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CSN B. NAFTA C. PICTA D. APEC E. TAFTA b 27. Peter is a host-country national. B. Peter is a parent-country national. C. Peter and Keith are expatriates. D. Keith is a third-country national. E. Keith is a home-country national. b 28. host-country national B. expatriate C. governing-country national D. third-country national E. parent-country national e 29. host country. B. parent country. C. first country. D. third country. E. guest country. a 30. host-country national. B. parent-country national. C. first-country national. D. third-country national. E. guest-country national. a 31. parent-country national. B. third-country national. C. host-country national. D. repatriate. E. expatriate. c 32. first country B. facilitating country C. governing country D. third country E. guest country
d 33. parent-country national B. host-country national C. third-country national D. home-country national E. guest-country national c 34. parent-country national. B. host-country national. C. third-country national. D. home-country national. E. first-country national. c 35. parent; third B. expatriate; host C. host; guest D. third; first E. parent; host a 36. expatriate. B. repatriate. C. host-country national. D. third-country national. E. guest-country national. a 37. John is an expatriate, whereas Henry is a parent-country national. B. John is a host-country national, whereas Henry is an expatriate. C. John is a third-country national, whereas Henry is a host-country national. D. John is a parent-country national, whereas Henry is a host-country national. E. John is repatriate, whereas Henry is a third-country national. a 38. international B. multinational C. global D. domestic E. transnational d 39. importing B. offshoring C. exporting D. outsourcing E. relocating c 40. an organization that builds facilities in a number of different countries in an effort to minimize distribution costs B. an organization that builds facilities in a number of different countries in an effort to minimize production costs C. an organization that sets up one or a few facilities in one or a few foreign countries D. an organization that exports goods to more than a few countries E. an organization that exports goods to a number of different countries c 41. an organization that builds facilities within the same country to facilitate large-scale exports to various countries B. an organization that builds facilities in a number of different countries in an effort to minimize production and distribution costs C. an organization that sets up one or a few facilities in one or a few foreign countries D. an organization that operates from one country and has customers from all over the globe E. a domestic organization that chooses to locate a facility using cultural differences as an advantage b 42. foreign subsidiaries B. international organizations C. multinational organizations D. global organizations E. domestic organizations d 43. Emily prioritizes helping her team members attain their career advancement goals. B. Emily focuses on self-development and puts her needs before those of the group. C. Emily places emphasis on achieving upward social mobility by fulfilling common goals. D. Emily prefers decision making through her team members' participation in management. E. Emily's traits are typical of those from cultures that expect protection from the community. b 44. an individualistic nature. B. a collectivist nature. C. high power distance. D. low uncertainty avoidance. E. a short-term orientation. b 45. individualism/collectivism B. uncertainty avoidance C. power distance D. long-term/short-term orientation E. masculinity/femininity c 46. long-term orientation. B. collectivist nature. C. high power distance. D. low uncertainty avoidance. E. short-term orientation. c 47. masculinity B. time orientation C. high uncertainty avoidance D. individualism E. power distance c 48. individualism. B. long-term orientation. C. femininity. D. uncertainty avoidance. E. power distance. d 49. Joanne's company is in a country high in feminine culture, whereas Patrick's company is in a country high in masculine culture. B. The culture of Joanne's company functions with a low power distance, whereas the culture of Patrick's functions with high power distance. C. Joanne's host country functions at an individualistic level, whereas Patrick's host country functions at a collectivist level. D. Joanne is in a company with a short-term orientation culture, whereas Patrick is in a company with a long-term orientation culture. E. Joanne's company's culture functions with a high uncertainty avoidance, whereas Patrick's company's culture functions with a low uncertainty avoidance. e 50. Adrian places more emphasis on a harmonious working relationship between members in his team. B. Adrian places more emphasis on creating an atmosphere of competition among his team members. C. Adrian places more emphasis on undertaking initiatives aimed at mobilizing funds for the underprivileged. D. Adrian places more emphasis on undertaking initiatives aimed at preventing environmental degradation. E. Adrian places more emphasis on achieving social mobility through collectivist means. b 51. masculine traits. B. a short-term orientation. C. high power distance. D. low uncertainty avoidance. E. collectivist views. a 52. collectivist B. short-term C. feminine D. high power distance E. low uncertainty avoidance c 53. They have a tendency to look down upon those who invest in savings. B. They prefer jobs that are relaxed, easy, and do not involve hard work. C. They focus primarily on cultural values that fulfill obligations in the present. D. They promote respect for those who are good at achieving immediate results. E. They focus primarily on cultural values that tend to pay off in the future. e 54. is highly individualistic. B. has high power distance. C. is low on uncertainty avoidance. D. is feminine. E. is long-term oriented. e 55. Short-term orientations B. Masculine cultures C. Feminine cultures D. Individual orientations E. Capitalist orientations a 56. It has flatter pay structures. B. It exhibits greater differences between the highest and lowest pay in the organization. C. It emphasizes on organizational rather than individual performance. D. It involves employees in collective decision making. E. It has compensation systems based on fixed pay according to seniority. b 57. population B. HR practices C. education and skill levels D. cultural differences E. collectivism and potential for unionization c 58. gather advice from a third-country national, since they are a neutral party B. hire one more host-country nationals C. increase the number of parent-country lawyers D. open a facility based on the parent-country's legal system and adjust operations as the need arises E. interview host-country nationals to learn how they would like facilities in their countries to be run b 59. calculating of the total number of floating holidays each employee will receive B. the probability that newly hired employees at each location will suffer culture shock C. whether the country in which the factory operates has an individualistic culture D. if the company can put a greater emphasis on protecting workers' jobs E. how these considerations weigh against financial and operational requirements e
60. The bank will switch to exporting these services to customers from its home office. B. The facility is moving to a higher-wage country. C. The bank does not intend to continue this service to customers. D. The bank is expecting the workers to handle each call faster. E. The facility is automating the process of answering routine questions. e 61. It gives employers the option of hiring for peak needs and laying off employees if needs decline. B. It helps in protecting workers' jobs. C. It helps employees adjust to a new culture. D. It allows workers to keep more of their earnings regardless of the taxes they pay. E. It gives employees the advantage of accumulating many years of work experience in an organization. a 62. If the company replaces French workers in the future, they will have to develop new skills. B. HR planning addresses hiring but cannot prepare the company for a possible slowdown. C. French companies are developing computer systems to automate distribution facilities. D. French laws encourage layoffs when business slows, which is bad for morale. E. U.S. laws give employers wide latitude for workforce reductions, but French laws do not. e 63. Any Chinese workers Builder Bob hires must be eligible to work in the United States. B. The United States ranks among the most challenging destinations for expatriate assignments. C. Sometimes third-party nationals have better technical and human relations skills. D. Chinese employees work harder and are better motivated than expatriate employees. E. Hiring locally is much less expensive than training and transporting expatriate employees. e 64. they are familiar with the parent-country's customs B. they can easily understand the values of the local workforce C. they cost more to train, showing the company invests in its workers D. the company will not be required to transport the employee's spouse E. these employees are far more open to taking on new job responsibilities b 65. Sean exhibited the ability to effectively communicate in Mandarin. B. Sean exhibited a sense of intolerance toward collectivist ideals. C. Sean exhibited high levels of extraversion that was required for the job. D. Sean exhibited high levels of cohesiveness. E. Sean exhibited lower levels of disillusionment than other employees. b 66. Betty lacks tolerance to ambiguity and resists change B. Betty prefers to work in a less challenging work environment C. Betty works best with those from feminine cultures with low power distance D. Betty is insensitive to differences in cultures and norms E. Betty possesses the motivation to succeed and is achievement-oriented e 67. These traits will replace the need for support from family members. B. These traits will help the manager be extroverted in the new environment. C. These traits are associated with a high degree of financial skills. D. These traits will prevent the manager from noticing cultural differences. E. These traits will help the manager persevere through culture shock. e 68. validation B. adjustment C. recovery D. culture shock E. repatriation d 69. recovery B. culture shock C. honeymoon D. validation E. adjustment b 70. power distance B. time orientation C. repatriation D. validation E. culture shock e 71. creating a comprehensive training program for employees from different cultures B. making employees aware of the training content and the method of evaluation C. linking training objectives to performance management D. making employees aware of the development plans E. deciding the duration of the training program a 72. the need to measure training outcomes B. the need to have training objectives C. management's interest in the topic D. the employees' motivation level E. cultural differences e 73. trainers adopt an impromptu style of instruction B. trainers provide a formal instructional environment C. trainers are flexible and open to schedule and activity changes D. trainers allow trainees to determine the pace of the programs E. trainers emphasize trainees' relationships with one another b 74. Adventure learning B. Experiential learning C. Validation D. Cross-cultural preparation E. Repatriation d 75. Acculturation B. Uncertainty avoidance C. Cross-cultural preparation D. Community training E. Biculturalism c 76. They are likely to conduct training sessions that include language instructions. B. They are likely to arrange a mentoring program for the assignment overseas. C. They are likely to provide information about changes in the home-country workplace. D. They are likely to provide the company's newsletters and local newspapers. E. They are likely to provide a formal program for the actual assignment. a 77. labor relations B. outsourcing programs C. training methods D. bonus plans E. development programs e 78. touching foreheads as a sign of greeting. B. dramatic displays of loyalty only when it suits the individual. C. disobedience of government-suggested regulations and procedures. D. the length of eye contact. E. repaying obligations. e 79. In contrast to U.S. practices, performance feedback outside the United States includes repayment of obligations. B. Performance feedback is expected in the United States, but is forbidden by many other countries' laws. C. U.S. workers are more interested than other workers in hearing about whether they are loyal. D. Employees in other countries seek out direct negative feedback more readily than U.S. employees do. E. Employees in other countries are less likely to be comfortable with direct statements about their performance. e 80. If growth slows, the company may have to update its performance plans more often. B. If managers are concerned about bad karma, they do not have to give employees feedback. C. In delivering feedback, managers should meet cultural standards for bowing and eye contact. D. Managers should review employees' shortcomings before giving praise. E. Managers can expect that employees want to know what they are doing right. e 81. Market structures are consistent across countries. B. Brazil does not have good recruiting systems for identifying talented managers. C. Brazilian managers tend not to be loyal, so companies are constantly replacing them. D. Multinational companies have been leaving Brazil because of falling demand. E. The demand for managers with technical expertise has been outstripping the supply. e 82. They affect a company's costs and abilities to compete. B. They focus more on flexibility than on fairness to account for differences across cultures. C. They are made on the basis of the cost of living in the home country. D. They do not compare wages across countries. E. They are not determined by labor costs. a 83. access to resources in each possible location B. differences in transportation costs from factories to customers C. no other factors, because costs determine competitiveness D. differences in workforces' education levels and languages E. differences in workforces' education, skill, and productivity e 84. In both the United States and Europe, the awarding of stock options is linked to specific performance goals. B. Pension plans are more widespread in the United States and Japan than in Western Europe. C. Unlike in the United States, compensation plans in other countries are less likely to include benefits. D. Paid vacation tends to be more generous in Western Europe than in the United States. E. Although stock options became a common form of incentive pay in Europe during the 1990s, American businesses did not begin to adopt them until the end of that decade. d
85. two weeks of paid vacation and national health insurance B. unpaid family leave and paid vacation time C. health insurance and unpaid maternity leave D. pensions and flexible work schedules E. pensions and more paid vacation time e 86. In comparison with U.S. organizations, European organizations exert more centralized control over labor relations in the countries they operate. B. The day-to-day decisions about labor relations are usually handled by each foreign subsidiary in companies that operate across borders. C. Governments never get involved to protect workers who immigrate to other countries. D. Most U.S. organizations, in contrast to European organizations, bargain with a union representing an entire industry's employees, rather than with the local union. E. Companies that operate across national boundaries mostly work only with unions in the home country. b 87. Rachel can take criticism only from positions above hers. B. Rachel needs time to develop a positive self-image in a new place. C. Rachel has the ability to foster relationships with people in a host country. D. Rachel does not understand and value her own culture very well. E. Rachel is very assertive and resistant to change. c 88. by maintaining a positive view of the assignment so all candidates will be interested B. by inviting a frank, but private, conversation about family-related issues C. by interviewing only candidates without spouses or children D. by asking each candidate to describe his or her family situation E. by giving a complete, accurate preview of the assignment and the host country's culture e 89. Sayed, who may have medical conditions to deal with if he travels overseas B. Tina, who has a very realistic understanding of what working and living abroad require C. Ria, whose spouse doesn't want to shift to a new culture and learn a new language D. Elizabeth, who is ethnocentric and has stereotypical views about other cultures E. Rick, who requires extensive training to acquire the basic skills required for the assignment b 90. It includes planning for how the returning employee will contribute to the organization. B. It ensures managers receive extra pay for the inconvenience of locating overseas. C. It refers to the expatriate receiving information and recognizing changes while abroad. D. It withholds the amount of tax to be paid in the host country. E. It constantly changes in response to a host of economic forces. b 91. Because the manager must be fluent in Spanish, she should assume there are no language barriers. B. Gloria should provide enough training to eliminate all language barriers during the assignment. C. Gloria should reassure the manager that English is the international language of business. D. Gloria should provide a trainer to teach Spanish to the manager. E. Gloria should select a manager who can learn Spanish and cope with language barriers. e 92. by using communication technology to send frequent updates of the performance measures B. by raising the measure to motivate Jeanne to improve on her past accomplishments C. by lowering the measure to account for Jeanne's limited knowledge of French and Vietnamese D. by adjusting the measure to account for the facility being in a different time zone E. by adjusting the measure for local factors that could affect productivity e 93. to ensure that the company does not get stuck with paying the higher costs of living in an overseas location B. to adjust the manager's pay downward so total compensation reflects the benefits of getting to travel C. to give the manager the same amount of pay as in the home country, but in the host country's currency D. to give the manager an amount of compensation that enables the company to balance the books E. to give the manager the same standard of living plus extra for the inconvenience of moving e 94. third-country based approach B. flat-pay approach C. transactional approach D. balance sheet approach E. going-rate approach d
95. going-rate approach B. destination-based approach C. home-country-based approach D. flat-pay approach E. balance sheet approach e 96. salary allowance B. exchange rates C. health plans D. uprooting fees E. base salary e 97. expatriation B. cross-cultural preparation C. repatriation D. honeymoon E. validation c 98. cross-cultural preparation B. time orientation C. repatriation D. uncertainty avoidance E. culture shock c 99. expatriation B. validation C. repatriation D. culture shock E. overseas assignment c 100. validation B. equalization C. dissolution D. resolution E. exclusion a 101. validation B. equalization C. communication D. resolution E. rationalization c 102. expatriation B. validation C. accreditation D. cross-cultural preparation E. adjustment b 103. resolution B. dissolution C. rationalization D. communication E. validation e 104. No, train only the employee because the employee is the only one going on the assignment. B. No, train only the employee because including the spouse adds to costs but not benefits. C. Yes, the husband should be included because not doing so could be seen as sex discrimination. D. Yes, the husband should be included because doing so shows that the company values diversity. E. Yes, the husband should be included because the family's adjustment affects the success of an assignment. e 105. the advantages of U.S. culture B. marketing skills C. details about the new product line D. what to expect from Japanese culture E. how to determine the purchasing power of his salary in Japan d What is an advantage of hiring host country nationals for an organization's foreign positions?The primary advantage of using a host country national is that the manager already understands the local laws, culture, and economic conditions.
Which of the following is a reason why host country nationals are usually hired as nonmanagerial employees in international businesses?Which of the following is a reason why host-country nationals are usually hired as nonmanagerial employees in international businesses? They are cheaper to employ than parent-country or third-country nationals.
What is one of the advantages of using host country nationals?One advantage of this type of strategy is easier application of business objectives, although an expatriate may not be culturally versed or well accepted by the host-country employees. In a host-country strategy, workers are employed within that country to manage the operations of the business.
Which of the following is the usual way in which companies first enter foreign markets?Exporting is a typically the easiest way to enter an international market, and therefore most firms begin their international expansion using this model of entry. Exporting is the sale of products and services in foreign countries that are sourced from the home country.
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