CH11 - Organizational Relationships

German managers are known to be specialists for which a technical background is more typical than a formal education. German foremen, supervisors, and managers typically have professional rather than academic degrees.

Many Japanese organizations practice a seniority-based wage and promotion arrangement where employees are promoted and compensated based on the number of years they have served the organization.

China's Confucian heritage affects how Chinese will approach their business relationships. All relationships are seen as unequal, and one's ethics are directed toward observing these inequalities.

Compartmentalization is the most prominent structural feature of Mexican culture—that is, that Mexicans have a tendency to isolate and divide many aspects of their lives into discrete, independent units.

Doors are an important cultural symbol to the Germans.

Unlike many U.S. or Japanese corporate conglomerates whose global market success is attributable to diversification, many German firms concentrate on specialization—that is, doing one thing and doing it right.

Generally, Mexican organizations do not emphasize self-determination on the job. Unlike workers in the United States, Mexicans usually are not rewarded for initiative.

Generally, Mexican workers do not wish to call attention to themselves for outperforming a coworker and may be ashamed and embarrassed if recognized above others.

Relationships between Mexican managers and their subordinates are generally distant.

As a sign of trust and friendship, Arab men may be seen holding hands. During greetings, men kiss on the cheeks.

One of the most frustrating aspects for Americans doing business in Mexico is the:

China has now surpassed Germany as the largest exporter of:

In many Chinese organizations the idea of open communication between managers and workers is:

Many Japanese corporations encourage women employees to marry male employees because:

In Japanese companies, the primary purpose of taiso is to:

Which of the following managerial traits was endorsed by most Japanese managers?

In comparison with U.S. managers, Japanese managers use influence tactics that are:

In Japan, indirect eye contact is a sign of:

The most prominent feature of German culture that permeates into their organizations is:

Within organizations, many Chinese workers see the manager as:

Many German corporations concentrate on:

In comparison with workers in the United States, Mexican workers:

Most Mexican businesses have:

Which of the following statements is generally not true of Arab communication?