ch.14
Which one of the following is not one of the three components of cultural intelligence?
Financial CQ (wallet)
A marketing advantage of having a multicultural work force is that
a marketing campaign can be more readily developed to reach a targeted ethnic or racial group.
A study of about 450 German managers indicated that they had a pronounced cultural value related to
a strong performance orientation.
A contextual chameleon is a global leader who
adapts to unfamiliar roles and environments.
Members of an employee network group
affiliate on the basis of a group characteristic such as race.
When faced with conflict, a Malaysian manager is likely to
be diplomatic in finding a solution.
The major purpose of diversity training is to
bring about workplace harmony.
In contrast to his or her southern counterpart, the stereotypical U.S. northern manager is likely to be
brusque and impatient for results.
A problem in hiring for person-organization fit is that
cultural diversity within the organization might become limited.
A key initiative for retaining minority group members and assisting in their advancement is
diversity training.
Call center manager Charlie has a strong performance orientation value, so he is likely to
encourage high standards of performance at the call center.
Of the following, the least likely to be a source of cultural misunderstanding is
entertaining in restaurants.
A study found that when executives on assignment overseas had low emotional intelligence, they often
failed in their assignments.
A useful guideline in motivating workers from different cultures is to
figure out which rewards have high valence for them.
A major challenge in developing a diverse workforce has shown to be
getting the culturally diverse employees to work together smoothly.
A major challenge in providing leadership to cross-cultural teams is that the team members may
have different attitudes toward hierarchy and authority.
To achieve a high level of cultural intelligence, your ____, ____, and ____ would have to work together smoothly.
head, body, heart
A term developed to replace diversity (with respect to organizations) is
inclusion.
A key characteristic of an organization with leadership diversity is that
leaders throughout the company have attended diversity training.
The typical behavior of French managers in major French corporations illustrates how
leadership styles have become quite similar across cultures.
Todd, an American strategy specialist, visits his company's Italian affiliate. He is introduced to Annette, a native Italian, and the human resources director of the Italian affiliate. Todd should probably
lightly kiss Annette on both cheeks.
To motivate foreign workers to actually buy, the sales representative should be
multicultural.
Workers with a high-power-distance value tend to accept the idea that
people have unequal power throughout the firm.
You know that you have good cultural intelligence when you can
readily interpret the meaning of a smile from a foreigner.
It is recommended that the global leader must
recognize that universal needs rarely exist across cultures.
According to research, two success factors for international management positions are
sensitivity to cultural differences and being culturally adventurous.
Diversity is most likely to enhance business performance when
the organization provides consumer products or services.
Major account executive Katrina is visiting another country, and soon discovers that her customers will not talk about business until the group has dined together for several hours. Katrina would show cultural sensitivity by
trying to understand the dining tradition.
Hospital administrator Amanda has an urgent time orientation so she is likely to
value time as a scare resource.
The clearest commitment to valuing diversity occurs when
valuing diversity is incorporated into organizational strategy.
