Fundamentals of Management, 8th ed

60

Part 1: An Introduction to Management

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

---

_______ 4. Japan and Austria define male and female

roles more rigidly and value qualities such

as forcefulness and achievement more

than do Norway, Sweden, Denmark, and

Finland.

_______ 5. Some areas of Switzerland are very much

like France.

_______ 6. Australia, Great Britain, the Netherlands,

Canada, and New Zealand have cultures

that view people first as individuals and

place a high priority on their own inter-

ests and values, whereas Colombia,

Pakistan,

Taiwan,

Peru,

Singapore,

Mexico, Greece, and Hong Kong have cul-

tures in which the good of the group or of

society is considered of greatest importance.

_______

7. The

United

States,

Israel,

Austria,

Denmark, Ireland, Norway, Germany,

and New Zealand have cultures with a

low orientation toward authority.

_______

8. The same manager may behave differ-

ently in different cultural settings.

_______

9. Denmark, Canada, Norway, Singapore,

Hong Kong, and Australia have cultures

in which employees tolerate a great deal

of uncertainty, but such high levels of

uncertainty are not well tolerated in

Israel, Austria, Japan, Italy, Argentina,

Peru, France, and Belgium.

_______ 10. Some areas of Switzerland are very much

like Germany.

EXPERIENTIAL EXERCISE