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principles of organizational behavior

Questions and Answers of Principles Of Organizational Behavior

1. What are some problems in compensating employee performance, and how are these problems complicated by an international setting?
8. Maintain compensation levels that align well with competitors while also closely watching costs ?
7. Maintain consistent and fair compensation levels for all employees wherever they are, taking local differences into account.
6. Ease the transfer of people to various firm locations.
5. Attract and retain the best people to staff positions worldwide.
4. You may also wish to see what the Chinese fi rms that are competing for potential employees are doing. Companies such as Sohu.com (http://corp.sohu.com) and the popular Chinese search engine
3. You can get some ideas by searching for stories in the popular press about how forward-thinking multinationals, such as Motorola, Tyson Foods, and others, are making interesting moves in response
2. One clue is that other things besides money seem to be increasingly important to skilled Chinese employees. A search fi rm manager in China put it this way: “Money is a less important reason to
1. If you were in the position described above, what would you do? What tactics might help you recruit and hold the Chinese talent that will be the key to your success as a multinational fi rm in
2. What are the key differences between this plan and the one you devised for the U.S.employee? What underlying cultural differences or concerns are refl ected in your plan?
1. What might need to be done differently given that the supervisor is Turkish with Istanbul as the context?
4. How should the manager proceed if the goals set with the supervisor are met? What if he fails to meet them?
3. How clear are the goals of the action plan? Why will it be helpful?
2. How can the manager and the supervisor listen to one another without becoming confrontational or defensive?
1. How should the manager approach the meeting with the supervisor? What problems might come up? How can the manager ensure that any messages will be heard?
4. What are some key features to keep in mind when providing feedback about performance levels to employees in different locations with different cultural values?
3. How can a firm better understand the foreign context of an expatriate’s job performance?
2. Describe the trade-offs and challenges associated with appraising the performance of expatriates.
1. What are some of the problems in evaluating employee performance, and how are these problems complicated in an international setting?
5. Should multinationals rely on a dispersed set of systems that are aligned with local business and management practices in the countries where it does business?
4. Should multinationals rely on a standardized set of policies, procedures, and practices for appraising employee performance worldwide?
3. Present some alternatives to the joint venture approach that GE has chosen in China.Describe the managerial challenges associated with each. Which option makes the most sense in your view? Why?
2. How might GE structure future joint ventures with Chinese companies to better protect its intellectual property? What cultural and managerial differences might complicate this effort and how might
1. What is your assessment of GE’s future in China, especially given Chinese demands for transferring technology? Are there ways that GE can make its case without provoking a destructive cycle of
3. After this experience, would you change the way you fi lled out the Cultural Intelligence instrument if you had to do it over again? Which scores might go up or down? Why?
2. What diffi culties did you encounter? Were those diffi culties likely to be present in the Japanese context? If so, how would they probably be managed?
1. How much did your experience resemble the descriptions of Ringi and Nemawashi provided by your instructor?
4. Describe the different types of international partnerships and alliances that may exist between firms. What are some of the major management and cultural headaches associated with each type?
3. What are the different stages that companies may pass through as they develop internationally? Discuss examples of firms that have progressed through all the stages.
2. What types of mechanisms can multinational companies use to make more effective firm-level strategic decisions and to better coordinate units worldwide?
1. What might happen when Americans, Indians, and Brazilians are put together on a team to develop a new product? What difficulties might such a group encounter that would make it hard for them to
4. What are the policy implications for U.S. fi rms and those of other countries doing business in Europe, and in Belgium in particular? What specifi c factors should be considered as they enter and
3. What is your view of how the employees and unions handled the situation? What could they have done to provide a satisfactory solution to the impasse?
2. What did it do wrong? What were the key problems in its approach to this situation?
1. What is your view of how the company handled this problem? Did it handle things correctly? Why or why not?
3. What is the relationship between the presence of unions and the level of worker militancy? Explain why this is the case.
2. What are some of the differences between how North American, European, and Asian unions operate? Why might those differences exist?
1. Why might multinationals have the upper hand in dealing with workers, even if those workers are unionized and spread across a variety of countries?
4. Were there additional steps that Meyers could have taken to better prepare for her role at SK Telecom (both before she accepted the job as well as after)?
3. If you had been advising Meyers, would you recommend that she take the SK Telecom job in the fi rst place? Why or why not?
2. Does it surprise you that Meyers encountered so much trouble in Korea, particularly given her prior experiences and positions? Why did she struggle to respond more effectively? What is the
1. What is your assessment of the situation that Linda Meyers found herself in? Who is responsible for her diffi culties as an expatriate?
3. Assuming that you are willing to go on an expatriate assignment, are there specifi c places in the world that you would be interested in going to? Places that you would not? Why?
2. Is an expatriate assignment something that is attractive to you? Why or why not? Do you think you are ready for an overseas assignment based on your scores?
1. Would you like to improve your international orientation? If so, what could you do to change or improve things?
4. _____ I was overseas before I turned 18 1. Never 2. About a week 3. A few weeks 4. A few months 5. Several months or years
3. _____ I have spent time overseas (e.g., traveling, studying abroad, on family trips, working)1. Never 2. About a week 3. A few weeks 4. A few months 5. Several months or years
2. _____ I am fl uent in another language.1. I don’t know another language 2. I am limited to very short, simple phrases 3. I know basic grammatical structure and speak with a limited vocabulary 4.
1. _____ I have studied a foreign language.1. Never 2. For less than a year 3. For a year 4. For a few years 5. For several years
4. Are you personally interested in an international career? Why or why not?
3. How can cultural toughness and family issues be managed effectively for expatriates?
2. What should the basic elements of a successful program to select, prepare, and repatriate employees destined for foreign assignments look like?
1. What are some of the pros and cons associated with using PCNs, TCNs, and HCNs?
5. Home-country living conditions feel foreign because of a potential lower standard of living (thanks to higher costs and the loss of foreign service premiums or other expatriate benefits).
4. Expatriates may feel personally unappreciated by the company despite success abroad.
3. Work feels foreign, and significant adjustment is needed because of changes in the headquarters office, which may include a new job (which may be a de facto demotion, a role not connected to the
2. Home feels foreign because the expatriate’s values have changed while abroad.
1. Home feels foreign because changes in the home country have occurred(whether political, economic, or social).
4. the need to provide opportunities for high-potential employees to develop their cross-cultural expertise.
3. the desire to transfer knowledge about foreign markets back to headquarters.
2. the belief that a PCN is the best way to monitor foreign operations and instill corporate values.
1. the belief that local employees in a foreign subsidiary lack relevant skills.
7. Coming Home: Repatriation Challenges?
6. Preparing Expatriates for Their Overseas Assignments
5. Choosing People for Expatriate Assignments
4. Balancing Risks and Rewards with Expatriates
3. The feature provided some interesting detail about the reasons why hours worked in South Korea might be both culturally driven and result from concerted efforts on the part of the government.
2. Add in additional data on gross domestic product, average worker pay, holiday and vacation leave averages, and a few other relevant economic and productivity markers for your chosen countries.
1. Obtain additional data on hours worked in at least 10 countries, including South Korea and the United States. Try to choose your countries so that the cultural distance among them is great. Your
4. How should expatriates be compensated? In your view, what is the best approach, and why?
3. What are some of the ways that employees and executives can be compensated for their international service?
2. How might cultural beliefs regarding the basis for compensation affect an approach to rewarding expatriates and host-country/third-country nationals in the same firm?
1. What are some problems in compensating employee performance, and how are these problems complicated by an international setting?
8. Maintain compensation levels that align well with competitors while also closely watching costs ?
7. Maintain consistent and fair compensation levels for all employees wherever they are, taking local differences into account.
6. Ease the transfer of people to various firm locations.
5. Attract and retain the best people to staff positions worldwide.
4. You may also wish to see what the Chinese fi rms that are competing for potential employees are doing. Companies such as Sohu.com (http://corp.sohu.com) and the popular Chinese search engine
3. You can get some ideas by searching for stories in the popular press about how forward-thinking multinationals, such as Motorola, Tyson Foods, and others, are making interesting moves in response
2. One clue is that other things besides money seem to be increasingly important to skilled Chinese employees. A search fi rm manager in China put it this way: “Money is a less important reason to
1. If you were in the position described above, what would you do? What tactics might help you recruit and hold the Chinese talent that will be the key to your success as a multinational fi rm in
2. What are the key differences between this plan and the one you devised for the U.S.employee? What underlying cultural differences or concerns are refl ected in your plan?
1. What might need to be done differently given that the supervisor is Turkish with Istanbul as the context?
4. How should the manager proceed if the goals set with the supervisor are met? What if he fails to meet them?
3. How clear are the goals of the action plan? Why will it be helpful?
2. How can the manager and the supervisor listen to one another without becoming confrontational or defensive?
1. How should the manager approach the meeting with the supervisor? What problems might come up? How can the manager ensure that any messages will be heard?
4. What are some key features to keep in mind when providing feedback about performance levels to employees in different locations with different cultural values?
3. How can a firm better understand the foreign context of an expatriate’s job performance?
2. Describe the trade-offs and challenges associated with appraising the performance of expatriates.
1. What are some of the problems in evaluating employee performance, and how are these problems complicated in an international setting?
5. Should multinationals rely on a dispersed set of systems that are aligned with local business and management practices in the countries where it does business?
4. Should multinationals rely on a standardized set of policies, procedures, and practices for appraising employee performance worldwide?
3. Present some alternatives to the joint venture approach that GE has chosen in China.Describe the managerial challenges associated with each. Which option makes the most sense in your view? Why?
2. How might GE structure future joint ventures with Chinese companies to better protect its intellectual property? What cultural and managerial differences might complicate this effort and how might
1. What is your assessment of GE’s future in China, especially given Chinese demands for transferring technology? Are there ways that GE can make its case without provoking a destructive cycle of
3. After this experience, would you change the way you fi lled out the Cultural Intelligence instrument if you had to do it over again? Which scores might go up or down? Why?
2. What diffi culties did you encounter? Were those diffi culties likely to be present in the Japanese context? If so, how would they probably be managed?
1. How much did your experience resemble the descriptions of Ringi and Nemawashi provided by your instructor?
4. Describe the different types of international partnerships and alliances that may exist between firms. What are some of the major management and cultural headaches associated with each type?

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