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business
understanding cross cultural management

Questions and Answers of Understanding Cross Cultural Management

Explain the importance of addressing sexual harassment in the workplace.
Describe how to change corporate culture, structure, and policies and how to use diversity training to foster an inclusive work environment.
Explain the role of e-business in today’s partnership approach to supply chain management.
Explain affirmative action and why factors such as the glass ceiling have kept it from being more successful.
Understand the challenges minority employees face daily.
Discuss the changing workplace and how to effectively manage a culturally diverse workforce.
Explain the dimensions of employee diversity and why ethnorelativism is the appropriate attitude for today’s organizations.
Explain the role of human resource management in organizational strategic planning.
Describe the sequence of change activities that must be performed in order for change to be successful.
Illustrate how organization structure can be designed to fit environmental uncertainty.
Identify techniques for improving decision making in today’s turbulent environment.
Discuss the advantages and disadvantages of participative decision making.
Explain four personal decision styles used by managers.
Describe the classical, administrative, and political models of decision making and their applications.
Explain the difference between programmed and nonprogrammed decisions and the decision characteristics of risk, uncertainty, and ambiguity.
Discuss the organizational dimensions used for implementing strategy.
Explain the major considerations in formulating functional strategies.
Describe business-level strategies, including Porter’s competitive forces and strategies and partnership strategies.
Define corporate-level strategies and explain the portfolio approach.
Understand grand strategies for domestic and international operations.
Describe the strategic planning process and SWOT analysis.
Define the components of strategic management.
Summarize the guidelines for highperformance planning in a fast-changing environment.
Describe and explain the importance of the three stages of crisis management planning.
Explain the difference between single-use plans and standing plans.
Describe the four essential steps in the MBO process.
Define the characteristics of effective goals.
Describe the types of goals an organization should have and why they resemble a hierarchy.
Describe four organizational approaches to environmental responsibility, and explain the philosophy of sustainability.
Describe how both individual and organizational factors shape ethical decision making.
Explain the utilitarian, individualism, moral-rights, and justice approaches for evaluating ethical behavior.
Explain cultural intelligence and why it is necessary for managers working in foreign countries.
Describe the characteristics of a multinational corporation.
Describe market entry strategies that businesses use to develop foreign markets.
Describe the emerging borderless world and some issues of particular concern for today’s managers.
Describe how corporate culture relates to the environment.
Discuss the technology-driven workplace and the role of outsourcing, supply chain management, enterprise resource planning, knowledge management systems, and customer relationship management.
Describe the learning organization and the changes in structure, empowerment, and information sharing that managers make to support it.
Explain the major concepts of systems theory, the contingency view, and total quality management.
Discuss the management science perspective and its current use in organizations.
Explain the leadership skills needed for effective crisis management.
Discuss the management competencies needed to deal with today’s turbulent environment, including issues such as diversity, globalization, and rapid change.
Understand the personal challenges involved in becoming a new manager in an organization in today’s world.
Define 10 roles that managers perform in organizations.
Describe conceptual, human, and technical skills and their relevance for managers and employees.
Describe management types and the horizontal and vertical differences between them.
Explain the difference between efficiency and effectiveness and their importance for organizational performance.
Describe the four management functions and the type of management activity associated with each.
How do you feel about having a manager’s responsibility in today’s world characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and
A college professor told her students, “The purpose of a management course is to teach students about management, not to teach them to be managers.”Do you agree or disagree with this
Discuss some of the ways organizations and jobs changed over the past 10 years. What changes do you anticipate over the next 10 years? How might these changes affect the manager’s job and the
How might the teaching of a management course be designed to prepare future managers to deal with globalization and workforce diversity? What problems and opportunities do you think globalization and
When I have a number of tasks or homework to do, I set priorities and organize the work around deadlines.
Most people would describe me as a good listener.
When I am deciding on a particular course of action for myself (such as hobbies to pursue, languages to study, which job to take, special projects to be involved in), I typically consider the
I prefer technical or quantitative courses rather than those involving literature, psychology, or sociology.
When I have a serious disagreement with someone, I hang in there and talk it out until it is completely resolved.
When I have a project or assignment, I really get into the details rather than the “big picture” issues.
I would rather sit in front of my computer than spend a lot of time with people.
I try to include others in activities or discussions.
When I take a course, I relate what I am learning to other courses I took or concepts I learned elsewhere.
When somebody makes a mistake, I want to correct the person and let her or him know the proper answer or approach.
I think it is better to be efficient with my time when talking with someone, rather than worry about the other person’s needs, so that I can get on with my real work.
I know my long-term vision of career, family, and other activities and have thought it over carefully.
When solving problems, I would much rather analyze some data or statistics than meet with a group of people.
When I am working on a group project and someone doesn’t pull a fair share of the load, I am more likely to complain to my friends rather than confront the slacker.
Talking about ideas or concepts can get me really enthused or excited.
The type of management course for which this book is used is really a waste of time.
I think it is better to be polite and not to hurt people’s feelings.
Data or things interest me more than people.
Ignore the problem. Jacobs’s contributions to new product development are too valuable to risk losing him, and the problems over the past 10 years have always worked themselves out anyway. No sense
Launch a full-scale investigation of employee complaints about Jacobs, and make Jacobs aware that the documented history over the past 10 years has put him on thin ice.
Meet with Jacobs and the employee to try to resolve the current issue, then start working with Sally Barton and other senior managers to develop stronger policies regarding sexual harassment and
How might top management have done a better job changing Elektra Products into a new kind of organization? What might they do now to get the empowerment process back on track?
Can you think of ways Barbara could have avoided the problems her team faced in the meeting with department heads?
If you were Barbara Russell, what would you do now? Why?
Which of the three management-skill categories do you think Costco CEO James Sinegal draws upon most during his year-round visits to local Costco warehouses? Explain.
What aspects of Costco’s business model exemplify the transition from “the old workplace” to the“new workplace,” and why?
How does Costco’s high worker-retention rate help the warehouse club maintain low prices?
What are some of the social, political, and economic forces that are influencing SIA’s decision to become a learning organization?
If you were a specialist at SIA, how and why would you respond to the proposed changes? What steps would you suggest Jerry take to increase employee utilization of the knowledge-sharing system in
What general obstacles would you foresee in a company such as SIA trying to make the transition from a hierarchical, or bureaucratic, to a learning organization? What are some general measures
Ignore the test. Charlotte has proven herself and deserves the job.
Give the job to the candidate with the highest score. You don’t need to make enemies on the Civil Service Board, and, after all, it is an objective way to select a permanent placement.
Devise a more comprehensive set of selection criteria—including test results as well as supervisory experience, ability to motivate employees, and knowledge of agency procedures—that can be
Why is it important to understand the different perspectives and approaches to management theory that have evolved throughout the history of organizations?
Which of the three characteristics of learning organizations do you find most appealing? As a manager, which would be hardest for you to adopt? Why?
As organizations become more technologydriven, which do you think will become more important—the management of the human element of the organization or the management of technology? Discuss.
Explain the basic idea underlying the contingency view. How would you go about identifying the key contingencies facing an organization?
Why can an event such as the Hawthorne studies be a major turning point in the history of management even if the idea is later shown to be in error?Discuss.
Identify the major components of systems theory.Is this perspective primarily internal or external to the organization? Explain.
To what degree do you think that effective control comes from within the individual worker, or do workers need rules, rewards, and punishments to perform effectively? Explain your reasoning.
Closely supervise my subordinates in order to get better work from them.
Set the goals and objectives for my subordinates and sell them on the merits of my plans.
Set up controls to assure that my subordinates are getting the job done.
Encourage my subordinates to set their own goals and objectives.
Make sure that my subordinates’work is planned out for them.
Check with my subordinates daily to see if they need any help.
Step in as soon as reports indicate that the job is slipping.
Push my people to meet schedules if necessary.

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