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Effective international managers follow the “four P’s” to make sure their teams

Question 1 (2 points)

Effective international managers follow the “four P’s” to make sure their teams are well-organized. Making sure that the team understands the reason for doing something is a part of the performance of which of the four P’s?

Question 1 options:

Preparation

Purpose

Process

People

SaveQuestion 2 (2 points)

Concerning communication in national and organizational cultures, which of the following statements is true about individuals who place a high value on speaking directly?

Question 2 options:

They pay a great deal of attention to the body language of others.

They place little to no emphasis on facts and clarity.

They think that conflict helps to clear the air.

They worry about whether they offend others with their speech.

SaveQuestion 3 (2 points)

Fixed, general images that a lot of people believe represent a particular group of people are known as:

Question 3 options:

Assumptions

Realities

Stereotypes

Influences

SaveQuestion 4 (2 points)

When you work internationally, you have to deal with the potential barriers of:

Question 4 options:

Language and cultures

Morals and culture

Internal and external

Personality and environment

SaveQuestion 5 (2 points)

Concerning managing a group in an international context, what type of analysis can be used to better understand the existing success factors for your team and decide on your leadership style?

Question 5 options:

Brainstorm analysis

SWOT analysis

Sherman analysis

Kotter analysis

SaveQuestion 6 (2 points)

In an international work context, why is transparency – for example the clear definition of tasks – important?

Question 6 options:

Because in the international work context, there is no room for ambiguity.

Because there is a chance of misunderstanding due to language and distance.

Because in the international work context, there is no room for complexity.

Because the international manager must resolve every issue immediately.

SaveQuestion 7 (2 points)

Shared values often exist across cultures; however, these values may vary a great deal in terms of their:

Question 7 options:

importance

improvement

change

morals

SaveQuestion 8 (2 points)

What is one result of working in international projects, and also virtually?

Question 8 options:

Your project leader is often not present.

You always have your project leader on location.

You have to take the lead position of the project yourself.

You do not have any support from the leader.

SaveQuestion 9 (2 points)

A possible blocker of change, characterized by doing what is told, following the rules, and behaving properly, shows

Question 9 options:

Conformity

Indifference

Security

Tradition

SaveQuestion 10 (2 points)

When working across cultures, it is important to understand the values, attitudes, and beliefs that underpin:

Question 10 options:

Location

Religion

Behavior

Opinions

SaveQuestion 11 (2 points)

Regarding attitudes towards change according to Schwartz’ framework for openness to change self-direction is a driver of change that:

Question 11 options:

Seeks fun and pleasure, wants to enjoy life.

Does lots of different things, seeks new activities, and likes surprises.

Likes to be independent and self-reliant, likes freedom to decide.

Is indifferent about personal creativity and imagination.

SaveQuestion 12 (2 points)

The model that shows us that there can be a gap between what we show and know about ourselves and what our colleagues see and know about us is referred to as:

Question 12 options:

The Johari Curve

The Johari Box

The Johari Window

The Johari Concept

SaveQuestion 13 (2 points)

Which of the following statements is true about working in international projects?

Question 13 options:

Project members come from the same professional or functional cultures.

Project members come from the same organizational cultures.

Project leaders are usually from the same countries as their team members.

Project members may work in different national or ethnic environments.

SaveQuestion 14 (2 points)

Mindful international managers need to recognize that behavior and interaction are not only influenced by culture, but also by:

Question 14 options:

Financial need

Society

Personality

Environment

SaveQuestion 15 (2 points)

Which statement is true about people in hierarchical societies?

Question 15 options:

They show a relatively greater respect for power and authority.

They reject the idea that the wealthy and powerful are deserving of more respect.

They believe that an individual’s social ranking at birth will probably change

They embrace the “tall poppy” syndrome

SaveQuestion 16 (2 points)

Concerning communication in national and organizational cultures, which of the following statements is true about individuals who place a high value on maintaining harmonious relationships?

Question 16 options:

They think that conflict helps to clear the air.

They place little to no emphasis on facts and clarity.

They use shared knowledge and experience.

They don’t consider others’ feellings in their speech.

SaveQuestion 17 (2 points)

Which of the following cultural orientations is characterized by mutually supportive networks both at work and outside of work?

Question 17 options:

Individual-oriented

Other-oriented

Group-oriented

Company-oriented

Question 18 (2 points)

Concerning managing a group in an international context, which of the following is the most influential factor in shaping culture in an organization?

Question 18 options:

The behavior of the team members

The behavior of the society

The behavior of the government leaders

The behavior of the organization’s leader

Question 19 (2 points)

In international projects, the effective team leader needs to think about how team members are going to be supported during what phase(s) of the project?

Question 19 options:

At the beginning of the project

During the middle of the project

At the end of the project

Throughout the life of the project

Question 20 (2 points)

Which of the following is true of meetings in more time-oriented cultures?

Question 20 options:

Meetings tend to start and finish later than announced.

Meetings tend to be less structured.

Meetings tend to have no agenda or an agenda that may not be followed.

Meetings tend to start and finish on time.

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