Effective MNEs must be prepared to address local market needs because

of the diversity of industry standards like electric current

Why is the study of culture important to the MNE?

It influences the thinking and behavior of customers

According to Trompenaars, an Eiffel Tower Culture

is ill-equipped to handle profound changes

According to Edward Hall, in a Low Context Culture

authority is difused throughout a burocratic system

Effective leadership in cross-cultural management was demonstrated by

the merger case of Dupont and Danisco, the merger case of ABInBev and SAB Miller

How can culture be managed by a MNE?

Working to recognize it, Taking a sincere interest in it

Hofstede's DOCSA approach demonstrated that in cross-culture mergers

people bring their national cultures with them

A lack of understanding cultural differences was demonstrated by

the merger case of Daimler-Benz and Chrysler, the expansion efforts of Walmart in Germany

According to Trompenaars, managers with a Neutral orientation

hold their emotions in check and maintain composure

An Ethnocentric predisposition was demonstrated by

the expansion of Walmart in Germany, the merger case of Daimler-Benz and Chrysler

Edwards Hall's concept of Proxemics is the study of

the effects of population density on behavior

According to Trompenaars, in a Guided Missile Culture

loyalty to profession is greater than to the organization

According to Hofstede, people from a Masculine culture

contribute to a high-stress workplace

Organizational culture is a set of shared basic assumptions that

are learned by a group as it solves problems, are taught to new members as ways to think and feel

According to Trompenaars, a group with an Ascription orientation

views those with social connections as having status

According to Trompenaars, Universalism holds that managers believe that

the same ideas apply everywhere without modification

A Regiocentric predisposition was demonstrated by

the merger case of ABInBev and SAB Miller

How else can culture be managed by a MNE?

Treating people with respect, Working to understand its differences and similarities

A Geocentric predisposition was demonstrated by

the practices of the Renault-Nissan-Mitsubishi Alliance, the merger case of Dupont and Danisco

According to Edward Hall (the father of intercultural communication), in a High Context Culture

communication is implicit and encoded

According to Trompenaars, Communitarinism holds that managers believe that

belonging to a group is important

According to Hofstede, people from a Low Power Distance culture

require less supervision, are autonomous

According to Trompenaars, in a Family Culture

proper treatment of employees is assured

According to Trompenaars, dealing with a group from an Achievement orientation requires

access to technical expertise for to resolve relevant topics

Organizational culture can be described as

norms about cooperation between boss & employe, norms about the amount of work to be done, observed behavioral regularities with common language

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Cross-Cultural Management Fall 2019 Partial 1

34 termsStudBud Administration146 plays

Exam Review

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Questions 34

Answers

1
Effective MNEs must be prepared to address local market needs because
of the diversity of industry standards like electric current
marketing messages have uniform appeal across cultures
local customers are indifferent to their preferences
regional strategies are mostly ineffective
2
Numerof & Abrahams claim this is important for cultural integration in mergers & acquisitions
value analysis
management by objectives
relationship building
authority over resources
3
Why is the study of culture important to the MNE?
It influences the thinking and behavior of customers
It maximizes the return to shareholders
It guarantees maximum market penetration
It lowers operating costs
4
According to Trompenaars, an Eiffel Tower Culture
management assumes a parental relationship with employees
may disintegrate when the project is complete
is typical in start-up companies
is ill-equipped to handle profound changes
5
According to Edward Hall, in a Low Context Culture
communication is implicit and encoded
authority is difused throughout a burocratic system
relationships are long
agreements are usually spoken
6
This is not one of the three layers of national culture...
manager - employee interaction
norms and values that help members understand behavior
implicit basics that guide behavior & allow interaction
explicit artifacts visible to everyone
7
Effective leadership in cross-cultural management was demonstrated by
the merger case of Daimler-Benz and Chrysler
the merger case of Dupont and Danisco
the merger case of ABInBev and SAB Miller
the expansion of Walmart in Germany
8
How can culture be managed by a MNE?
Working to recognize it
Investing in technical training
Ignoring the spoken language
Taking a sincere interest in it
9
Hofstede's DOCSA approach demonstrated that in cross-culture mergers
famaliarity with divergent cultures is not necessary
people bring their national cultures with them
a company need not adapt its business to local preferences
MNEs with strong organizational culture always succeed
10
A lack of understanding cultural differences was demonstrated by
the merger case of Dupont and Danisco
the merger case of Daimler-Benz and Chrysler
the merger case of ABInBev and SAB Miller
the expansion efforts of Walmart in Germany
11
According to Trompenaars, managers with a Neutral orientation
hold their emotions in check and maintain composure
focus on professional and logical arguments
beleive that people control their own destiny
believe that belonging to a group is not important
12
An Ethnocentric predisposition was demonstrated by
the expansion of Walmart in Germany
the merger case of Daimler-Benz and Chrysler
the merger case of ABInBev and SAB Miller
the merger case of Dupont and Danisco
13
An example of a Low Context Culture is
Australia
Mexico
China
South Korea
14
Edwards Hall's concept of Proxemics is the study of
the effects of population density on prosperity
the effects of population density on economics
the effects of population density on productivity
the effects of population density on behavior
15
According to Trompenaars, in a Guided Missile Culture
members may continue to support an ineffective leader
jobs are awarded based on the best fit to the organization
self-expression is encouraged
loyalty to profession is greater than to the organization
16
According to Hofstede, people from a Masculine culture
contribute to a high-stress workplace
never take risks
are concerned with the quality of life
thrive in an organization with deep vertical structures
17
Organizational culture is a set of shared basic assumptions that
have not worked very well
are learned by a group as it solves problems
are taught to new members as ways to think and feel
are learned from birth
18
According to Trompenaars, a group with an Ascription orientation
holds regular social functions
recognizes the achievements of young members
plays "hard ball" in its negotiations
views those with social connections as having status
19
According to Hofstede, people from a culture with an Indulgence orientation
are not in control of their destiny
are focused on the future
actively participate in sports
tend to save a majority of their earnings
20
According to Trompenaars, Universalism holds that managers believe that
a get-to-know-you approach is most effective
quick decisions are required in business
belonging to a group is important
the same ideas apply everywhere without modification
21
A Regiocentric predisposition was demonstrated by
the merger case of Daimler-Benz and Chrysler
the merger case of ABInBev and SAB Miller
the expansion of Walmart in Germany
the merger case of Dupont and Danisco
22
National culture
has no influence on social behavior
is symbolic
is learned after joining an organization
is monogenerational
23
National culture is
Homogeneous
Unstructured
Pragmatic
Learned
24
How else can culture be managed by a MNE?
Treating people with respect
Leading by remote control
Working to understand its differences and similarities
Withholding learnings from the organization
25
A Geocentric predisposition was demonstrated by
the merger case of ABInBev and SAB Miller
the practices of the Renault-Nissan-Mitsubishi Alliance
the merger case of Dupont and Danisco
the expansion of Walmart in Germany
26
According to Edward Hall (the father of intercultural communication), in a High Context Culture
agreements are usually written
communication is implicit and encoded
relationships are short
authority is difused throughout a burocratic system
27
According to Trompenaars, Communitarinism holds that managers believe that
deep analysis is required before all business decisions
belonging to a group is important
a get-to-know-you approach is not effective
the same ideas apply everywhere without modification
28
An example of a High Context Culture is
England
Japan
Canada
USA
29
According to Hofstede, people from a Low Power Distance culture
never take risks
require more supervision
require less supervision
are autonomous
30
According to Trompenaars, in a Family Culture
proper treatment of employees is assured
there is a strong orientation to task
egalitarianism is a common practice
leadership is achieved
31
According to Hofstede, people from a High Power Distance culture
require less supervision
follow orders
take risks
are autonomous
32
According to Hofstede, people from a culture with High Uncertainty Avoidance
take risks frequently
thrive in an organization with little formal structure
experience high labor turnover
have many written rules
33
According to Trompenaars, dealing with a group from an Achievement orientation requires
that there is a senior manager in your team
that emotions be held in check
access to technical expertise for to resolve relevant topics
your team is able to socialize and build relationships
34
Organizational culture can be described as
norms about cooperation between boss & employe
norms about the amount of work to be done
profound and transgenerational
observed behavioral regularities with common language

Cross-Cultural Management Fall 2019 Partial 1 Flashcards | StudBud