Mgt 510 final exam part 2

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Usually provide significant extra pay for expatriate assignments.

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Evaluate their managers by headquarters’ country standards.

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Focus primarily on language training as preparation for expatriate assignments.

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Use similar pay and benefit packages for all international assignments.

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To match home and host county purchasing power.

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To make sure you reward international managers for their hardship.

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To save costs in inexpensive countries.

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To provide headquarters’ accountants with consistent information on salaries.

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A global HRM orientation.

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A polycentric HRM orientation.

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Either a ethnocentric or regiocentric HRM orientation.

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A geocentric orientation.

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Expatriate employees who come from the parent’s home country.

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Employees who come from a different country where he/she is working.

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Expatriate employees which come from the parent’s home country.

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Employees from foreign country who work in the country where the host company is located.

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Is no different from domestic HRM.

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Is the application of HRM to international settings.

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Is the orientation to hiring international employees.

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Is the selection and compensation of expatriates.

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Cross-cultural training reduces expatriate failure rates.

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Cross-cultural training makes people feel more comfortable but there are no bottom line effects on performance.

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US firms invest the most in this activity.

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It only beneficial for long term assignments.

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Use similar pay and benefit packages worldwide.

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Select home country nationals for key positions.

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Emphasize extensive training in the company culture before allowing a manager to go international.

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Often use international experience as a technical qualification for high level management.

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Recruitment.

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Compensation.

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Selection.

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Training and development.

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Ignore the ploy and focus on mutual benefits.

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Keep a psychological distance that reflects the true nature of the relationship.

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Walk out of negotiations.

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Reveal when you plan to leave negotiations.

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Is very popular in Asian cultures.

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Is similar to the holistic approach.

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Implies that concession making begins only after all participants discuss all issues.

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Implies that negotiators expect each side to give and take on individual issues in sequence.

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Negotiators presenting flagrant untruths either in the facts they present or in their intentions for the negotiation.

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Negotiators waiting to the last minute before the international negotiation team plans to go home.

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Negotiators making an agreement then reveal that it must be approved by senior managers or the government.

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One negotiator acting agreeable and friendly while his or her partner makes outrageous or unreasonable demands.

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Negotiators seek out mutually satisfactory ground that is beneficial that allows both companies to win.

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Competitive negotiators view the negotiation as a win-win game.

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Competitive negotiators use dirty tricks and any plot that leads to their advantage.

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Competitive negotiators search for possible win situations where the outcome of the negotiation is mutually satisfactory to both sides.

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Is the use of smells as a means of nonverbal communication.

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Refers to communication through eye contact or gazing.

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Communication through the use of space.

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Communication through body contact.

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Not to make any concessions.

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To ignore the ploy and focus on the agreement.

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To not reveal your negotiation plans.

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To point out directly what you believe is happening.

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Are languages in which people state things directly and explicitly.

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Include most northern European languages including German, English, and the Scandinavian languages.

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Are languages in which people state things indirectly and implicitly.

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Are languages where the words provide most of the meaning.

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Problem-solving

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Concession-making

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Competitive

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Hard nosed

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Ignore the differences in needs between nations and apply the models uniformly.

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Take into consideration the particular needs that people seek to satisfy in different countries.

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Give the same magnitude of importance to work needs and apply these motivational tools.

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Understand work centrality and then provide the same rewards to satisfy needs.

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Is the social process of sharing.

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Occurs when people prefer to work in groups.

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Means that everyone’s work is easier in groups.

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Occurs when people put out less effort when working in groups.

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Physiological needs.

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Self esteem needs.

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Self actualization needs.

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Security needs.

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Should specify the hierarchy of needs of workers.

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Identify and eliminate potential sources of inequity at work.

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Identify valued outcomes and convince workers that their efforts will lead to these outcomes.

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Punish workers for not achieving organizational goals.

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Basic survival needs such as food, water and shelter.

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Safety and avoidance of pain and life-threatening situations.

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Being loved and having friendship.

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Focus on respect and feelings of self-worth.

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Extinction

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Goal-directed

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Reinforcement

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Punishment

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Motivation is a function of the individual’s beliefs of what happens if one works hard.

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Motivation is a result of the outcomes of one’s past behaviors.

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Motivation is a function of why people work.

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People can satisfy basic human needs in the work setting.

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Needs theories

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Work centrality theories

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Process and reinforcement theories

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Work functions theories

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People across the world assign the same degree of importance to work functions.

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People across the world rate income as the most important work function.

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People from different nations do not assign the same magnitude of importance to work functions.

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Workers saw the most important function of work as providing contact with other people.