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CHAPTERS 2, 3, 6, 9, 11, 12, 14, 15, 18: Alternative quiz approach
An alternative procedure to multiple choice and true/false in class quizzes is to give short-
answer essay questions that inform the instructor whether students are keeping up with the
readings relevant to class discussions and eventual student performance outcomes. The
argument in favor of this approach is that, whereas multiple choice and T/F encourage
memorization, short essay questions encourage problem-solving and writing skills.
Professors may use various methods in pursuit of this approach. Students may be
given one or more questions at the beginning of a class based on a chapter reading assign-
ment and have a short time (15 minutes, for example) to write their answer either on a page
to be handed in, or on their computers to be emailed to the instructor. Or students may be
assigned a question in a small work group that discusses the question (15 minutes), and
then students provide their written answers on the basis of the group discussion
(15 minutes). The professor may choose that the group provide a single consensus answer,
or that, at the end of the discussion period, individual group members provide their own
individual answers. In my own classes, I use the single group answer approach, with each
student in a group receiving the group grade. I also allow that, if individual students strongly
disagree with their group’s “consensus” answer, they are welcome to do their own
hand-in.
The purpose of this section is to suggest fruitful short-answer questions for each of
the chapters identified in the heading of this section.
Q Chapter 2: Global leaders and intercultural communications
– Smartphones, internet, email, and text messaging all promote faster and faster
messaging. Is fast messaging a universal benefit for global leaders and/or inter-
– Is eye contact universally important to demonstrate sincerity in cross-cultural
– Most national characters in the top international trading nations prefer either
Extraverted Sensing (Se) or Extraverted Feeling (Fe) communication styles. In
contrast, American, German, British (UK), and French national cultures prefer
Extraverted Thinking (Te) communication style. Is this a problem for the latter? If
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Q Chapter 3: Global leaders learning in response to change
– Is an ethnocentric, polycentric, or geocentric mindset best for an MNE to achieve
the best performance outcomes in international markets? Explain your reasoning.
– Is an MNC most likely to enter a new foreign market using an export, licensing/
franchising, joint venture, or wholly owned entry strategy? Explain. (Answer:
– Keirsey proposes four temperament-based leadership styles that he argues are
genetically based and that differ in frequency based on national culture. Which
are most, or least, supportive of adapting to changing conditions? Explain.
American national character is primarily Logistical (SJ). How is this both an
advantage and a disadvantage for American businesses competing abroad?
Q Chapter 6: Motivating the global workforce
– Under what conditions is cultural diversity in MNC problem-solving a competi-
– Discuss the differences between “constructive controversy” and “concurrency
seeking” as processes for integrating diversity. Which is the more effective inte-
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Q Chapter 9: Global business ethics
– Two worldwide ethical systems are “self-interest” and “altruism.” Which of the
two, generally speaking, reflects the ethics of global business? Is this an advan-
– If you are negotiating a business deal with a Chinese counterpart, and she/he
asks for, or offers you, a bribe, favor, expensive gift, or financial kick-back, what
Q Chapter 11: International strategy
– Compare Western (Porter), Japanese (Musashi), and Chinese (Sun Tzu, Lao
Tzu) strategic thinking. Which is likely to be more effective and why? (Answer:
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– Most nations’ national characters are either predominantly Introverted Sensing
(Si) or Introverted Feeling (Fi) in their approaches to strategic problem-solving.
What are the key differences? Is one or the other better? (Answer: Si problem-
Q Chapter 12: Doing business in the Middle East
– How do Islamic and Western business ethics differ? Are devout Muslims OK
with Western business practices? Why or why not? (Answer: Islamic business
– Middle Eastern nations’ national characters all favor communication styles
different from Western nations (USA, Germany, UK, Australia). Is this a
– If you were an American manager managing a Turkish workforce in Turkey, how
would your work values likely compare with those of your Turkish subordinates?
What problems would be the most serious, and how could you address them?
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Q Chapter 14: Doing business in East Asia
– Building trust-based relationships is important for doing business in China,
Japan, and South Korea. What differences do you observe for doing so when
you compare cultural expectations in the three national cultures? (Answer: It is
– What does it mean to preserve your Japanese, Chinese, or South Korean coun-
terpart’s “face”? Is face an equally important relationship-building criterion in all
three national cultures? Explain your reasoning and offer an example from nego-
– Chinese national character problem-solving is Introverted Feeling (Fi), and their
communication style is Extraverted Sensing (Se). American national character
problem-solving tends to be Introverted Sensing (Si), and their communication
style is Extraverted Thinking (Te). Do these differences pose any special prob-
lems for Americans in terms of how they present proposals, compared with how
Q Chapter 15: Doing business in South and Southeast Asia, and Australia
– You have been assigned by your company to establish customer relationships in
South and Southeast Asia. You have meetings scheduled over a short three-day
junket in Australia and Singapore. You are an American working for an American
company. Should you behave differently in Australia versus Singapore? Are you
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likely to have an easier or harder time in one or the other country? If you were an
English Canadian working for a Canadian company, would things likely be the
– India has become a major international business nation. By 2050, India is
predicted to have become the world’s largest economy, ahead of China and the
United States. In what ways are Indians typically different from Americans (or
Germans, British, Canadians, or Australians) in their problem-solving and
Q Chapter 18: Doing business in Canada and the United States
– Americans are typically committed to high-speed business. They like to make
contact and keep in touch electronically, including texting and taking phone calls
while negotiating with foreign counterparts. They may bring final contracts to an
initial meeting with a potential new customer, hoping for a quick decision. How
are these behaviors likely to be perceived by Canadian counterparts? Are they
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Suggested essay questions
The following suggested sample test questions were generously provided to the authors for
use in the Instructor’s guide by Professor Pat Barber. We expect this addi tional information
will be valuable.
Q Culture can be studied using several different anthropological approaches including
kinship, educational, economic, political, religious, association, health, and recre-
ational systems. Discuss the four methods that you feel are most important for a global
manager to understand.
Q Discuss six types of listening behavior: hearing, information-gathering, cynical
listening, offensive listening, polite listening, and active listening. Provide an example
of each.
Q How does technology enhance and/or interfere with intercultural communication?
Discuss two positive aspects and two negative aspects.
Q How can interpreters help and/or hinder the negotiation process? How can you help
your interpreter perform his/her job better?
Q Discuss six skills necessary for a global manager to succeed. How will you acquire
these skills as a global manager?
Q According to Adler, there are five strategies for working with cross-cultural teams.
These are cultural dominance, cultural accommodation, cultural compromise, cultural
avoidance, and cultural synergy. Create and explain a model for these five
strategies.
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The following questions may draw on students’ own experience as well as from many chap-
ters in Managing Cultural Differences, 10th Edition. Professors can modify the questions as
appropriate.
Q “We all have the capacity to inspire and empower others. But we must first be willing
to devote ourselves to our personal growth and development as leaders” (HBR,
February 2007). Write your ideas with support for this quote.
Q “It is impossible to live among a foreign people and not become changed by them”
(from a quote in Chapter 10). Agree? Disagree? Reasons?
Q Choose one of the six situations from the beginning of Chapter 1 and write an analysis
of the interaction.
Q Are all people from every culture basically the same? If so (or not), does culture count?
Q Write an essay on whether you believe you have a “global mindset.”
Q Discuss a typical Japanese conflict resolution style?
Q Do you prefer working with people who are the same sex as you are, or not? Why? If
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the United States is Si and Extraverted Thinking (Te), how will American–Canadian
communications play out for better or worse?
Q If the national character of French Canadians is Introverted iNtuiting (Ni) and Fe, do
you think Americans will have an easier time interacting with English or French
Canadians? Please explain your answer.