BUS 325 Week 8 Quiz – Strayer
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Quiz
7 Chapter 7
International
Training, Development and Careers
TRUE/FALSE
1. An international assignment, in itself, is an
important training and development tool.
2. Presently, MNEs place little priority on
providing pre-departure training for spouses and family.
3. More multinationals are now expanding their
pre-departure training programs to include programs for the spouse and family.
4. Professor Tung revised her recommendations
for cross culture training, so that now she feels that there should be more
emphasis in foreign language training.
5. An immersion approach to cross culture
training would include role playing and stress reduction training.
6. A preliminary visit to a country is
considered a necessary part of the selection process of any type of expatriate
assignment and by all countries.
7. Language problems are largely viewed as
mechanical and manageable problems that can be readily solved.
8. Chinese nationals are unwilling to accept
English as a business language.
9. Culture awareness training is the most common
form of pre-departure training.
10. Most expatriates are hired internally.
11. Relocation specialist provides practical
assistance to expatriates.
12. Expatriates are often used for training
because of a lack of suitably trained staff in the host locations.
13. HCNs may not be regarded as “genuine”
expatriates as they are not trained in the same manner.
14. Non-expatriates are given the same cross
culture training as expatriates.
15. A byproduct of working in an international
team is becoming culturally aware.
16. There is an increasing interest in all
aspects of training and development with a focus on practices in the economic
super power China.
17. A repatriate may experience re-entry shock to
the home country and may require training.
18. It is a wise policy for MNEs to encourage
expatriate to travel to exotic locations during holidays.
19. Work-related information exchanges are part
of any expatriate assignment.
20. Employees accepting international assignments
can have cultural shock entering a host country and a cultural shock returning
to home organizations.
21. Firms with career development planning have a
higher rate of repatriate turnover.
22. The repatriate’s new position usually
devalues the overseas experiences.
23. The returning repatriate will usually get a
promotion upon reentry.
24. Repatriates working in a foreign location may
have role conception and role behavior conflicts which are influenced by the
cultural differences when they return home.
25. Children do not have a difficult re-entry
problem when returning home.
26. A boundaryless careered person is committed
to the multinational company and not one’s own career.
27. Multinationals are reinforcing the notion of
a protean and boundaryless careers when they do not guarantee repatriates
positions upon re-entry.
28. Cost reduction or containment is an important
driver in international assignment trends.
MULTIPLE
CHOICE
1. A multinational builds it stock of human
resources or human capital by:
|
a.
|
Training
and development activities
|
c.
|
Hiring
from competitors
|
|
b.
|
Buying
stock in another company
|
d.
|
Keeping
up with trends of hiring
|
2. An indication of how important training and
development has become in multinationals is reflected in that they have:
|
a.
|
Established
their own universities
|
|
b.
|
Stolen
employees from competitors
|
|
c.
|
Required
college degrees for all employees
|
|
d.
|
Increased
their training budgets even during
periods of economic decline
|
3. A useful way for employees to gain a broader
perspective of an MNE is:
|
a.
|
Matrix
structures
|
c.
|
Short-term
assignments
|
|
b.
|
Job rotations
|
d.
|
Commuter
|
4. Components of pre-departure training programs
include all of the following Except:
|
a.
|
Cultural
awareness training
|
c.
|
Language
instruction
|
|
b.
|
Practical
assistance
|
d.
|
Technical
refresher training
|
5. What is the most common form of pre-departure
training?
|
a.
|
Language
|
c.
|
Practical
assistance
|
|
b.
|
Culture
awareness
|
d.
|
Exchange
rate
|
6. If an expected level of interaction with
local host country employees is low and similarity between the parent and the host country is high, the
length of cross culture training would be:
|
a.
|
Less
than 1 week
|
c.
|
4
weeks
|
|
b.
|
2
weeks
|
d.
|
3
months
|
7. Preliminary visits to the host country:
|
a.
|
Encourages
more informed pre-department preparations
|
|
b.
|
Is a
perk in the recruitment process
|
|
c.
|
Is
discouraged in European countries
|
|
d.
|
Is
too expensive to be considered
|
8. Which language is considered the language of
World Business?
|
a.
|
Mandarin
Chinese
|
c.
|
English
|
|
b.
|
Spanish
|
d.
|
French
|
9. Disregarding the importance of foreign
language skills may reflect ___________assumptions.
|
a.
|
Multicentric
|
c.
|
Regiocentric
|
|
b.
|
Polycentric
|
d.
|
Ethnocentric
|
10. One technique useful in orienting any
international employee is a/an:
|
a.
|
Interview
with a host national
|
|
b.
|
Preliminary
visit to the host country
|
|
c.
|
Review
of the country or region in the news
|
|
d.
|
Selection
of readings about the history of the host country
|
11. A major objective of intercultural training
is:
|
a.
|
To
make the assignee an expert in the host country
|
|
b.
|
To
help people cope with unexpected events in a new culture
|
|
c.
|
To
create a concern on the part of the assignee so they take the assignment
seriously
|
|
d.
|
Get
the assignee through the first week or so of the assignment
|
12. Language skills are important in terms of:
|
a.
|
Employee
personal development
|
|
b.
|
Travel
and dining abilities
|
|
c.
|
Recruitment
and selection process
|
|
d.
|
Task
performance and cultural adjustment
|
13. The components of a pre-departure training referred
to as “practical assistance” :
|
a.
|
Provides
information that assist in relocation
|
|
b.
|
Provides
money for transportation
|
|
c.
|
Consist
solely of language training
|
|
d.
|
Is
seldom provided to expatriates
|
14. The employee who trains the HCN is usually:
|
a.
|
A
line manager
|
c.
|
An
expatriate
|
|
b.
|
At
headquarters
|
d.
|
An
inpatriate
|
15. This type of employee may comprise the
largest contingent of employees in international businesses
|
a.
|
Expatriate
|
c.
|
Inpatriate
|
|
b.
|
Non
expatriate
|
d.
|
TCN
|
16. Expatriates appearing to have greater job satisfaction during and
after their international assignment had:
|
a.
|
Preliminary
visits
|
c.
|
Integrated
cross-cultural training
|
|
b.
|
Language
classes
|
d.
|
Higher
compensation
|
17. International expertise is an outcome of
|
a.
|
Cross-cultural
training
|
c.
|
Practical
assistance
|
|
b.
|
MNE sponsored universities
|
d.
|
International
assignments
|
18. Along with expected financial gains, the
primary motive for accepting an international assignment is
|
a.
|
Knowledge
|
c.
|
Career
advancement
|
|
b.
|
Travel
|
d.
|
Need
|
19. A sub-set form of an international team is
a/an:
|
a.
|
Expatriate
|
c.
|
Virtual
team
|
|
b.
|
TCN
|
d.
|
Commuter
|
20. There is a continuing pressure from
developing countries for:
|
a.
|
PCN
transfers
|
|
b.
|
Effective
pre-departure training
|
|
c.
|
Long
term assignments
|
|
d.
|
Localization
of training and development initiatives
|
21. The “affective approach” to training
partially consists of:
|
a.
|
Cultural
briefings and area briefings
|
|
b.
|
Field
experiments and simulations
|
|
c.
|
Role-playing
and case studies
|
|
d.
|
Survival level language training and sensitivity
training
|
22. Training and development is a critical
component of an international assignee because:
|
a.
|
Expatriates
are trainers, part of the transfer of knowledge across units
|
|
b.
|
Expatriates
are not expected to ensure that systems and processes are adopted
|
|
c.
|
Expatriates
do not rely on assignments for developmental purposes
|
|
d.
|
Expatriates
are expected to return to the host country and train parent company employees
|
23. The benefits of international teams include:
|
a.
|
Lower
payroll cost and reducing turnover
|
|
b.
|
Breaking
down functional and national boundaries, enlarging communication flows
|
|
c.
|
Standardizing
inputs into decisions, problem solving strategies and providing uniform
strategic assessments
|
|
d.
|
Building
formal control by way of policies and procedures
|
24. Repatriation:
|
a.
|
Is
the activity of bringing the expatriate back to the home country
|
|
b.
|
Is
one who works and temporally resides in a foreign country
|
|
c.
|
Is a
business traveler who performs tasks in a foreign country and then returns
|
|
d.
|
Is a
second expatriate assignment to the same location
|
25. The final stage in the expatriation process
is:
|
a.
|
Inpatriate
|
c.
|
Transpatriation
|
|
b.
|
Repatriation
|
d.
|
Counterpatriation
|
26. The repatriation process is accomplished by
three phases, all which are included below EXCEPT:
|
a.
|
Pre-departure
|
c.
|
During
the assignment
|
|
b.
|
Recruitment
and selection
|
d.
|
Upon
return
|
27. Home leave and exotic vacations are included
in the following phase of repatriation:
|
a.
|
Pre
departure phase
|
c.
|
During
the assignment phase
|
|
b.
|
Recruitment
and selection phase
|
d.
|
Upon
return phase
|
28. Sponsor or Mentors:
|
a.
|
Facilitate
the smooth transition into a foreign assignment
|
|
b.
|
Are
responsible for keeping the expatriate in touch with the changing conditions
at home
|
|
c.
|
Provide
in-depth information on host country conditions
|
|
d.
|
Often
travel with the expatriate
|
29. Guarantee of a position at home upon
completion of an overseas assignment were only given in one country as reported
in a survey by Tung-Arthur Anderson in 1997. That country is:
|
a.
|
USA
|
c.
|
Germany
|
|
b.
|
Japan
|
d.
|
UK
|
30. A repatriate can encounter the following career
anxiety job related factors EXCEPT:
|
a.
|
Loss
of visibility an isolation
|
c.
|
Culture
shock
|
|
b.
|
No
post-assignment guarantee
|
d.
|
Workplace
changes
|
31. If the multinational is in the process of a
major restructuring, the aftermath of a merger or acquisition or sale of a
division can result in:
|
a.
|
Job
shedding
|
c.
|
New
factory building
|
|
b.
|
Bankruptcy
|
d.
|
Matrix
|
32. Organizations seem to have a lower rate of
repatriate turnover when:
|
a.
|
A
firm is downsizing
|
|
b.
|
Bonuses
are given upon reentry
|
|
c.
|
An
employee is married
|
|
d.
|
Firm
provides career development planning
|
33. What kind of position can the repatriate most
likely expect upon re-entry:
|
a.
|
Promotion
|
c.
|
Same
position
|
|
b.
|
No
position
|
d.
|
Lateral
position
|
34. Boundaryless careerists are:
|
a.
|
Highly
qualified mobile professionals
|
c.
|
Self-employed
contract workers
|
|
b.
|
Careers
that consist of a job for life
|
d.
|
Jobs
generated by a multinational
|
35. What is a main reason for multinationals to
hire an “international itinerants?”
|
a.
|
Higher
control of activities
|
c.
|
Higher
firm knowledge
|
|
b.
|
Elimination
of repatriation activities
|
d.
|
Foreign
country knowledge of customs
|
36. Visible and concrete expression of the
repatriate value to the firm can be accomplished by all of the following
EXCEPT:
|
a.
|
Promotion
|
c.
|
Completion
bonus
|
|
b.
|
Public
ceremonies
|
d.
|
Private
congratulations
|
TOP: Designing a Repatriation Program
37. It was calculated by Black and Gregersen that
a US multinational will spend ________on each expatriate over the duration of
the assignment:
|
a.
|
No
more than a regular employee
|
c.
|
Two
million dollars
|
|
b.
|
$
500,000
|
d.
|
One
million dollars
|
SHORT
ANSWER
1. What are the four components of pre-departure
training programs that contribute to a smooth transition to a foreign location?
Discuss each in turn.
2. What are the benefits of using international
teams?
3. Even though language usually falls in
importance behind cross culture training, what are some of the advantages of
the expatriate being fluent in the host and parent language?
4. Discuss the components of the Mendenhall,
Dunbar and Oddou cross cultural training model. What are the components of the
model and how does the training approach relates to each component?
5. What is the purpose of preliminary visit to a
host county and what are some of the outcomes of such a visit?
6. When a repatriate returns to the home office
what kind of challenges do they face? What kind of position awaits the
returning employee?
7. What are the three steps of the repatriate
process?
8. What are the three main reasons for the
multination to have a well-designed repatriation process?
9. What skills and knowledge are acquired
through a typical international assignment?
10. What should be covered in a formal
repatriation program?
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