ITB 305 WEEK 13 QUIZ
ITB 305 Week 13 Quiz
1 Bass found that the most effective managers were _____ leaders.
2 The creation of uncertainty and the analysis of many alternatives
regarding future action is referred to as:
3 This individual monitors follower performance and takes
corrective action when deviations from standards occur.
4 These leaders are visionary agents with a sense of mission
who are capable of motivating their followers to accept new goals and new ways
of doing things.
5 Leader behaviors can be translated into three commonly
recognized styles. These are:
6 This leadership style is widely used by Theory X managers,
who believe that final decisions should be in the hands of the higher-level
employees and that a continued focus on the task is compatible with the kind of
people they are dealing with.
7 Theory Z leadership is associated with the work of:
8 According to this theory, a great deal of creative potential
basically goes untapped and if these abilities can be tapped, workers will
provide much higher quantity and quality of output.
9 The theory of leadership which combines Japanese and U.S.
assumptions and approaches to leader behavior is referred to as:
10 These leaders expect everyone to work hard; in turn, the
employees will be guaranteed employment and given security benefits such as
medical and retirement programs.
11 The focus of attention of this leadership style usually is
on work progress, work procedures, and roadblocks that are preventing goal
attainment.
12 Usually, this leadership behavior satisfies some employee
needs and in turn subordinates tend to exhibit loyalty and compliance.
13 According to Bass, the most effective leaders were
characterized by four interrelated factors. These are:
14 U.S. executives are taught and tend to use _____, which is the
limiting of uncertainty and the focusing of action on a limited number of
alternatives.
15 This manager believes that, if people are committed to the
goals, they will exercise self-direction and self-control.
16 Traditionally, what was the only selection criterion MNCs
relied on for overseas assignments?
17
Many MNCs use _______ at the middle- and lower-level ranks.
18 There are four basic sources that MNCs can tap for
positions. These are:
19 An approach to developing an expatriate compensation package
that involves giving the expat a predetermined amount of money and letting the
individual make his/her own decisions regarding how to spend it is referred to
as the:
20 An individual who is responsible for ensuring that a firm's
business systems are in accord with those of the local culture is a(n):
21 One study found that ______ were most effective in
subsidiaries located in developing countries or those that relied on a local
customer base.
22 An agreement whereby the firm tells the individual how long
she/he will be posted overseas and promises to give the individual, on return,
a job that is mutually acceptable is a:
23 The most common elements in the typical expatriate
compensation package include:
24 Which of the following training programs are created for the
specific needs of the participants?
25 This approach to developing an expatriate compensation
package entails giving the individual a series of options and letting the
person decide how to spend the available funds.
26 _______ are managers who are citizens of countries other
than the one in which the MNC is headquartered or the one in which they are
assigned to work by the MNC.
27 An approach to developing an expatriate compensation package
that involves paying the expat a salary comparable to that of local nationals
is referred to as:
28 Factors used to choose personnel for international
assignments are referred to as:
29 The four basic philosophical positions that multinationals
can assume and influence a company's training program are:
30 This is the acquisition of skills, knowledge, and abilities
that results in a relatively permanent change in behavior.
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