81.
High levels of motivation in teams are likely when
82.
Team coaching is critically important in global teams because
83.
Legitimate, shared standards against which the appropriateness of behavior can be
evaluated are known as
84.
Global team leaders want to set specific team norms because
85.
Cooperation as a global team norm
86.
The sooner the team achieves high levels of trust, the sooner the team can
87.
Because of the context in which the global team leader is acting, he or she
88.
With regard to globalization’s complexity, the condition of multiplicity means that
89.
Included in the differences between a traditional team and a global team is the difference
between
90.
Included in the differences between a traditional team and a global team is the difference
between
91.
The inclination in diverse global teams is to
92.
Culture plays a role in global team member expectations. For example,
93.
Maznevski’s map-bridge-integrate model helps global team members
94.
In the process of bridging, team members
95.
Virtual communication
96.
Virtual teams that meet frequently to build trust are said to
97.
According to the text, the questions that are critical to ask with regard to rewarding global
team performance in culturally diverse, geographically dispersed virtual global teams
include:
98.
Social loafing is
99.
Many researchers believe that a good way to avoid the problem of social loafing is to
100.
The five areas to consider when establishing a balance of team and individual rewards
include all of the following except:
101.
Leading global change is
102.
The stages of Kurt Lewin’s change model include all of the following except
103.
The steps of John Kotter’s approach to organizational change include all of the following
except
104.
The steps of John Kotter’s approach to organizational change include
11–53
105.
In her work on the implementation of change, Joyce Osland suggests that
Fill in the Blank Questions
106.
A set of ideas that combines an openness to and an awareness of diversity across markets
and cultures with a propensity and ability to synthesize across this diversity is a(n)
____________.
107.
The manager with a ____________ is open to other cultures, and is eager to approach
issues from multiple perspectives.
108.
____________, which includes business acumen, is one of the two components of global
mind-set.
109.
____________, which includes self-awareness, cross-cultural understanding, cultural
adjustment, and cross-cultural effectiveness, is one of the two components of global
mind-set.
110.
The behaviors and processes required for organizing a group of people to achieve a
common purpose or goal are known as _______.
111.
According to Warren Bennis, a distinction between leaders and managers is that the
leader _______, but the manager administrates.
112.
According to Warren Bennis, a distinction between leaders and managers is that the
manager maintains, but the leader _______.
113.
According to Warren Bennis, a distinction between leaders and managers is that the
manager accepts the status quo, but the leader ______ it.
114.
According to Warren Bennis, a distinction between leaders and managers is that the
manager imitates, but the leader _______.
115.
According to Warren Bennis, a distinction between leaders and managers is that the
leader inspires, but the manager _______.
116.
The geometric growth in the volume and nature of issues global leaders deal with is
referred to as _______.
117.
________ is the concept that refers to the recognition that although dispersed
geographically, the different units of the company are systematically linked to each other
and increasingly dependent on external organizations.
118.
________ refers to the challenge of dealing with information that lacks clarity and
incorporates both quantitative and qualitative dimensions, hindering the understanding of
cause-and-effect relationships and the effectiveness of subsequent problem-solving
efforts.
119.
________ is the concept that recognizes that the international system itself is constantly
changing.