1. A term developed to replace diversity (with respect to organizations) is:
a. exclusion.
b. inclusion.
c. affirmative action.
d. workforce blending.
2. In terms of diversity, business performance is most likely to be enhanced when:
a. the organization provides consumer products or services.
b. the organization provides industrial products or services.
c. the organization’s culture supports diversity.
d. at least 20 percent of the employees are from a protected group.
3. A marketing advantage for a company having a multicultural work force is that:
a. programs can be readily developed to reach a targeted ethnic or racial group.
b. company employees are more likely to buy its products.
c. the company will receive a seal of approval from the United Nations.
d. the price of company stock is likely to rise.
4. Call center manager Charlie has a strong performance orientation value. Therefore, he is likely to:
a. be quite confrontational when a customer is unrealistic.
b. treat male and female workers at the call center differently.
c. encourage high standards of excellence at the call center.
d. set high work standards for himself and low standards for others.
5. Hospital administrator Amanda has an urgent time orientation. She is likely to:
a. be laid back and casual about time.
b. value time as a scare resource.
c. invite her staff to participate in many retreats.
d. enjoy sitting through presentations of substantial length.
6. Workers with a high power-distance value tend to accept the idea that:
a. people from different cultures also have power.
b. they may not achieve power until the distant future.
c. people have unequal power throughout the firm.
d. power comes through hard work.
7. The typical behavior of French managers in major French corporations illustrates how:
a. cultural values influence leadership style.
b. control systems vary across cultures.
c. leadership styles have become quite similar across cultures.
d. the consensus style of management is popular in Europe.
8. A study of about 457 German managers indicated that they had a pronounced cultural value related to:
a. compassion for average-performing workers.
b. a belief in low technology.
c. a weak performance orientation.
d. a strong performance orientation.
9. When faced with conflict, a Malaysian manager is likely to:
a. give in readily to the other side.
b. ignore the situation.
c. be diplomatic in finding a solution.
d. look for ways to intensify the conflict.
10. In contrast to his or her southern counterpart, the stereotypical northern U.S. manager is likely to be:
a. laid back and interested in relationship building.
b. brusque and impatient for results.
c. concerned about gender differences.
d. concerned about conducting business ethically.
11. 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:
a. attempting to conduct business as soon as the main meal is completed.
b. explaining that her company discourages wasting time.
c. explaining with tact that the group is wasting time and money.
d. trying to understand the dining tradition.
12. To motivate diverse people to actually buy products, a company’s sales representatives should be:
a. multicultural.
b. inflexible.
c. laid back.
d. ethnocentric.
13. Which of the following is least likely to be a source of cultural misunderstanding?
a. Language differences
b. Work habits
c. Women’s roles
d. Entertaining in restaurants
14. Which of the following is not one of the three components of cultural intelligence?
a. Cognitive CQ
b. Financial CQ
c. Physical CQ
d. Emotional/motivational CQ
15. To attain the highest level of cultural intelligence, it is important that _____.
a. a person’s head, body, and heart work together smoothly
b. a person follows a convergent learning style with broad cultural interests
c. managers be brusque and aggressive with subordinates
d. companies focus on diversity only when hiring people for entry-level positions
16. It is recommended that global leaders must:
a. tap into a deep, universal layer of human motivation.
b. recognize that universal needs rarely exist across cultures.
c. emphasize extrinsic (external) motivation for most workers.
d. recognize that people will work for a cause but die for money.
17. According to research, two success factors for international management positions are:
a. being high on power distance and uncertainty avoidance.
b. being multilingual and having foreign-born parents.
c. sensitivity to cultural differences and being culturally adventurous.
d. ethnocentrism and patriotism.
18. Which of the following is not one of the criteria for generating superior global corporate performance from a
leadership perspective?
a. Patriotism and dogmatism
b. Profitability and productivity
c. Commitment and morale
d. Adaptability and innovation
19. A study found that when executives on overseas assignments had low emotional intelligence, they often:
a. were highly successful.
b. failed in their assignments.
c. demanded a permanent assignment.
d. demanded to return to a home-based assignment quickly.
20. A major challenge in providing leadership to cross-cultural teams is that team members may:
a. in most part be looking for a transfer to the United States.
b. not be willing to work in different time zones.
c. refuse to cooperate with a foreigner.
d. have different attitudes toward hierarchy and authority.
21. A useful guideline in motivating workers from different cultures is to:
a. offer financial rewards in their own currency.
b. figure out which rewards have high valence for them.
c. recognize that relatively few workers have higher-level needs.
d. recognize that relatively few workers have lower-level needs.
22. A key initiative for retaining minority group members and assisting in their advancement is:
a. employee network groups.
b. diversity training.
c. outdoor training.
d. mentoring.
23. The clearest commitment to valuing diversity occurs when:
a. the organization holds a celebration valuing diversity.
b. valuing diversity is incorporated into organizational strategy.
c. a minority group member is appointed as diversity coordinator.
d. an organization develops a diverse base of customers or clients.
24. The major purpose of diversity training is to:
a. conform to affirmative action legislation.
b. get people to express their hidden prejudices.
c. bring about workplace harmony.
d. break down status barriers between managers and employees.
25. People are considered to have good cultural intelligence when they can:
a. readily interpret the meaning of a smile from a foreigner.
b. use their ATM card to withdraw money in a foreign country.
c. ask “Where is the post office” in three different languages.
d. name all seven continents in less than one minute.
26. 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:
a. give Annette an American-style bear hug.
b. kiss Annette rather firmly on the forehead.
c. lightly kiss Annette on the lips.
d. lightly kiss Annette on both cheeks.
27. Members of an employee affinity group:
a. always segregate themselves from the workforce.
b. affiliate on the basis of a group characteristic such as race.
c. stay in touch globally through the company intranet.
d. conduct audits of diversity within the company.
28. A problem in hiring for person–organization fit is that:
a. the corporate culture might be weakened.
b. candidates whose values fit the organization might be excluded.
c. it might inadvertently discriminate against protected classes of workers.
d. group characteristics may receive too little attention.
29. A key characteristic of an organization with leadership diversity is that:
a. there is a heterogeneous group of leaders.
b. diversity is confined to ethnicity.
c. considerable job rotation takes place among company leaders.
d. diversity is limited to sex.
30. A major challenge in developing a diverse workforce is:
a. getting culturally diverse employees to work together smoothly.
b. increasing the voluntary turnover rate a little.
c. reducing turnover among the minority group members hired.
d. finding minority group members to promote.
31. An advantage of managing for diversity is that it reduces turnover among minority group members.
a. True
b. False
32. Part of the marketing advantage of diversity is that a workforce that matches up with the diversity of the company’s
customer base has an edge in appealing to those customers.
a. True
b. False
33. Research on workgroups suggests that groups composed of people with diverse perspectives consistently
underperformed as a team.
a. True
b. False