German managers are known to be specialists for which a technical background is more typical than a formal education. German foremen, supervisors, and managers typically have professional rather than academic degrees.
Many Japanese organizations practice a seniority-based wage and promotion arrangement where employees are promoted and compensated based on the number of years they have served the organization.
China's Confucian heritage affects how Chinese will approach their business relationships. All relationships are seen as unequal, and one's ethics are directed toward observing these inequalities.
Compartmentalization is the most prominent structural feature of Mexican culture—that is, that Mexicans have a tendency to isolate and divide many aspects of their lives into discrete, independent units.
Doors are an important cultural symbol to the Germans.
Unlike many U.S. or Japanese corporate conglomerates whose global market success is attributable to diversification, many German firms concentrate on specialization—that is, doing one thing and doing it right.
Generally, Mexican organizations do not emphasize self-determination on the job. Unlike workers in the United States, Mexicans usually are not rewarded for initiative.
Generally, Mexican workers do not wish to call attention to themselves for outperforming a coworker and may be ashamed and embarrassed if recognized above others.
Relationships between Mexican managers and their subordinates are generally distant.
As a sign of trust and friendship, Arab men may be seen holding hands. During greetings, men kiss on the cheeks.
One of the most frustrating aspects for Americans doing business in Mexico is the:
Mexican perception of face
Mexican perception of time
China has now surpassed Germany as the largest exporter of:
Beer and ale
In many Chinese organizations the idea of open communication between managers and workers is:
Encouraged and rewarded
Reserved for members of the Communist Party
Desired but not practiced
Unheard of and thought of as odd and peculiar
Many Japanese corporations encourage women employees to marry male employees because:
The company can then implement their anti-nepotism policies forcing the women to retire
The majority of Japanese businessmen are too highly paid
They can legally pay them less, thereby saving money
Japan's constitution requires it
In Japanese companies, the primary purpose of taiso is to:
Foster physical fitness
Get employees to engage in coordinated activity
Punish less productive workers
Reward productive workers
Which of the following managerial traits was endorsed by most Japanese managers?
Ability to delegate
In comparison with U.S. managers, Japanese managers use influence tactics that are:
Direct and concise
Subtle and indirect
In Japan, indirect eye contact is a sign of:
The most prominent feature of German culture that permeates into their organizations is:
Low power distance
Within organizations, many Chinese workers see the manager as:
A sort of father-like figure who makes decisions and expects obedience from the workers
A member of the Communist Party
An equal partner in the business
Many German corporations concentrate on:
In comparison with workers in the United States, Mexican workers:
Generally are not rewarded for initiative
Generally are more individualistic
Are paid more
Are preoccupied with their careers
Most Mexican businesses have:
A decentralized structure incorporating participative management practices
A monochronic orientation
Low power distance orientation
A rigid hierarchy where power is centralized in the person at the top
Which of the following statements is generally not true of Arab communication?
Arabs have a tendency to use elaborate and ritualized forms of communication, especially during greetings.
Arab women's bodies are not to be seen.
As a sign of trust and friendship, Arab men may be seen holding hands.
Generally, Arabs have a greater personal space than most Americans