IM3

Paternalistic leadership uses work-centered behavior coupled with a protective employee-centered concern. This leadership style can be best summarized by the statement "Work hard and the company will take care of you."Identify the leadership style that is best summarized by the statement "Work hard and the company will take care of you."

Paternalistic

Usually, this leadership behavior satisfies some employee needs, and in turn subordinates tend to exhibit loyalty and compliance. Paternalistic leaders expect everyone to work hard; in return, the employees are guaranteed employment and given security benefits such as medical and retirement programs. Usually, this leadership behavior satisfies some employee needs, and in turn subordinates tend to exhibit loyalty and compliance.

Paternalistic

________ training programs are created for the specific needs of the participants involved.

Tailor-made

This leadership style is widely used by Theory X managers, who believe that final decisions should be in the hands of the higher-level employees and that a continued focus on the task is compatible with the kind of people they are dealing with.

Authoritarian

In Herzberg's two-factor theory of motivation, job-content factors, or motivators, include factors such as achievement, recognition, responsibility, advancement, and the work itself. Conversely, hygiene factors include factors such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration. Which of the following factors would be classified as a motivator as per Herzberg's two-factor theory of motivation?

Career advancement

________ controls involve face-to-face or personal meetings to monitor operations.

Direct

One of the philosophical assumptions held by Theory X managers is that to get people to attain organizational objectives it is necessary to use coercion, control, and threats of punishment. Managers who fall in this category believe that people are basically lazy and that coercion and threats of punishment must be used to get them to work.

It is necessary to use coercion, control, and threats of punishment to get people to attain organizational objectives.

As a general statement, most evidence indicates that European managers tend to use a participative approach. They do not entirely subscribe to Theory Y philosophical assumptions, however, because an element of Theory X thinking persists.

Participative

_______________________ leadership has been widely espoused in the United States, England, and other Anglo countries, and it is currently very popular in Scandinavian countries as well. Recent research has shown how participative leadership contributes to employees' task performance, especially in the presence of psychological empowerment on the part of subordinates who are managers themselves and trust in the supervisors in the case of nonmanagerial subordinates.

Participative

__________________________ are needs to interact and affiliate with others and the need to feel wanted by others. This desire for "belongingness" often is satisfied on the job through social interaction within work groups in which people give and receive friendship. Social needs can be satisfied not only in formally assigned work groups but also in informal groups.

Social needs

Which of the following is a content theory of work motivation? Three content theories that have received the greatest amount of attention are the hierarchy-of-needs theory, the two-factor motivation theory, and the achievement motivation theory. Process theories include the equity theory, the goal-setting theory, and the expectancy theory.

The hierarchy-of-needs theory

________ are managers who are citizens of countries other than the one in which a multinational corporation (MNC) is headquartered or the one in which they are assigned to work by the multinational corporation (MNC).

Third-country nationals

These leaders are visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things.

Transformational

________________________, which can be defined as the importance of work in an individual's life relative to his or her other areas of interest (family, church, leisure), provides important insights into how to motivate human resources in different cultures.

Work centrality

French and German managers tend to use a work-centered, ________ approach to leadership.

authoritarian

The most common elements in the typical expatriate compensation package include:

base salary, benefits, allowances, incentives, and taxes.

One technique associated with total quality management (TQM) is the use of ongoing training to achieve ________. This training takes a wide variety of forms, ranging from statistical quality control techniques to team meetings designed to generate ideas for streamlining operations and eliminating waste.

continual improvement

Kaizen is a Japanese term that means ________. Ford Motor Company has been able to thrive in the post-global recession environment due in part to its implementation of kaizen principles.

continuous improvement

A(n) ________ is a programmed learning technique that is designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs, and values of another.

cultural assimilator

According to the _____________________ , if people believe they are not being treated fairly, especially in relation to relevant others, they will be dissatisfied, and this belief will have a negative effect on their job performance and they will strive to restore equity.

equity theory

According to the work of Horovitz, all of the following are common characteristics of British control except: When Horovitz examined the key characteristics of top management control in Great Britain, Germany, and France, he found that British controls had four common characteristics: (1) Financial records were sophisticated and heavily emphasized. (2) Top management tended to focus its attention on major problem areas and did not get involved in specific, detailed matters of control. (3) Control was used more for general guidance than for surveillance. (4) Operating units had a large amount of marketing autonomy.

financial reports were simple and lightly emphasized.

In the first phase of preparation for an international assignment, an applicant should: According to Tu and Sullivan, in phase one of preparation for international assignments, an applicant should focus on self-evaluation and general awareness. It also includes finding out if one's spouse and family support the decision to go international.

find out if his or her spouse and family support the decision to go international.

The two-factor theory of motivation holds that two sets of factors influence job satisfaction. These are ________.

hygiene factors and motivators

Controls that are generally used by multinational companies (MNCs) to monitor performance on a monthly basis are ________.

indirect

Factors used to choose personnel for international assignments are referred to as ________. Making an effective selection decision for an overseas assignment can prove to be a major problem. Typically, this decision is based on international selection criteria, which are factors used to choose international managers.

international selection criteria

The decision-making process is often ______________________, though looping back is common. The degree to which managers are involved in this procedure depends on the structure of the subsidiaries and the locus of decision making.

linear

The amount of ________ directly relates to how well or how poorly a unit is judged to perform.

profit

The ________ approach to formulating compensation packages involves working out a special, ad hoc arrangement that is acceptable to both the company and an expat.

negotiation

Training programs are useful in preparing people for overseas assignments for many reasons. These reasons can be put into two general categories which are ________.

organizational and personal

In comparing the control mechanisms used by U.S. and European firms, it has been found that U.S. firms make greater use of ________ control, while European firms rely more heavily on ________ control.

output; behavioral

There is a tendency toward ________ leadership styles among young Arab middle management, as well as among highly educated managers of all ages.

participative

Maslow postulated that everyone has five basic needs, which constitute a need hierarchy. In ascending order, beginning with the most basic need, they are:

physiological, safety, social, esteem, and self-actualization needs.

ISO 9000 refers to the International Standards Organization (ISO) certification to ensure ________.

quality products and services

An agreement whereby the firm tells the individual how long she or he will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable is a ________. A repatriation agreement tells an individual how long she or he will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable. This agreement typically does not promise a specific position or salary, but the agreement may state that the person will be given a job that is equal to, if not better than, the one held before leaving.

repatriation agreement

Research shows that small firms usually rely on standard training programs. Larger multinational corporations (MNCs), in contrast, tend to design their own. Research shows that small firms undertaking international business generally rely on ________.

standard training programs

A number of research efforts have been undertaken to replicate the two-factor theory, and in the main, they ________.

support Herzberg's findings

An organizational strategy and the accompanying techniques that result in the delivery of high-quality products or services to customers is referred to as ________.

total quality management

Expectancy theory postulates that motivation is largely influenced by a multiplicative combination of a person's belief that (a) effort will lead to performance, (b) performance will lead to specific outcomes, and (c) the outcomes will be of value to the individual.

true

One of the generally agreed-on starting assumptions about work motivation in the international arena is that the motivation process is: The first generally agreed-on starting assumption about work motivation in the international arena is that the motivation process is universal, that all people are motivated to pursue goals they value—what the work-motivation theorists call goals with "high valence" or "preference." The process is universal; however, culture influences the specific content and goals that are pursued.

universal

Japanese executives are taught and tend to use variety amplification, which is the creation of uncertainty and the analysis of many alternatives regarding future action. The creation of uncertainty and the analysis of many alternatives regarding future action is referred to as:

variety amplification