Sample midterm 2 questions - (including,forexample,increasingthe scopeofemployees') whoseculturesare_inHofstede'sdimensionof*a.low;powerdistance b.high;

Sample midterm 2 questions -...

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Programs for the empowerment of employees (including, for example, increasing the  scope of employees' decision-making authority) are most likely to succeed in nations  whose cultures are _____ in Hofstede's dimension of _____ -  ****a. low; power distance b. high; uncertainty avoidance c. low; individualism d. low; formality e. high; consensus orientation Which of the following are both dimensions in Hofstede's description of national  cultures? –  a. consensus orientation and power distance   b. mono-polychronicity and ethnocentricity   c. masculinity-femininity and openness to experience  d. agreeableness and individualism-collectivism  **** e. uncertainty-avoidance and masculinity-femininity If a work group contained three males, ages 57, 32, and 20, and three females, ages 58,  33, and 23, how would you categorize the faultlines in the group? –  a. There will be a strong faultline in the group that aids performance.  b. There will be a strong faultline in the group that weakens performance. **** c. There will be a weak faultline in the group.  d. There will be three faultlines in the group that weaken performance.  e. b or d Many restaurant employees in the U.S. prefer systems in which they make and get to  keep their own tips, rather than systems in which all tips made in a given shift are pooled  and distributed evenly to all employees who worked during that shift. This preference is  best explained by the ____ dimension in Hofstede's framework of national values. –  a. uncertainty avoidance   b. instrumental value  c. consensus orientation  **** d. individualism-collectivism   e. achievement Which of the following is the least likely consequence of increased workforce diversity in an organization? –  a. more polarization and conflict. b. more communication barriers and misunderstandings.
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c. greater capacity to serve and respond to a wider market. d. greater potential for creativity and synergy. ****e. an increase in management's ability to implement plans smoothly and quickly. According to McClelland, effective high-level managers tend to have: -  **** a. higher need for power than need for affiliation.
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  • Fall '12
  • Shepard
  • expectancy theory, higher performance, a. higher need, e. higher self­actualization

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