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Cross Cultural Management Essential Concepts 4th Edition Thomas Test Bank

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Cross-Cultural Management: Essential Concepts, Fourth Edition introduces readers to the fundamentals of cross-cultural management by exploring the influence of culture on interpersonal interactions in organizational settings and examining the ever-increasing number of cross-cultural management challenges that global managers face in today’s workplace. Instead of taking a country specific approach, authors David C. Thomas and Mark F. Peterson offer a predominantly psychological perspective―focusing on the interactions of people from different cultures in organizational settings. This approach shows readers the effects culture has on a wide variety of cross-cultural interactions across organizational contexts.

 

Table of Content:

  1. PART I. MANAGEMENT AND CULTURE
  2. 1. Introduction: The Challenging Role of the Global Manager
  3. Globalization
  4. Growing Economic Interconnectedness
  5. More Complex and Dynamic Work Environment
  6. Increased Use and Sophistication of Information Technology
  7. More and Different Players on the Global Stage
  8. Environment of Global Management
  9. What Global Managers Do
  10. How Global Managers Carry Out Their Role: Sources of Guidance
  11. Organizational Context, Culture, and Managerial Roles
  12. Evaluating Cross-Cultural Management Studies
  13. Limitations in Present Management Studies
  14. Types of International Management Research
  15. Methodological Issues in Cross-Cultural Research
  16. Critiques of International and Cross-Cultural Research
  17. Summary
  18. Questions for Discussion
  19. 2. Describing Culture: What It Is and Where It Comes From
  20. Features of Culture
  21. Culture Is Shared
  22. Culture Is Learned
  23. Culture Is Systematic and Organized
  24. Culture: A Working Definition
  25. Why Cultures Differ and Persist
  26. Survival (and the Emergence of Social Institutions)
  27. Language
  28. Religion and Ideology
  29. Other Factors
  30. Debates Surrounding the Concept of Culture
  31. National Culture
  32. Convergence, Divergence, or Equilibrium
  33. Organizational Versus National Culture
  34. Acculturation and Biculturalism
  35. Culture and Social Groups
  36. In-Group Bias and Prejudice
  37. Ethnocentrism
  38. Summary
  39. Questions for Discussion
  40. 3. Comparing Cultures: Systematically Describing Cultural Differences
  41. Kluckhohn and Strodtbeck Framework
  42. Hofstede’s Study
  43. Long-Term Orientation
  44. Indulgence Versus Restraint
  45. Schwartz Value Survey
  46. Trompenaars’s Dimensions
  47. The GLOBE Study
  48. Individualism and Collectivism
  49. Tightness and Complexity
  50. Vertical and Horizontal Dimensions
  51. Social Axioms
  52. Culture as Sources of Guidance
  53. Cultural Distance
  54. Limitations of Country Culture Research
  55. Use of the Frameworks
  56. Summary
  57. Questions for Discussion
  58. 4. How Culture Works: Fundamentals of Cross-Cultural Interaction
  59. Social Cognition
  60. Cultural Schemas
  61. Cultural Identity
  62. Cultural Scripts and Norms
  63. Selective Perception
  64. Perceived Similarity and Attraction
  65. Stereotypic Expectations
  66. National Stereotypes
  67. Resistance to New Information
  68. Stereotype Complexity and Evaluation
  69. Social Dominance
  70. Differential Attributions
  71. Inconclusive Information
  72. Attribution Error
  73. Cultural Differences in Attribution Bias
  74. Cross-Cultural Interaction Model
  75. Self-Schemas and Motivation
  76. Summary
  77. Questions for Discussion
  78. PART II. ROLES OF THE GLOBAL MANAGER
  79. 5. The Manager as Decision-Maker: Cross-Cultural Dimensions of Decision-Making
  80. Rational Decision-Making
  81. Cultural Differences in the Optimization Model
  82. Limits to Rationality
  83. Cultural Constraints on Rationality
  84. Heuristics
  85. Availability
  86. Representativeness
  87. Anchoring and Adjustment
  88. Motivational Biases in Decision-Making
  89. Selection and Reward Allocation Decisions
  90. Ethical Dilemmas in Decision-Making
  91. Moral Philosophies
  92. Consequential Models
  93. Deontological or Rule-Based Models
  94. Cultural Relativism
  95. Cognitive Moral Development
  96. Summary
  97. Questions for Discussion
  98. 6. The Manager as Negotiator: Communicating and Negotiating Across Cultures
  99. Cross-Cultural Communication Process
  100. Language
  101. Communication Styles
  102. Explicit Versus Implicit Communication
  103. Direct Versus Indirect Communication
  104. Silence and Verbal Overkill
  105. Use of Praise
  106. Other Language Considerations
  107. Slang and Jargon
  108. Euphemisms
  109. Idioms
  110. Proverbs and Maxims
  111. Language Pragmatics
  112. Language Accommodation
  113. Stylistic Accommodation
  114. Language Fluency
  115. Nonverbal Communication
  116. Tone of Voice
  117. Proxemics
  118. Body Position and Gestures
  119. Facial Expression
  120. Eye Contact (Gaze)
  121. Negotiation and Conflict Resolution Across Cultures
  122. Descriptions: Negotiating Process and Behavior
  123. Cultural Dimensions and Negotiation
  124. Holistic Approaches to Negotiation
  125. Summary
  126. Questions for Discussion
  127. 7. The Manager as Leader: Motivation and Leadership Across Cultures
  128. Motivation Across Cultures
  129. Content Theories
  130. Process Theories
  131. Equity Theory
  132. Expectancy Theory
  133. Goal Setting
  134. Work Goals
  135. Work Centrality and Organizational Commitment
  136. Designing Motivating Jobs
  137. Leadership
  138. Western Leadership Theory
  139. Trait Theories
  140. Behavioral Theories
  141. Contingency Theories
  142. Implicit Theories
  143. Project GLOBE
  144. Non-Western Theories of Leadership
  145. Performance–Maintenance Theory
  146. Leadership in the Arab World
  147. Paternalism
  148. Integrated Cross-Cultural Model of Leadership
  149. Implications for the Practice of Leadership
  150. Universal Leadership Functions
  151. Culture-Specific Leader Behaviors
  152. Situational Moderators
  153. Summary
  154. Questions for Discussion
  155. PART III. GLOBAL MANAGEMENT CHALLENGES
  156. 8. The Challenge of Multicultural Work Groups and Teams
  157. Work Groups
  158. Work Group Effectiveness
  159. External Conditions
  160. Group Member Resources
  161. Group Structure
  162. Group Processes
  163. Group Processes Over Time
  164. Group Task
  165. Group Composition
  166. Culture’s Influence on Work Groups
  167. Cultural Norms
  168. Cultural Diversity
  169. Relative Cultural Distance
  170. Culture’s Effect on Different Group Structures and Tasks
  171. Global Virtual Teams
  172. Communication
  173. Relationship Building and Conflict Management
  174. Task Management
  175. Organizational Context and Culturally Diverse Work Groups
  176. Management Support
  177. Group-Level Rewards
  178. Work Group Status
  179. Training
  180. Self-Management
  181. Managing Multicultural Work Groups
  182. Work Group Task and Structure
  183. Broad Evaluation Criteria
  184. Composition and Task Requirements
  185. Common Purpose
  186. Summary
  187. Questions for Discussion
  188. 9. The Challenge of International Organizations: Structure and Culture
  189. Organizations
  190. Organizational Designs
  191. Ecological Theories
  192. Institutional Theory
  193. Culture and Organizational Structure
  194. Culture-Free Perspective
  195. Structural Variation Across Cultures
  196. Informal Organization
  197. Organizing in Multinational Organizations
  198. Multinational Structures
  199. International Collaborative Alliances
  200. International Mergers and Acquisitions
  201. MNO Subsidiary Structure
  202. Relationship of the MNO to its Members
  203. Managerial Roles in MNOs
  204. Cultural Differences in the Psychological Contract
  205. Summary
  206. Questions for Discussion
  207. 10. The Challenge of International Assignments
  208. The Role of Expatriates
  209. Individual Staffing Decisions
  210. Selection of Managers for Overseas Assignments
  211. Decision to Accept an Overseas Assignment
  212. Definitions of Success
  213. Turnover
  214. Adjustment
  215. Task Performance
  216. Adjustment–Performance Relationship
  217. Factors Affecting Expatriate Success
  218. Individual Factors
  219. Job and Organizational Factors
  220. Environmental Factors
  221. Repatriation
  222. Outcomes of Overseas Assignments and Global Careers
  223. Summary
  224. Questions for Discussion
  225. 11. The Challenge of Managing Across Cultures in the Future
  226. The Changing Environment of Business
  227. Uneven Development
  228. Influence of Transition Economies
  229. Information and Communication Technology (and Artificial Intelligence)
  230. Pressure on the Natural Environment
  231. The Adaptation of Organizations and People
  232. The MNO Context
  233. The Future of the Organization of Work
  234. The Development of Global Managers
  235. International Management Careers
  236. Cross-Cultural Skills and Abilities
  237. Multiculturals
  238. Summary
  239. Questions for Discussion
  240. References
  241. Name Index
  242. Subject Index

 

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