16. A U.S. manager who is negotiating in China has difficultygetting his Chinese counterparts to agree to put the details oftheir new contract on paper. At the same time, the Chinese managersare frustrated at the U.S. manager’s insistence to clarify everydetail. This conflict is can be partially attributed to:
a. the U.S. superiority in business interactions
b. the Chinese not trusting the U.S. manager
c. the difference in how the two cultures use context
d. the differences in the two countries politicalsystems
17. Leaders in high power distance cultures would be mostcharacterized by:
a. expecting feedback from employees
b. relying on formal structures to accomplish tasks
c. seeking notoriety for the organization
d. focusing on team efforts
18. Power distance refers to:
a. how much power managers have
b. the extent to which people accept unequal power
c. the power of the leaders to make changes without consultingfollowers
d. how paternalistic and male dominated a society is
19. Individualistic cultures tend to:
a. expect people to conform to social norms before they becomeindependent
b. emphasize performance over social support
c. focus on individual achievement
d. value material goods
20. The concept of individualism/collectivism can be furtherrefined by considering:
a. whether leaders have power and how they use power.
b. how tight or loose the culture is.
c. whether followers make decisions on their own.
d. the concept of vertical and horizontal cultures.
