CCM

Question 1

Culture is…

· A set of basic procedures for accomplishing a task.
· A set of basic assumptions which evolve over time.
· The product of a country’s language.
· A set of basic ways of setting up a task.

Answer 1

A set of basic assumptions which evolve over time.

Question 2

Culture…
· Is static, like and iceberg.
· Is slowly melting like an iceberg.
· Is dynamic and pluralistic.
· Never changes.

Answer 2

Is dynamic and pluralistic.

Question 3

Cross-cultural management…

· Helps identifying and managing potential threats and opportunities when doing business in different countries around the world.
· Is the study of culture.
· Studies the development, structure, and functioning of human society in different countries.
· Studies the effect of policies and regulations on business activities.

Answer 3

Helps identifying and managing potential threats and opportunities when doing business in different countries around the world.

Question 4

What are the different levels of culture, according to Schein (2004)?

· Artefacts, values & beliefs, basic assumptions.
· National, regional, organizational.
· National, regional, functional, organizational.
· National, regional, professional, organizational.

Answer 4

Artefacts, values & beliefs, basic assumptions.

Question 5

The Hofstede’s model…
· Allows us to describe and categorize cultural artefacts.
· Highlights six basic culture-specific value orientations that impact ways of doing business across countries.
· Is based on the GLOBE framework.
· Includes low context/high context among its dimensions

Answer 5

Highlights six basic culture-specific value orientations that impact ways of doing business across countries.

Question 6

Uncertainty avoidance…
· Describe the degree to which a culture is willing to take risks.
· Is very low in Japanese culture, according to the Hofstede’s model.
· Is one of the original cultural dimensions by Kluckhohn and Strodtbeck.
· Defines the degree of innovation within a national culture.

Answer 6

Describe the degree to which a culture is willing to take risks.

Question 7

The GLOBE framework…
· Is also known as the Hofstede’s model of cross-cultural dimensions.
· Measures the efficiency of companies in different cultures.
· Has 12 cultural dimensions.
· Measures the gap between a country’s practices and values.

Answer 7

Measures the gap between a country’s practices and values.

Question 8

What are the two main dimensions in World Values Survey?

Answer 8

Traditional and Secular-rational values
Survival values and self-expression values

Question 9

What is WVS (World values survey)?

Answer 9

It looks at the national level, but it doesn’t focus on just one dimension of culture like Hofstede, but looks at multiple dimensions of values across countries

Question 10

What is Inglehart culture map?

Answer 10

It focus on on value changes in response to economic development and modernization. It helps explain how and why cultures around the world are changing over time

Question 11

What are the Key concepts of Inglehart’s theory?

Answer 11

Inglehart’s theory suggests that economic development and social modernization lead to a shift in societal values. This shift can be broadly understood through two main dimensions:

Traditional vs. secular-rational values
→ Traditional values: Emphasize religion, family values, authority, and national pride.
→ Secular-rational values: Focus on individual autonomy, secularism, and a more liberal attitude toward social and moral issues.

Survival vs. self-expression values
→ Survival values: Prioritize security, economic stability, and basic needs.
→ Self-expression values: Focus on individual freedoms, environmentalism, and self- actualization.

Question 12

When analyzing another country’s culture…
· You can take cultural dimensions as precise measurements of national culture.
· You shouldn’t rely on cultural dimensions, but only on your intuition.
· You should always apply the GLOBE framework first, because it is the most complete.
· You should reflect upon which cultural dimensions are most relevant to your analysis.

Answer 12

You should reflect upon which cultural dimensions are most relevant to your analysis.

Question 13

The CAGE framework is introduced to…

· Provide a purely psychological test of individual managers.
· Offer a broad view of distance, including cultural, administrative, geographic and economic differences between countries.
· Rank countries only by their level of technological development.
· Measure the physical distance between company headquarters and subsidiaries inside one country.

Answer 13

Offer a broad view of distance, including cultural, administrative, geographic and economic differences between countries

Question 14

What does it mean when a country is low-context country?

In low context cultures…
· The receiver is responsible for the correct interpretation of the message.
· Information is contained in the context.
· People tend to prefer structured and direct communications.
· People tend to prefer non-verbal communications.

Answer 14

People tend to prefer structured and direct communications

Question 15

According to the lecture, globalization increases the importance of cross‑cultural management because…

· Most companies have stopped operating internationally.
· Managers increasingly work across borders and must navigate different cultural logics in teams, negotiations and strategy.
· Digital communication has eliminated all cultural misunderstandings.
· National cultures have become identical worldwide.

Answer 15

Managers increasingly work across borders and must navigate different cultural logics in teams, negotiations and strategy.

Question 16

In Erin Meyer’s Culture Map, the communication dimension distinguishes between cultures that…

· Prefer egalitarian vs hierarchical leadership styles.
· Build trust through tasks vs relationships.
· Use direct, low‑context communication vs indirect, high‑context communication when exchanging information.​
· Make decisions top‑down vs consensually.

Answer 16

Use direct, low‑context communication vs indirect, high‑context communication when exchanging information.​

Question 17

What are some key characteristics of culture?

Answer 17

Relative
People from the same or different nationalities perceive their worlds differently

Collective
Different people share common values and attitudes

Learned
People adopt common values and beliefs growing up

Question 18

The “culture as iceberg” metaphor emphasizes that…

· Most important aspects of culture are visible at the surface.
· Only artifacts and behaviour matter for understanding culture.
· Deep assumptions, attitudes and values are largely invisible but strongly influence decisions and conflicts.

Answer 18

Deep assumptions, attitudes and values are largely invisible but strongly influence decisions and conflicts.

Question 19

In Hall’s terms (1983), a monochronic time orientation is characterized by…

· Flexible schedules and low concern for punctuality.
· Viewing time as linear and scarce, with a strong focus on punctuality, planning and “time is money”.
· Ignoring deadlines in favour of relationships.
· Seeing time mainly as a spiritual concept.

Answer 19

Viewing time as linear and scarce, with a strong focus on punctuality, planning and “time is money”.

Question 20

A polychronic time orientation typically involves valuing relationships and long‑term perspectives, with flexible scheduling and tolerance for delays?

True
False

Answer 20

True

Question 21

In low‑context cultures, communication tends to…

· Rely heavily on non‑verbal cues and shared background.
· Be direct and explicit, with meaning carried mainly by the words themselves.
· Avoid written contracts in favour of trust.
· Focus on saving face rather than clarity.

Answer 21

Be direct and explicit, with meaning carried mainly by the words themselves.

Question 22

In high‑context cultures, communication typically uses detailed, explicit verbal messages to avoid ambiguity?

True
False

Answer 22

False

Question 23

Why is language important?

· Direct translation is always straightforward between cultures.
· Verbal and non‑verbal nuances of language provide key insight into a culture and are a major asset in international business.
· Only native‑speaker English is needed for global management.
· Most business cultures share the same language norms.

Answer 23

Verbal and non‑verbal nuances of language provide key insight into a culture and are a major asset in international business.

Question 24

Cultural intelligence in this course is defined as the ability to…

· Memorize national scores on Hofstede’s dimensions.
· Imitate local accents when travelling.
· Understand and respond appropriately to culturally shaped beliefs, values and behaviours in order to collaborate effectively across differences.
· Avoid any contact with unfamiliar cultures.

Answer 24

Understand and respond appropriately to culturally shaped beliefs, values and behaviours in order to collaborate effectively across differences.

Question 25

In Hofstede’s “onion” diagram, culture manifests itself in four distinct forms. What are those?

Answer 25

Symbols, heroes, rituals, and values

Question 26

What is Scheins model of culture?

Answer 26

Developed to analyzeorganizational culture— how companies and institutions function beyond what is visible. Artifacts: Visible organizational structure and business. Espoused Values: Strategies, goals, visions Basic assumptions and beliefs: Unconscious beliefs etc.

Question 27

The myth of convergence (“the world is getting smaller”) assumes that… · Globalization will make societies adopt similar business and cultural practices so national differences disappear. · Globalization always increases local diversity. · Only Western practices will disappear. · Culture cannot change at all.

Answer 27

Globalization will make societies adopt similar business and cultural practices so national differences disappear.

Question 28

Traditional bureaucracies (organizational structure)... · are defined by low power distance levels · tend to adopt input control systems · are characterized by decentralized decision-making activities · are absent in the Nordic countries

Answer 28

Tend to adopt input control systems

Question 29

When an organization is seen as a task system... · personal networks are more important than competence · we are most likely in a "being" type of culture · responsibility is defined according to one's status in the organization · its people are probably characterized by a strong achievement orientation

Answer 29

Its people are probably characterized by a strong achievement orientation

Question 30

What is GLOBE

Answer 30

A model with 9 dimensions to measure national cultures in dynamic terms = the gap between a society's practices (what is) and values (what should be) 9 dimensions of cultural variation

Question 31

According to the rational/economic view of strategy... · the environment and the organization are objective realities · individuals are characterized by bounded rationality · both of the above · strategy is mainly a set of principles

Answer 31

The environment and the organization are objective realities

Question 32

What are the 9 dimensions of the GLOBE

Answer 32

Power Distance: Acceptance of unequal power distribution. Uncertainty Avoidance: Reliance on norms/rules to reduce unpredictability. Institutional Collectivism: Encouraging collective action and resource sharing. In-group Collectivism: Pride, loyalty, and cohesion in families/organizations. Gender Egalitarianism: Minimizing gender inequality. Humane Orientation: Rewarding fairness, altruism, and kindness. Performance Orientation: Encouraging group member performance/excellence. Assertiveness: Degree to which individuals are assertive, direct, and confrontational. Future Orientation: Engaging in future-oriented behaviors like planning/investing

Question 33

An “adaptning” model of strategy · is characterized by well-defined and explicit goals · is based on the assumption that the environment can be controlled · is based on company reports as main source of information is characterized by a spread of responsibility for strategy throughout the organization

Answer 33

is characterized by a spread of responsibility for strategy throughout the organization

Question 34

In the lecture, a stereotype is contrasted with a prototype because a stereotype… · Recognizes variation within cultures and encourages updating beliefs. · Treats all members of a culture as identical and rigidly fixed in certain traits. · Is always accurate. · Is a neutral research tool with no risks.

Answer 34

Treats all members of a culture as identical and rigidly fixed in certain traits.

Question 35

What is the dimensions in Johari Window Model?

Answer 35

Open area (Known to self & others) Hidden area (Known to self, unknown to others)

Question 36

Cultural assumptions... · do not influence the entry mode of a company into a new country · can influence a company's internalization strategy · are less important than the institutional environment, when it comes to internationalization strategies · are more important than the institutional environment, when we consider entry modes

Answer 36

Can influence a company's internalization strategy

Question 37

As a system of performance appraisal, management by objective (MBO)... · is an example of "best practice" · works well in "being" cultures · works well in cultures which have an instrumental view of the organization · works well in culture with a high degree of uncertainty avoidance

Answer 37

Works well in cultures which have an instrumental view of the organization

Question 38

Performance-based reward systems... · are more likely to be embraced in collectivist cultures · are based on equality principles, rather than equity principles · are more likely to be embraced in fatalistic cultures · are more likely to be embraced in masculine cultures

Answer 38

Are more likely to be embraced in masculine cultures

Question 39

Strategic decisions... · are intended to achieve external adaptation · are devised by employees across all levels of the organization · do not concern HRM issues are intended to achieve external integration

Answer 39

Are intended to achieve external adaptation

Question 40

In cross-cultural management, social adjustment… · Is the ability to develop and maintain good relationships with members of the host culture. · Has no effect on the accomplishment of international assignments. · Is less important than psychological adjustment. · Is the ability to increase your interpersornal skills while managing an international assignment.

Answer 40

Is the ability to develop and maintain good relationships with members of the host culture.

Question 41

Multicultural teams… · In MCNs, they are characterized by a homogenous cultural composition. · Are usually less creative than monocultural teams. · Present high levels of task alignment. · Usually require great coordination effort.

Answer 41

Usually require great coordination effort.

Question 42

Conflict avoidance strategies… · Are typical of cultures with low power distance. · Are more effective than collaboration strategies. · Depend on culture’s orientation towards power distance and individualism/collectivism. · Are absent in individualistic cultures.

Answer 42

Depend on culture’s orientation towards power distance and individualism/collectivism.

Question 43

What are the main causes of failed international assignments? (More than 1 answer)

Answer 43

· Adjust to the foreign culture (social, work, and psychological) · To find the right balance between dominance and accommodation.

Question 44

What is a team defined as? · A loose group of people sharing office space. · A small number of people working together for a common purpose and holding themselves collectively responsible for outcomes. · Any collection of employees in the same department. · A group led by one expert with no shared responsibility.

Answer 44

A small number of people working together for a common purpose and holding themselves collectively responsible for outcomes.

Question 45

Multicultural teams often outperform monocultural teams particularly in… · Routine, standardized tasks only. · Problem identification and generating creative alternatives. · Reducing training needs. · Avoiding any conflicts.

Answer 45

Problem identification and generating creative alternatives.

Question 46

A key challenge for multicultural teams is that… · Cultural diversity automatically ensures high trust. · Members may have very different mental models of what a “team” is and how it should work. · All members share identical expectations about communication. · Language differences are irrelevant if everyone uses English.

Answer 46

Members may have very different mental models of what a “team” is and how it should work.

Question 47

Strong fault lines can lead team members to… · Talk mostly within their subgroup and develop “us vs. them” dynamics. · Share information equally across the whole team. · Ignore cultural and functional identities. · Rotate leadership regularly.

Answer 47

Talk mostly within their subgroup and develop “us vs. them” dynamics.

Question 48

What are the 3 components in MBI frameworkmon how to make multicultural teams work?

Answer 48

Map Bridge Integrate

Question 49

The global-local dilemma… · Does not concern global companies · Means that are increasingly faced with local ethical issues · Concerns the tension between standardization and flexibility · Concerns the tension between global adaptation and local integration

Answer 49

Concerns the tension between standardization and flexibility

Question 50

In Bartlett & Ghoshal’s integration–responsiveness framework, a global strategy is characterized by: · Highly centralized decision‑making and standardized products across markets · Autonomous country units with high local responsiveness · Maintaining most value‑chain activities at HQ but only for exporting · An integrated network of subsidiaries with both high integration and high local responsiveness

Answer 50

Highly centralized decision‑making and standardized products across markets

Question 51

If the relationship between HQ and subsidiaries is ethnocentric… · Policies and procedures are determined locally · HQ and subsidiaries develop policies and procedures together · Policies and procedures emanate from the HQ · Policies and procedures are negotiated by regional HQ

Answer 51

Policies and procedures emanate from the HQ

Question 52

According to Heenan & Perlmutter’s EPRG model, which description best fits a geocentric approach? · Headquarters imposes home‑country practices everywhere · HQ decides “what” and local units decide “how” · Regional HQs balance HQ and local subsidiaries · HQ and subsidiaries collaborate to integrate local knowledge into global strategies

Answer 52

HQ and subsidiaries collaborate to integrate local knowledge into global strategies

Question 53

What is AAA Strategies (Ghemawat’s framework) and what do they stand for?

Answer 53

These are about how companies implement their global strategies to create value across borders. They are: · Adaptation – adjusting to local differences · Aggregation – standardizing and scaling across markets · Arbitrage – exploiting differences (e.g. labour cost, tax, etc

Question 54

Which of the following are explicit advantages of cultural diversity in Cox & Blake’s six arguments? (Multiple correct) · Stronger marketing ability to respond to local preferences · Improved problem‑solving through a wider range of perspectives · Enhanced creativity due to less emphasis on conformity · Guaranteed reduction of all cross‑cultural conflicts

Answer 54

· Stronger marketing ability to respond to local preferences · Improved problem‑solving through a wider range of perspectives · Enhanced creativity due to less emphasis on conformity

Question 55

The instrumental view of the firm assumes that organizations are mainly… · Vehicles for expressing community values · Driven by economic self‑interest, with managers acting as agents for shareholders · Moral guardians of society first, profit‑seekers second · Tools for implementing government policy

Answer 55

Driven by economic self‑interest, with managers acting as agents for shareholders

Question 56

In the triple bottom line approach to CSR, the “sweet spot” of sustainability is reached when a business practice is… · Profitable, even if socially or environmentally harmful · Economically viable, socially responsible, and environmentally sound at the same time · Focused on philanthropy regardless of costs Primarily designed to reduce taxes

Answer 56

Economically viable, socially responsible, and environmentally sound at the same time

Question 57

CSR Activities… · Have no effect on a firm performance · Are aimed at developing advanced accounting techniques · Are aimed at integrating social, environmental and economic concerns · Are imposed by governments

Answer 57

Are aimed at integrating social, environmental and economic concerns

Question 58

In Reidenbach & Robin’s model of corporate moral development, an ethical organization (Stage V) is one where management… · Treats ethics as a cost of doing business and focuses on “not getting caught” · Limits ethics to strict legal compliance and PR damage control · Sees ethics as useful mainly when “ethics pays” financially · Fully integrates ethics into strategy and culture, balancing values and performance across all practices

Answer 58

Fully integrates ethics into strategy and culture, balancing values and performance across all practices

Question 59

What is corporate culture?

Answer 59

Corporate culture is the system of values and beliefs by members of a corporation. It is influenced by: role of the founder, leaders, admin., stages of development of the company etc.

Question 60

How can the the nature of decision-making in different industries can be analysed on?

Answer 60

Degree of risk → How much is at stake in each decision? Speed of feedback → How quickly do we see the consequences? Based on Dean and kennedy culture types.

Question 61

Explain the model - Dean and kennedy culture types

Answer 61

Degree of risk → How much is at stake in each decision? Speed of feedback → How quickly do we see the consequences? Four types: High risk & slow feedback → ”bet Your company ”culture: → Large investments in research and development (R&D) → Takes years to know if a product (e.g., a new drug) will succeed → High uncertainty; failure could bankrupt the company → Careful risk assessment is crucial High risk & fast feedback → ”macho" culture: Big risks with quick results (profit or loss in seconds to days) → Encourages aggressive behavior, competition, and high-stakes decision-making → High rewards but also high potential for disaster → Traders make million-dollar deals daily, but one wrong move can destroy a firm. Low risk & fast feedback → ”sales culture" Low stakes per decision, but immediate results Focus on customer experience, promotions, and sales "Work hard, play hard" mindset → socializing & teamwork encouraged Retail industry: A store adjusts prices or promotions and sees results immediately in sales numbers. Amazon : Data-driven pricing and marketing strategies create instant feedback loops. Low risk & slow feedback → ”process culture" → Strict procedures matter more than fast results → Risk is low, but long-term outcomes are important → Employees follow structured methods, and reputation is key → A lawyer may lose a case, or a doctor may lose a patient, but what matters is following the correct process. → Consulting & accounting firms: Emphasize methodology, documentation, and expertise over immediate profit.

Question 62

What are Organizational culture?

Answer 62

Organizational culture refers to the set of shared values, norms, behaviours, and practices that develop at the team or departmental level within a company. Focus: → How employees interact. → How decisions are made at the operational level. → How work is organized and communicated.

Question 63

What are the differences between corporate culture and organizational culture?

Answer 63

Corporate culture: Set by leadership (board and top management). * Focuses on external-facing goals (market positioning, brand identity). * Represents core values that guide the entire company’s actions. Organizational culture: Formed at departmental or team level. * Focuses on internal processes (communication, collaboration, daily work). * Reflects the lived experience of employees and managers in specific teams.

Question 64

What is an organization?

Answer 64

Collections of ressources that work together to achieve common objectives

Question 65

Why do org. sturcture differ?

Answer 65

Due to some org. and institutional factors. - size - Tecknology and product - strategy - Enviroment (EX : mixed, matrix, functional structure)

Question 66

What is HRM?

Answer 66

Encompasses the processes and practices involved in recruiting, training, compensating, and retaining employees, as well as developing policies and strategies to manage the workforce effectively.

Question 67

What is the a rational-economic view within HRM practise?

Answer 67

Focus on efficiency, performance, and strategic alignment of human resources with organizational goals

Question 68

Hard vs. Soft HRM - What is both?

Answer 68

Hard: Employees as resources to be optimized for cost- effectiveness and performance. Top-down management style focused on efficiency, productivity, and short-term results. Standardized policies for recruitment and retention, where employees are seen as replaceable Soft: Employees as valued assets that need to be nurtured, with a focus on long-term development. Participative management style that values employee engagement and well-being. Policies focus on training, career development, and employee satisfaction

Question 69

True or false: a mix of hard and soft HRM is a good approach

Answer 69

True: Best practice HRM improves performance through HPWS (high-performance work systems). Combines hard (performance-focused) and soft (employee-centered) HRM

Question 70

Common HR practices

Answer 70

-Selection -socialization -Traning -Performance appraisal: feedback system -Compensation: motivating employees – bonus, worklife etc -Career development: long term growth. The are all interpendent. All together the form a complete system.

Question 71

Internationalizing HRM practices is

Answer 71

Cultural assumptions challenge the idea of universally accepted "best practices." While there are some forces of convergence, the local context remains important. HRM practices in MNCs are often a hybrid of global and local approaches. Corporate HRM practices should be adapted to fit the local cultural context. → This helps avoid alienation, demoralization, and resistance. → It allows access to local talent pools. → It fosters organizational learning. At the same time, MNC employees gain international experience, this helps them develop cross-cultural skills and competencies.

Question 72

What are the traditional veiw And what is the modern reality? In relation to management

Answer 72

Traditional: Expatriate sent from headquarters to one foreign branch. Limited contact with other countries; focus on home-country way of doing things.​ Modern reality: Works across many countries and regions, not just one assignment. Helps the company compete in global markets and respond to local needs at the same time

Question 73

International vs. global manager

Answer 73

International manager: * Manages operations within specific foreign markets * Adapts strategies to local cultures & consumer preferences * Handles cross-border transactions * Navigates local regulations & compliance * Typically manages a smaller geographic scope * Requires understanding of specific market entry strategies Global manager: * Manages operations across multiple regions * Balances global standardization with local adaptation * Leads interconnected global teams across time zones * Focuses on global branding and product consistency * Anticipates & manages global economic & political trends * Designs and implements scalable strategies for global expansion

Question 74

How do we devolop global talent?

Answer 74

Early exposure to different cultures and languages International leadership development Leveraging the skills and perspectives of multicultural

Question 75

What are some of the challenges facing global executives?

Answer 75

1. Cultural issues 2. Running a business 3. Leading and managing others: how to… 4. Handling problematic relationships 5. Personal qualities required of a leader 6. Self and career

Question 76

What is the layers of pyramid model of global leadership?

Answer 76

System skills: leading change, fostering innovation... Interpersonal skills: Mindful communcation, building trust.. Attitudes and orientations: Global mindset, cognitive complexity.... Threshold traits: resilience, integrity.. Glpbal knowledge

Question 77

Cultural dominance vs. cultural accommodation?

Answer 77

Cultural dominance: Applying home-country work styles without adapting. → Cultural accommodation: Over-adapting to the local culture in a way that feels unnatural or forced

Question 78

What are the Four types of expatriates?

Answer 78

Balancing home country values vs. host country expectations. * Dual citizens (balanced allegiance to both home & host companies). * Hearts at home (never adjust, low commitment). * Go native (identify strongly with the host country). * Free agents (low loyalty to both organizations).

Question 79

A task system conception of the organization implies that… - Relationships, loyalty and cohesion are prioritized over results. - The organization is oriented toward tasks, efficiency and measurable results. - Decision‑making is always decentralized and informal. - Rules and procedures are seen as unimportant.

Answer 79

The organization is oriented toward tasks, efficiency and measurable results.

Question 80

In the McKinsey 7S model presented in the lecture, which elements are classified as “Hard S’s”? -Structure, Strategy, Systems -Shared values, Staff, Skills - Style, Staff, Systems - Strategy, Skills, Style

Answer 80

Structure, Strategy, Systems

Question 81

Organizations seen as social systems typically emphasize… - Performance, achievement, universal rules and formalization - Personal networks, social positioning, hierarchy and knowledge‑based power - Minimal hierarchy and complete informality - Only individual performance‑based rewards

Answer 81

Personal networks, social positioning, hierarchy and knowledge‑based power

Question 82

Under scientific management, the organization is viewed as… - A mechanistic, centralized hierarchy focused on task efficiency and close supervision (Theory X) - An organic network with high autonomy and self‑actualisation - A loose coalition of interest groups with no clear structure - A purely social community without performance goals

Answer 82

A mechanistic, centralized hierarchy focused on task efficiency and close supervision (Theory X)

Question 83

The human relations perspective in the lecture emphasizes… - Only cost reduction and tight control - Relationship orientation, employee satisfaction and two‑way communication - Eliminating group norms - Removing any formal leadership

Answer 83

Relationship orientation, employee satisfaction and two‑way communication

Question 84

Culture influences organizational processes particularly through… - How policies and procedures, control systems, information flows and decision‑making are designed - Only office décor and dress codes - National holidays - Tax rules alone

Answer 84

How policies and procedures, control systems, information flows and decision‑making are designed

Question 85

The formalization and standardization of policies and procedures may reflect cultural assumptions about…

Answer 85

Uncertainty avoidance, task vs relationship orientation, individualism–collectivism and high vs low context communication

Question 86

In input control, managers focus mainly on…

Answer 86

Regulating the resources that flow into the organization, such as people and budgets

Question 87

Throughput control is primarily concerned with…

Answer 87

Controlling internal activities and processes while work is being done

Question 88

Output control is...

Answer 88

Focus on the assessment of measurble outcomes