What are main characteristics of culture? A. Culture is shared, learned, systematic and organized B. Culture is shared, learned and innate C. Culture is learned, systematic and organized, innate D. Culture is shared, innate, systematic, and organized 2. All of the following are value dimensions proposed by Hofstede EXCEPT ________. A. uncertainty avoidance B. communism C. power distance D. individualism 3. Phil sent an email requesting Mel to join him in the conference room at 2 P.M. and to bring the final report on the buildings floor plans. However, Mels personal secretary skips reading the entire email and just informs Mel to join Phil in the conference room at 2 P.M. This is an example of ________. A. ambiguity B. divergence C. noise D. feedback 4. Workmotivation theories can be broken down into two general categories, which are: A. method and outcome. B. internal and external. C. implicit and explicit. D. content and process 5. Which of the following statements is true about expatriates? A. Historically, multinational corporations (MNCs) have refrained from staffing key positions in their foreign affiliates with expatriates. B. They are individuals from a host country who are assigned to work in the home country. C. They are those who live and work outside their home country. D. Multinational corporations (MNCs) find it advantageous to use expatriates because their salary and benefit package is less than that of hostcountry nationals
MINISTRY OF EDUCATION AND TRAINING NATIONAL ECONOMICS own UNIVERSITY EXAM MANAGEMENT Time: 6h45 Time allowed : 60 minutes Delivery: Full-time Intake: 62 tua FACULTY OF BUSINESS MANAGEMENT OF QUALITY MIDTERM CULTURAL Date: 24/03/2023 TE gy Am: NA MANAGEMENT CROSS ANDINNOVATION IN ENGLISH (EMO/) Name: ST 2S S2 HH re Student ID: cSSSSnSSSS se | TEST CODE: 01 | What are main characteristics of culture? (A.Culture is shared, learned, systematic and organized B Culture is shared, learned and innate C Culture is learned, systematic and organized, innate D Culture is shared, innate, systematic, and organized All of the following are value dimensions proposed by Hofstede EXCEPT A uncertainty avoidance communism C power distance D individualism Phil sent an email requesting Mel to join him in the conference room at P.M and to bring the final report on the building's floor plans However, Mel's personal secretary skips reading the entire email and just informs Mel to join Phil in the conference room at P.M This is an example of A ambiguity B divergence Cores anything that serves to undermine the communication of the intended meaning feedback Work-motivation theories can be broken down into two general categories, which are: A method and outcome B internal and external C implicit and explicit ontent and process Which of the following statements is true about expatriates? nguoi’song tha huong A Historically, multinational corporations (MNCs) have refrained from staffing key positions in their foreign affiliates with expatriates B They are individuals from a host country who are assigned to work in the home © country They are those who live and work outside their home country D Multinational corporations (MNCs) find it advantageous to use expatriates because their salary and benefit package is less than that of host-country nationals are managers who are citizens of countries other than the one in which a multinational corporation (MNC) is headquartered or the one in which they are assigned to work by the multinational corporation (MNC) A Multipatriates (Bs Home-country nationals C Inpatriates D Third-country nationals Which of the following is most likely the last stage of negotiation? A analysis of an opponent's position B relationship building fC.# concessions and agreement D training Comparative approach to culture does not help the manager predict change in the culture and explain why groups and individuals are led to modify their values through interaction with each other This reflects which weakness of cultural models? A The use of national culture as unit of analysis - _B The descriptive nature of cultural models CG The static nature of cultural models D The lack of consideration for subculture According to PIPA test, people who focuses on framework and prefer working with high level of clarity is said to be driven by A Idea B Action C People c “D Process 10 Culture affects mental programming at an intermediate level because itis and Yanna? A Specific to individuals and inherited and learned B Specific to groups and biological oo OS See Ế ì Specific to groups and learned Universal and learned 11 is a set of knowledge structures consisting of systems of values, norms, attitudes, beliefs, and behavioral meanings that are shared by members of a social group (society) and embedded in institutions and learned from previous generations A Value B Norm C = § Basic assumption “Dry yCulture TNgaaaoaast 12 According to Hofstede, the extent to which subordinates accept a hierarchical system in a company is known as A uncertainty avoidance fon \B.} power distance C individualism D masculinity 13 Based on Hofstede's value dimensions, countries that have strict laws and procedures to which their people adhere closely most likely have A high power distance B high masculinity ec “high uncertainty avoidance “SS high individualism 14 The term refers to behavior that communicates without words A thought patterns CB} nonverbal communication Ÿss C intrapersonal communication D cultural noise 15 Which of the following is a true statement regarding kinesic behavior? A Facial expressions have the same meaning across cultures B, Minor variations in body language are insignificant f (È \Hand gestures are universally interpreted 16 ThÈTffeaning of body movements varies by culture.Researchers have suggested that Maslow's theory needs a(n) A —_— prey capitalist perspective ' B Scollectivist perspective Saw B.S C individualist perspective D social individualist perspective 17 This leadership style 1s , who believe that final decisions should be in the hands of the higher-level employees and that a continued focus on the t task is compatible with the kind of people they are dealing with CAL ~ Authoritarian B Suppressive C Paternalistic D Laissez-faire 18 Which of the following statements is true about h Ax They are third-country nationals who are assigned to work in the home iB “Whey are | who are citizens of the country where a Se multinational corporation (MNC)is headquartered C country They are managers who are citizens of countries other than the country in which the multinational corporation (MNC) is headquartered D They are likely to be used by multinational corporations (MNCs) at the middleand lower-level ranks 19 These leaders are visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things A Transactional B Negotiable + WTransformational ~"Formational 20 One of the primary purposes of r during the negotiation process is to ——»e KE—— (A Ybuild mutual trust B create formal contracts C exchange task-related information D avoid direct confrontations 21 The considerable variation between Americans and Chinese in the use of silence during meetings 1s an aspect of A proxemics s ine B haptics is CCC2paralanguage ) D object language jg used in ps 22 Which of the following is a ‘characteristic o0 ] _ “A™Authority isi diffused throughout the bureaucratic system eens Enns SANSA — ‘B"" Insiders and outsiders are easily distinguishable C Relationships between people are relatively long lasting D People in authority are personally responsible for the actions of their subordinates “ 23 Which of the following is a characteristic of a] A Deep personal involvement with others is not valued greatly B Individuals are taught from a very early age to say exactly what they mean C Insiders and outsiders are not readily distinguishable “Dy Agreements tend to be spoken rather than written 24 IBNThas strong corporate culture but this does not prevent it from having striking cultural differences among its staff across different countries and has limited lasting impact This example indicates that the effect of may be weaker that of A Organizational culture, group culture ‘B Organizational culture, national culture TƯ Natonal culture, organizational culture D National culture, group culture 25 An organization that has is an organization that focuses on external positioning with a high degree of flexibility and individuality A Family culture B Bureaucratic culture C ‘Innovation culture ¥ Market culture 26 a pattern of basic assumptions, invented, discovered, or developed by a given group, as it learns to cope with its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore is to be taught to new members as the correct way to perceive, think, and feel in relation to chosen problems A Individual culture B Group culture fmm en Organizational culture D National culture 27 Culture is gained through the process of interacting with the social environment and culture is not merely random assortments of attitudes, customs and behaviors but integrated coherent system This statement shows which characteristics of culture respectively? A Shared and learned BS Learned and systematic C Shared and systematic D Learned and shared 28 Nations are political entities, they vary in their forms educational systems, labor, and employment of government, relations systems, legal systems, all of which reflect a working cultural consensus This statement is in favor of which argument about the concept of national culture? A Reject the use of the concept 3, Support the use of the concept C Sha Qiipes SUE Neither support or reject D Have no relation to the use of the concept 29 Identify the style of leadership that has been widely espoused in the United States England, and other Anglo countries A B Cc Paternalistic Transformational Transactional CD `Rarticipative 30 French and German managers tend to use a work-centered, xi aN authoritarian ae B"” autocratic approach to leadership C paternalistic D participative 31 All of the following are accurate depictions of the Japanese approach to leadership except: A management's concern for its employees extends to the whole life, business and social, of the worker B decision making is carried out via group decision-making techniques ¬ employment is often for life; layoffs are rare \D écontrol mechanisms are very explicit; people know exactly what to control and how to tt 32 Which of the towing |IS a primary characteristic o (A assertivenessshai khang dink, qua quyst B C D 33 Which A emphasis on eroup “achievements 1" tight social frameworks lack of gender bias of the following is NOT one of Trompenaars's value dimensions? universalism versus particularism B neutral versus affective ` specific versus diffuse Ồ À masculinity versus femininity 34 In which of the following societies are people more likely to pass on inside information to a friend? “VA Darticularistic B universalistic C neutral D affective 35 The tendency of Americans to look people in the eye contrasts with the tendency of the British to keep looking away while conversing Such differences are categorized as fay Joculesics are : subtie differences in eye behavior “8 proxemics C paralanguage D object language 36 Which of the following will a person working in a high-contact culture most likely experience? A coworkers spending time together socially B managers using hand motions to express emotion C managers bowing to their seniors as a token of respect ( D'\coworkers putting an arm over their colleague's back —c refers to how something is said rather than the content—1.e., the rate of 37 speech, the tone and inflection of voice, other noises, laughing, or yawning A Proxemics «8 ) Paralanguage C Object language D Kinesic behavior 38 Managers from Singapore, New Zealand, and Hong Kong tend to take initiative and have a sense of urgency, and the confidence to get things done According to the GLOBE project, such managers score high on the cultural dimension of A humane orientation B future orientation Cc -}performance orientation 39 “1” assertiveness describes the process of sharing meaning by transmitting messages through media such as words, behavior, or material artifacts A Ethics CB? Communication C Planning D Strategy 40 The three basic elements in the process of motivation are: A needs, abilities, and desires B desires, drives, and accomplishments 8¬ needs, drives, and goal attainment ““D perceptions, attitudes, and goal attainment 41 The assumptions of the contingency approach to leadership include all of the following, except: A Different situations require different styles of leadership B The leaders need to be able to understand the characteristics of the organizations they lead Gì ì Leaders not need to adapt their behavior to fit the situation they lead D Leadership requires consideration of both trait and behavior approaches 42 Fiedler’s contingency model of leadership suggests all of the following, except: A Effective group performance is based on the match between the leader’s style and the degree to which the situation enables the leader to exert influence B It considers the leader’s style in terms of tasks and relationships ott considers key situational factors such as the degree of the task, the power of the ~~ follower in the situation, and the relationship with the follower D Relationship oriented leaders will be most effective when the situation provides control 43 The path-goal theory proposes that a directive behavior will be most effective in all of the following circumstances, except: A Where the demands of the task are ambiguous "BS Where procedures are clear Noo C Where rules are unclear D Where employees are somewhat dogmatic 44, Which theory states that people are born with certain characteristics that predispose them to being leaders? Ặ Ñ lait theory Says {al there are ceriain characteristics and hablual patterns present in a person B nath- goal theory C LPC D contingency theory 45 Three situational criteria identified in the Fiedler model are: A a job requirements, position power, and leadership ability B b charisma, influence, and leader-member relations ‘a Cc leader-member relations, task structure, and position power D d task structure, —_ ability, and group conflict N ke E He elies che thrị2Gi9fS GP MOONY AK a that an tinge Woy Fe oe S ASSUMES War an * ~ ing rich ving ta Ms ậu ti G Jershin 78113 * styie is fixed St MAES HNC