International Management Culture Strategy And Behavior ISE 12th Edition Fred Luthans, Jonathan Doh - Solutions

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How might the United States and EU resolve differences such as this in the future?
Why would an approach emphasizing “substantial equivalence”result in an outcome different from the outcome of a policy driven by the “precautionary principle”?
How would you characterize the cultures of Europe(France and Germany) and the United States in terms of Hofstede’s scheme? In what ways are the cultures similar, and in what ways do they differ? How might the differences influence approaches to disputes like this one?
How does your solution compare to your expectation of the likely actual outcome? What is different or similar in the two approaches?
To what degree did groups construct their countries to best justify their position? In situations where this happened, did it work? Why? Why not?
Did the delegations from various countries attempt to find mutual goals and interests despite their differences? In what ways were the best interests of the overall plan subjugated to the individual interests of each country? What rhetoric was used to justify the personal interests?
What role did language differences play during the negotiation? What was the effect of lack of understanding or miscommunication on the process?
At any time, did delegations recognize the cultural differences between themselves and the others? If so, was any attempt made to try to adapt to another country’s norms? Why? Why not? Would there have been a benefit in doing so? Why?
What role did cultural differences play in the various phases of the negotiation process? Be careful not to overlook the introductory phase. Was the negotiation frustrating? Satisfying? Other? Why?
In England, holding your index and middle fingers up in a V with the back of your hand facing another person is seen asa. a gesture of peace.b. a gesture of victory.c. a signal that you want two of something.d. a vulgar gesture.
When a taxi driver in India shakes his head from side to side, it probably meansa. he thinks your price is too high.b. he isn’t going in your direction.c. he will take you where you want to go.d. he doesn’t understand what you’re asking.
When you feel you are being taken advantage of in a business exchange in Vietnam, it is important toa. let the anger show in your face but not in your words.b. say that you are angry but keep your facial expression neutral.c. not show any anger in any way.d. end the business dealings immediately
When a stranger in India wants to know what you do for a living and how much you earn, he willa. ask your guide.b. invite you to his home and, after getting to know you, will ask.c. come over and ask you directly, without introduction.d. respect your privacy above all.
If you order “bubble and squeak” in a London pub, you will geta. two goldfish fried in olive oil.b. a very cold beer in a chilled glass, rather than the usual warm beer.c. Alka Seltzer and a glass of water.d. chopped cabbage and mashed potatoes fried together.
In Venezuela, New Year’s Eve is generally spenta. in quiet family gatherings.b. at wild neighborhood street parties.c. in restaurants with horns, hats, and live music and dancing.d. at pig roasts on the beach.
A wedding gift that should not be given to a Chinese couple would bea. a jade bowl.b. a clock.c. a basket of oranges.d. shifts embroidered with dragon patterns.
Chinese culture teaches peoplea. to seek psychiatric help for personal problems.b. to avoid conflict and internalize personal problems.c. to deal with conflict with immediate confrontation.d. to seek help from authorities whenever conflict arises.
American managers running businesses in Mexico have found that by increasing the salaries of Mexican workers, theya. increased the number of hours the workers were willing to work.b. enticed more workers to work night shifts.c. decreased the number of hours workers would agree to work.d. decreased
In the area that was formerly West Germany, leaders who display charisma area. not among the most desired.b. the ones most respected and sought after.c. invited frequently to serve on boards of cultural organizations.d. pushed to get involved in political activities.
The doors in German offices and homes are generally kepta. wide open to symbolize an acceptance and welcome of friends and strangers.b. slightly ajar to suggest that people should knock before entering.c. half-opened, suggesting that some people are welcome and others are not.d. tightly shut to
If you want to give a necktie or a scarf to a Latin American, it is best to avoid the colora. red.b. purple.c. green.d. black.
The appropriate gift-giving protocol for a male executive doing business in Saudi Arabia is toa. give a man a gift from you to his wife.b. present gifts to the wife or wives in person.c. give gifts only to the eldest wife.d. not give a gift to the wife at all.
When giving flowers as gifts in Western Europe, be careful not to givea. tulips and jonquils.b. daisies and lilacs.c. chrysanthemums and calla lilies.d. lilacs and apple blossoms.
In France, when friends talk to one another,a. they generally stand about 3 feet apart.b. it is typical to shout.c. they stand closer to one another than Americans do.d. it is always with a third party present.
In some South American countries, it is considered normal and acceptable to show up for a social appointmenta. 10 to 15 minutes early.b. 10 to 15 minutes late.c. 15 minutes to an hour late.d. 1 to 2 hours late.
When rewarding a Hispanic worker for a job well done, it is best not toa. praise him or her publicly.b. say “thank you.”c. offer a raise.d. offer a promotion.
In China, the status of every business negotiation isa. reported daily in the press.b. private, and details are not discussed publicly.c. subjected to scrutiny by a public tribunal on a regular basis.d. directed by the elders of every commune.
American managers tend to base the performance appraisals of their subordinates on performance, while, in Iran, managers are more likely to base their performance appraisals ona. religion.b. seniority.c. friendship.d. ability.
Pointing your toes at someone in Thailand isa. a symbol of respect, much like the Japanese bow.b. considered rude even if it is done by accident.c. an invitation to dance.d. the standard public greeting.
When eating in India, it is appropriate toa. take food with your right hand and eat with your left.b. take food with your left hand and eat with your right.c. take food and eat it with your left hand.d. take food and eat it with your right hand.
In Thailanda. it is common to see men walking along holding hands.b. it is common to see a man and a woman holding hands in public.c. it is rude for men and women to walk together.d. men and women traditionally kiss each other on meeting in the street.
The principal religion in Malaysia isa. Buddhism.b. Judaism.c. Christianity.d. Islam.
In Latin America, businesspeoplea. consider it impolite to make eye contact while talking to one another.b. always wait until the other person is finished speaking before starting to speak.c. touch each other more than North Americans do under similar circumstances.d. avoid touching one another, as
In Latin America, managersa. are most likely to hire members of their own families.b. consider hiring members of their own families to be inappropriate.c. stress the importance of hiring members of minority groups.d. usually hire more people than are actually needed to do a job.
In Japan, virtually every kind of drink is sold in public vending machines except fora. beer.b. diet drinks with saccharine.c. already sweetened coffee.d. soft drinks from U.S. companies.
In Korea, business leaders tend toa. encourage strong commitment to teamwork and cooperation.b. encourage competition among subordinates.c. discourage subordinates from reporting directly, preferring information to come through welldefined channels.d. encourage close relationships with their
In Japan, loudly slurping your soup is considered to bea. rude and obnoxious.b. a sign that you like the soup.c. okay at home but not in public.d. something only foreigners do.
Microsoft is weighing setting up an R&D facility in India to develop new software applications. Should it staff the new facility with Microsoft employees? Indian employees? Or should it subcontract with an Indian firm? Explain your answer and some of the potential challenges in implementing it.
Ford is in the process of training managers for overseas assignments. Would a global leadership program be a useful approach? Why or why not?
Hofstadt & Hoerr, a German-based insurance firm, is planning on expanding out of the EU and opening offices in Chicago and Buenos Aires. How would a cultural assimilator be of value in training the MNC’s expatriates? Is the assimilator a valid training tool?
Zygen Inc., a medium-sized manufacturing firm, is planning to enter into a joint venture in China. Would training be of any value to those managers who will be part of this venture? If so, what types of training would you recommend?
IBM is planning on sending three managers to its Zurich office, two to Madrid, and two to Tokyo. None of these individuals have any international experience.Would you expect the company to use a standard training program or a tailor-made program for each group?
How do the following types of MNCs differ: ethnocentric, polycentric, regiocentric, and geocentric? Which type is most likely to provide international management training to its people? Which is least likely to provide international management training to its people?
What kinds of problems do expatriates face when returning home? Identify and describe four of the most important. What can MNCs do to deal with these repatriation problems effectively?
What are the major common elements in an expat’s compensation package? Besides base pay, which would be most important to you? Why?
A New York–based MNC is in the process of staffing a subsidiary in New Delhi, India. Why would it consider using expatriate managers in the unit? Local managers? Third-country managers?
What do U.S. managers need to know about leading in the international arena? Identify and describe three important guidelines that can be of practical value.
A U.S. firm is going to be opening a subsidiar y in Japan within the next six months. What type of leadership style does research show to be most effective for leading high-achieving Japanese? Low-achieving Japanese? How are these results likely to affect the way that U.S. expatriates should lead
Using the GLOBE study results and other supporting data, determine what Japanese managers believe about their subordinates. How are these beliefs similar to those of U.S. and European managers? How are these beliefs different?
Using the results of the classic Haire and associates study as a basis for your answer, compare and contrast managers’ attitudes toward leadership practices in Nordic-European and Latin-European countries. (The countries in these clusters are identified in Table 13–2.)
What cultures would be the most likely to perceive differences between managerial and leadership duties?What cultures would view them as the same? Use evidence to support your answer.
What policies could MNCs utilize to motivate employees working remotely from different geographic settings?
What does a U.S. firm setting up operations in Japan need to know about work centrality in that country?How would this information be of value to the multinational?Conversely, what would a Japanese firm need to know about work centrality in the United States? Explain.
A U.S. manufacturer is planning to open a plant in Sweden. What should this firm know about the quality of work life in Sweden that would have a direct effect on job design in the plant? Give an example.
What are the dominant characteristics of high achievers?Using Figure 12–7 as your point of reference, determine which countries likely will have the greatest percentage of high achievers. Why is this so? Of what value is your answer to the study of international management?
A company practices personnel performance evaluation through reviewing financial decisions management has made, specifically focusing on ROI. How is this approach beneficial to the company? Which aspects could the company be neglecting? Which cultures are most likely to employ this method? Which
How are U.S. multinationals trying to introduce total quality management into their operations? Give two examples. Would a U.S. MNC doing business in Germany find it easier to introduce TQM concepts into German operations, or would there be more receptivity to them back in the U.S.? Why? What if
How would you explain a company’s decision to use centralized decision-making processes and decentralized control processes, considering that the two are so interconnected? Provide an industry example of where this may occur.
Which cultures would be more likely to focus on external controls? Which cultures would consider direct controls to be more important than indirect controls?
A British computer firm is acquiring a smaller competitor located in Frankfurt. What are two likely differences in the way these two firms carry out the decision-making process? How could these differences create a problem for the acquiring firm? Give an example in each case.
If a high-tech firm wanted to set up operations in Turkey, what steps could it take to ensure that the subsidiary would not be expropriated? Identify and describe three strategies that would be particularly helpful. How might proactive political strategies help protect firms from future changes in
How has terrorism impacted foreign interest in Iran and Saudi Arabia, considering the vast oil reserves that are there? How have terrorist attacks affected political relationships between countries such as the U.S. and Russia?
Most firms attempt to quantify their political risk, although they do not assign specific weights to the respective criteria. Why is this approach so popular?Would the companies be better off assigning weights to each of the risks being assumed? Defend your answer.
What types of political risk would a company entering Russia face? Identify and describe three. What types of political risk would a company entering France face? Identify and describe three. How are these risks similar? How are they different?
In what way do the concepts of formalization, specialization, and centralization have an impact on MNC organizational structures? In your answer, use a well-known firm such as IBM or Ford to illustrate the practical expressions of these three characteristics.
If the company in question 2 finds after three years of international effort that it is selling 50 percent of its output overseas, what type of organizational structure would you suggest for the future?
If the company in question 2 finds a major market for its products in Europe and decides to expand into Asia, would you recommend any change in its organizational structure? If yes, what would you suggest? If no, why not?
A small manufacturing firm believes there is a market for handheld tools that are carefully crafted for local markets. After spending two months in Europe, the president of this firm believes that his company can create a popular line of these tools. What type of organizational structure would be
One of the most common entry strategies for MNCs is the joint venture. Why are so many companies opting for this strategy? Would a fully owned subsidiary be a better choice?
Mercedes changed its U.S. strategy by announcing that it is developing cars for the $30,000 to $45,000 price range(as well as its typical upper-end cars). What might have accounted for this change in strategy? In your answer, include a discussion of the implications from the standpoints of
What particular conditions that MNCs face in emerging markets may require specialized strategies?What strategies might be most appropriate in response? How might a company identify opportunities at the base of the pyramid (i.e., low-income markets)?
AB InBev is attempting to expand in India, where beer is not widely consumed and liquor dominates the market. What areas should be targeted for strategic goals? What could be some marketing implications in the Indian market?
Consider that both a retail chain and a manufacturing company want to expand overseas. What environmental factors would have the most impact on these companies? What ratio of environmental scanning to internal analysis should each employ? What key factors of success differentiate the two?
Some international management experts contend that globalization and national responsiveness are diametrically opposed forces and that to accommodate one, a multinational must relax its efforts in the other. In what way is this an accurate statement? In what way is it incomplete or inaccurate?
Define global integration as used in the context of strategic international management. In what way might globalization be a problem for a successful national organization that is intent on going international? In your answer, provide an example of the problem.
Of the four imperatives discussed in this chapter—economic, political, quality, and administration—which would be most important to IBM in its efforts to make inroads in the African market? Would this emphasis be the same as that in the U.S., or would IBM be giving primary attention to one of
Wilsten Inc. has been approached by a Japanese firm that wants exclusive production and selling rights for one of Wilsten’s new high-tech products. What does Wilsten need to know about Japanese bargaining behaviors to strike the best possible deal with this company?Identify and describe five.
Which elements of the negotiation process should be done with only your side of the negotiation?Which events should take place with all sides present?Why?
If a company new to the international arena is negotiating an agreement with a potential partner in an overseas country, what basic steps should it be prepared to implement? Identify and describe them.
Why is nonverbal communication a barrier to effective communication? Would this barrier be greater for Yamamoto Iron & Steel (question 3) or Diaz Brothers(question 4)? Defend your answer.
Diaz Brothers is a winery in Barcelona. The company would like to expand operations to the U.S. and begin distributing its products in the Chicago area. If things work out well, the company then will expand to both coasts. In its business dealings in the Midwest, how might culture prove to be a
Yamamoto Iron & Steel is considering setting up a minimill outside Atlanta, Georgia. At present, the company is planning to send a group of executives to the area to talk with local and state officials regarding this plant. In what way might misperception be a barrier to effective communication
One of the major reasons that foreign expatriates have difficulty doing business in the U.S. is that they do not understand American slang. A business executive recently gave the following three examples of statements that had no direct meaning for her because she was unfamiliar with slang: “He
How does explicit communication differ from implicit communication? What is one culture that makes wide use of explicit communication? Implicit communication?Describe how one would go about conveying the following message in each of the two cultures you identified: “You are trying very hard, but
A number of guidelines can be valuable in helping MNCs make diverse teams more effective. What are five of these? How do they relate to the guidelines established by Panasonic, as discussed in the International Management in Action box?
In which of the four types of organizational cultures—family, Eiffel Tower, guided missile, incubator—would most people in the U.S. feel comfortable? In which would most Japanese feel comfortable? Based on your answers, what conclusions could you draw regarding the importance of understanding
When comparing the negotiating styles and strategies of French versus Spanish negotiators, a number of sharp contrasts are evident. What are three of these and what could MNCs do to improve their position when negotiating with either group?
What are some categories of cultural differences that help make one country or region of the world different from another? In each case, describe the value or norm and explain how it would result in different behavior in two or more countries. If you like, use the countries discussed in this
Many MNCs would like to do business overseas in the same way that they do business domestically. Do research findings show that any approaches that work well in the U.S. also work well in other cultures? If so, identify and describe two.
In what ways are parochialism and simplification barriers to effective cross-cultural management? In each case, give an example.
If a locally based manufacturing firm with sales of US$350 million decided to enter the EU market by setting up operations in France, which orientation would be the most effective: ethnocentric, polycentric, regiocentric, or geocentric? Why?
In what way is time a cultural factor? In what way is the need to control the environment a cultural factor?Give an example for each.
How did project GLOBE build on and extend Hofstede’s analysis? What unique contributions are associated with project GLOBE?
What are the characteristics of each of the following pairs of cultural characteristics derived from Trompenaars’research: universalism versus particularism, neutral versus emotional cultures, specific versus diffuse cultures, achievement versus ascription cultures?Compare and contrast each pair.
What are the four major dimensions of culture studied by Geert Hofstede? Identify and describe each. What is the cultural profile of the U.S.? Of Asian countries?Of Latin American countries? Of Latin European countries? Based on your comparisons of these four profiles, what conclusions can you draw
What is meant by the term values? Are cultural values the same worldwide, or are there marked differences?Are these values changing over time, or are they fairly constant? How does your answer relate to the role of values in a culture?
What is meant by the term culture? In what way can measuring attitudes about the following help differentiate between cultures: centralized or decentralized decision making, safety or risk, individual or group rewards, high or low organizational loyalty, cooperation or competition? Use these
Why are MNCs getting involved in corporate social responsibility and sustainable business practice? Are they displaying a sense of social responsibility, or is this merely a matter of good business, or both? Defend your answer.
What are some strategies for overcoming the impact of counterfeiting? Which strategies work best for discretionary goods (for instance, movies) versus nondiscretionary goods (e.g., pharmaceuticals)?
In recent years, rules have tightened such that those who work for the U.S. government in trade negotiations are now restricted from working for lobbyists for foreign firms. Is this a good idea? Why or why not?

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International Management Culture Strategy And Behavior ISE 12th Edition Fred Luthans, Jonathan Doh - Solutions

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