BUS 325 Global Human Resource Management Week 8 Quiz – Strayer (All Possible Questions With Answers)
Click on the Link Below to Purchase A+ Graded Course Material
CHAPTER 7: International Training, Development and Careers
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.
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
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
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?