members in destroyer teams are unable to overcome their differences.

Q: Creator teams build on the diversity of team members to create a new synergy out of various viewpoints.

Q: Mapping refers to locating the subsidiaries of an international business around the globe.

Q: In which of the following organizations are managers most likely to discuss confidential information with employees? a. Organization based on context b. Organizations based on credentials c. Organizations based on political orientation d. There is no difference between these forms

Q: Discuss the case, Hana, a Joint Venture Between Health Snacks and Toka Foods, in view of the cultural knowledge you have gained during the semester. Use the questions at the end of the case as a guide in your analysis.

Q: The global firm a. Is the second stage in international development of a firm b. Is the best organizational structure for international businesses c. Requires intercultural business communication training at all levels d. Encourages healthy competition between domestic and international operations.

Q: The staffing in a true global firm is a. Based on country origin of managers to avoid communication problems b. Relying on local managers educated in the country of headquarters c. Based on experience and intercultural communication skills d. None of the above.

Q: Which is NOT true? A global structure and orientation is a. Supported by most national governments b. Restricted by national laws c. Dependent on appropriate training d. A way to overcome the division between domestic and international operations.

Q: An organization based on credentials a. Is most likely located in a high-context culture b. Emphasizes specific job qualifications of potential employees c. Encourages group orientation d. Trains employees in many different aspects of operations.

Q: An organization based on context a. Encourages consensus b. Emphasizes individual performance c. Is most likely in a low-context culture d. Encourages mobility of employees.

Q: In a global structure, companies are using a company language; therefore, managers do not need any additional language competencies.

Q: The organization based on credentials makes it easier for employees to leave the organization.

Q: In an organization based on credentials, employers emphasize the job qualifications of the potential employee.

Q: Companies that are organized based on context tend to emphasize group belonging.

Q: In import/export firms a. All employees need detailed training in intercultural business communication competence b. All products must be carefully adapted to various cultures c. The need for intercultural communication competence is not an issue d. Communication is often filtered through translators and agents.

Q: The national subsidiary structure a. Facilitates access of subsidiary managers to managers of functional areas at headquarters b. Facilitates communication between various country subsidiaries c. Provides a good balance between concerns of headquarters and the subsidiaries d. Decentralizes the communication process.

Q: The international division structure a. May encourage unhealthy competition between domestic and international operations b. Fosters direct communication between subsidiaries and functional areas at headquarters c. Is an outdated organizational structure d. Encourages intercultural communication training for all employees.

Q: Companies that have international divisions practice predominantly a. Polycentric staffing b. Ethnocentric staffing c. Geocentric staffing d. A mixture of a, b, and c

Q: In the international division organization, communication between headquarters and subsidiaries goes through managers in the international division.

Q: The international division structure is the most effective way for subsidiary managers to contact managers of functional areas at headquarters.

Q: The global structure does away with the separation between domestic and international operations.

Q: The global organization is the best form for international businesses.

Q: A successful global organization requires training in intercultural business communication at all levels.

Q: The global structure emphasizes that there is a clear distinction between domestic and international communication.

Q: The global product organization facilitates communication between various product groups.

Q: The geographic global structure facilitates communication within regions but may hinder communication between regions.

Q: One advantage of the national subsidiary structure is that managers from the subsidiaries have direct access to personnel in functional areas at headquarters.

Q: The national subsidiary structure encourages communication between subsidiaries.

Q: Which of the following is false? a. Some high-context cultures reject the concept of interest payments. b. Attitudes towards interest often have religious roots. c. Interest payments are related to attitudes towards private property. d. Interest rates are solely based on objective financial considerations.

Q: International managers need an understanding of legal issues so they can a. Represent their firms in a foreign court. b. Communicate with their customers and employees without violating the local laws c. Save their company legal fees after disputes have arisen. d. All of the above

Q: Compare and contrast communication in multinational and global organizations. What are the needs for intercultural business communication competence in each?

Q: How does the structure of a firm influence intercultural communication practices? Give specific examples.

Q: From a communication point of view, what are the advantages and disadvantages of changing to a global organization?

Q: Discuss the intercultural business communication implications of organizations based on credentials, context, family, and political orientation.

Q: Companies with similar structures follow the same communication practices.

Q: The formation of the international division tends to be the first stage in internationalization.

Q: Of the various stages in international development, the import/export stage requires the least competence in intercultural business communication.

Q: A global firm is the same as a multinational firm; it is just a different name.

Q: If the buyer needs a product, the seller must be very effective in intercultural business communication.

Q: Since the adaptation of products to different markets concentrates on the product itself, intercultural business communication competence is not necessary to sell.

Q: Which of the following is true? a. The job search process has become the same for most multinational firms. b. In the United States a job applicant prepares a resume and a cover letter highlighting his/her expertise.. c. In high-context cultures it is crucial that the job applicant comes across as assertive and action-oriented. d. The industrialized countries agree on the standards for resumes and cover letters.

Q: "Accidents can be prevented" best describes the attitude of people from a. Islamic cultures b. High-context-cultures c. Latin cultures d. Western cultures

Q: Equal opportunity laws are particularly prominent in high-context cultures.

Q: In a dispute between Greece and Korea the law is that the suit must be heard a. In Greece b. In Korea c. In a third country d. None of the above

Q: Common law emphasizes a. Legal expert opinion b. Previous rulings in similar situations c. The law between nations d. International law

Q: Islamic law is a. Secular law b. Based on the Quran c. Well adapted to international business d. Similar to code law.

Q: It is difficult to get rid of an agent in a country that a. Practices common law b. Believes in detailed contracts c. Is high-context d. Emphasizes the rights of the individual

Q: Which of the following statements is true? a. All members of the United Nations have signed laws regulating trademarks. b. Trademarks are considered important by countries that cherish group belonging. c. Since intellectual property rights are regulated by international law, companies cannot negotiate special agreements in this area.

Q: In Great Britain, labor management relations are based on a. The adversarial process b. Consensus building c. Ideals of equality d. The principles of codetermination

Q: Company unions emphasize a. Competition between firms b. The ideals of reciprocity c. The hierarchy of society d. Gender equity

Q: Germany uses codetermination in labor-management relations.

Q: Major Japanese firms have company unions.

Q: Company unions are based on the principle of reciprocity.

Q: Lifetime employment emphasizes individual achievements.

Q: High-context cultures have a tendency to pass vigorous safety rules.

Q: With the spread of satellites and television, product modifications for other countries are no longer necessary.

Q: Financial reports are objective statements about a company's performance and are, therefore, culture-neutral.

Q: Because banking has become so international, all countries follow the same banking rules.

Q: In low-context cultures it is next to impossible to fire an agent.

Q: All countries have signed the International Law on Patents.

Q: All countries have signed an International Agreement Regulating Trademarks.

Q: Because the British believe in democracy, they believe in close cooperation between labor and management.

Q: Compare and contrast various cultural attitudes towards trademarks and patents.

Q: Discuss how the different approaches to unions and labor-management relations in Japan, Germany, Great Britain, and the United States illustrate different cultural views on settling disputes.

Q: If your boss came to you and asked you about the feasibility of implementing an equal opportunity/affirmative action program in Japan, how would you respond?

Q: Why do the conventions and rules for financial communication vary between cultures? After all, financial information is based on facts.

Q: The International Court of Justice hears cases in the area of public international law.