A) Create corporate cultural homogeneity
B) Produce managers who are solely focused on the organization's bottom and top line
C) Help managers perform the job at satisfactory levels
D) Increase loyalty by weakening communication channels
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Multiple Choice
A) Strategic orientation
B) Transparency and fairness
C) Optimal tradeoff between standardization and localization
D) Financial performance and return on investment on expatriation
E) All of the above
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Multiple Choice
A) Technical ability
B) Diplomatic skills
C) Language aptitude
D) Adaptability of family
E) None of the above
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Multiple Choice
A) Decentralized channels of communication
B) Alignment of parent company's goals and objectives with foreign subsidiary
C) Cultural divergence
D) Transfer of tangible knowledge (technology and machinery)
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Multiple Choice
A) Strong brand and reputation
B) Reward and recognition system
C) Career development opportunities
D) Paid time off programs
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Multiple Choice
A) Middle and supervisory management
B) Entry level
C) Upper management
D) None of the above
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Multiple Choice
A) Knowledge, reaction, strategy, drive
B) Action, strategy, emotion, knowledge
C) Drive, knowledge, strategy, action
D) Strategy, action, drive, intuition
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Multiple Choice
A) An effort to identify, recruit, develop, and retain capable managers across borders
B) The ability to internally develop managers with a limited mindset
C) To create managers who are unable to perform anywhere, anytime, in any manner
D) The capability to hire the most qualified candidate for the position
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Multiple Choice
A) Cross-cultural preparation
B) Irregular communication from the home office
C) Appointment of mentors
D) Transitional programs and activities
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