Wk 6 Practice Global Environments

When there is goal setting, employment security, and management commitment, which compensation program are you describing? Skill-based pay. Merit pay. Incentive pay. Gainsharing. Profit sharing.

Gainsharing

Which of the following is true of cultures that are strong in uncertainty avoidance? These cultures condition individuals to accept uncertainty. People in these cultures tend to be easygoing. People in these cultures tend to be flexible to different views. These cultures do not impose clear rules as to how one should behave. These cultures condition people to seek security through technology and law.

These cultures condition people to seek security through technology and law.

How should Mr.Jacobs develop the HRM function at Scranton, Inc. using the generic structure? A) Develop a center for expertise. B) Create a field staff of HR generalists. C) Restructure HR to include centers for expertise, field staff, and a service center. D) Outsource all HR practices to another organization. E) Reengineer all HR processes completely.

Restructure HR to include centers for expertise, field staff, and service center.

Which technique to understanding a process involves real-world issues presented to data end users? A) Data-flow diagrams. B) Cost-benefit analyses. C) Scenario analyses. D) Focus groups. E) Surveys.

Scenario analyses.

A(n) _____ is suitable for an organization with a culture that promotes individual competition. gainsharing plan. profit-sharing plan. merit pay plan. ownership plan. skill-based plan

merit pay plan

Domino's franchises may be impacted by training, compensation, hiring, and firing rules in different countries. What factor affecting human resource management in international markets does this represent? political-legal system. culture. education-human capital. geographic. economic system

political-legal system

Sam visits Mexico for a business meeting. At the meeting, Sam addresses the vice president of the firm by his first name rather than using his title. This is considered offensive. In the context of Hofstede's cultural dimensions, this difference in cultures is part of the _____ dimension. masculinity-femininity individualism-collectivism uncertainty avoidance power distance long-term-short-term orientation

power distance

explanation to answers previous questions.

Here are the matches between the statements and the cultural dimensions: 1. Protection: High Collectivism. - In cultures with high collectivism, people expect the group or community to look out for them. 2. Natural Environment: High Femininity. - Cultures with high femininity value quality of life and the environment over material success. 3. Visible Accomplishments: High Masculinity. - In high masculinity cultures, success, money, and visible accomplishments are valued. 4. Reduce Inequalities: Low Power Distance. - In countries with low power distance, people strive for equality and the reduction of wealth disparities. 5. Larger Community: High Individualism. - Cultures with high individualism value personal goals and independence over group interests. 6. Flexible Views: Low Uncertainty Avoidance. - In cultures with low uncertainty avoidance, people are more tolerant of different views and less rigid in their beliefs. 7. First Names: High Power Distance. - Cultures with high power distance maintain formalities and hierarchy, often addressing others by titles rather than first names. 8. Culture Values: High Uncertainty Avoidance. - High uncertainty avoidance cultures value rules, structure, and stability as a means to mitigate uncertainty. 9. Making Investments: Long-Term Orientation. - Cultures with a long-term orientation emphasize future rewards, often foregoing immediate benefits in favor of long-term investments. 10. Planning: Short Term Orientation. - Cultures with a short-term orientation tend to focus on the present or near future rather than long-term planning.

At which stage in the reengineering process would Mr. Jacobs try out the process by testing it in a limited, control setting? A) Identifying the process to reengineered. B) Understanding the process. C) Redesigning the process. D) Implementing the new process.

Implementing the new process.

Which of the following compensation programs uses a management style that gives importance to control? Gainsharing plan. Incentive pay. Ownership. Merit pay. Profit sharing

Incentive pay

Domino's International Success The environment in which business competes is rapidly becoming globalized. More and more companies are entering international markets by exporting their products overseas, building plants in other countries, and entering into alliances with foreign companies. Domino's Pizza, an American multinational pizza chain, boasts more than 18,000 locations in 90 markets. The goal of this video is to demonstrate how the pizza chain has claimed international success. Click the ►Black right point button to watch the video. Then, answer the questions that follow. Based on what you know about uncertainty avoidance, Domino's would have the most challenge finding franchisees in which of the following countries? Japan. United States. Germany. Indonesia. Hong Kong.

Japan

1. Based on the information presented in the case, what should Mr. Jacobs do with the transactional tasks such as payroll and benefits administration? A) Hire additional staff to take on these activities. B) Outsource them since it no longer seems cost-effective to keep in-house. C) Reengineer the transactional process to make it more effective. D) Create a service center that focuses on delivering basic services. E) Outsource them since other companies are better at these tasks.

Outsource them since it no longer seems cost-effective to keep in-house

Read the statements . Match each item to its correct cultural dimension.

Read the statements . Match each item to its correct cultural dimension. Statement: 1. Protection : In Carlos experience, people in this culture expect the larger community to protect them when they are in trouble. (High Collectivism) 2. Natural Environment : In Carlos' experience, this culture places a high value on protecting the natural environment and preserving quality of life, even if it means making less money. (High Femininity) 3. Visible Accomplishments: In Mary's experience, people in this culture like to show off, make money, and achieve highly visible accomplishments. (High Masculinity) 4. Reduce Inequalities: In Carlos' experience, people in this country seek to reduce inequalities in money and wealth. (Low Power Distance) 5. Larger Community: In Mary's experience, people in this country tend to look after their own interests instead of seeking protection from their larger community. ( High Individualism) 6. Flexible Views: In Carlos' experience, people in this culture are easygoing and flexible regarding different views. ( Low Uncertainty Avoidance) 7. First Names: In Mary's experience, people in this country rarely address others by their first names, instead relying on titles. (High Power Distance) 8. Culture Values: In Mary's experience, this culture values rules, structure, and stability. (High Uncertainty Avoidance) 9. Making Investments: In Carlos' experience, this culture places an emphasis on making investments that might have low current benefits but are expected to be profitable in the future. (Long Term-Orientation) 10. Planning: In Mary's experience, individuals in this culture tend to "live in the moment" instead of planning for the future. (Short Term Orientation)