Organizational climate

1.Supposed That you work for a MNE as the manager of a culturally diverse team. Briefly Describe how would you go about achieving the máximum degree of motivation Among your team members. Please be sure to include in your answer at least 3 of The following concepts discussed in class: recognition, undestanding Tendencies, adapting your approach, flexibility, communication, loyalty, and Commitment.

De primera mano, como manager tengo la Obligación de conocer a los integrantes de mi equipo de trabajo, de hacerles Saber que me interesan sus aportaciones y sus opiniones, dado a que somos un Grupo multicultural se debe tener en cuenta las creencias e ideologías de Todos, de tal manera que en un ambiente donde la tolerancia y el respeto deberá Prevalecer en la comunicación y trato entre todos los miembros y destacando a Quienes por su desempeño hayan marcado una diferencia recompensarlos por medio De incentivos, como bonos o periodos vacacionales para que sigan siendo Efectivos en su labor dentro del equipo y que al mismo tiempo se incremente la Fiabilidad y compromiso de los compañeros del equipo con la empresa ayudando a Su crecimiento y capacitación dentro de la empresa para que se sientan apoyados Y crezcan en conocimiento todo esto destacando que se necesitará estar abierto Al cambio y con una mente flexible, ya que el pertenecer a diferentes culturas Puede llegar a ser un gran reto, pero debemos aprender a aceptar a todos por Igual, sin embargo si el ambiente laboral se torna o se adapta de manera en la Que todos los miembros se sientan cómodos como en un ejemplo que vimos en clase En donde había salas de oración para los que practicaban la religión musulmana, Así como en ejemplo como manager crearemos un ambiente y relación sana y Próspera que sin duda tendrán resultados muy eficaces y excelentes.

2.Which of the following are perceived chract… Leaders?

·They Have a future vision

·They Can motivate

Managers

Can learn necessary skills Take Care of where you are

Oversee / supervise

Point out flaws to improve upon Deal with complexity

Are fact finders

Focus on efficiency

Are given immediate authority

Follow company objectives Have Present vision

Do things right

Leaders

Have innate characteristics Bring You to new horizons

Motivate

Give recognition for job well done Deal with ambiguity

Are decision makers

Focus on effectiveness

Earn respect through actions

Set new standards Have future Vision

Do The right things

3.Which of the following are perceived chract… Managers?

·They Follow Company objectives

·They Are given inmediate authorithy by the organization.

4.Beliefs Of Theory X manager as proposed by Douglas McGregor?

·Employees Must be coerced to do their Jobs

5.Beliefs Of Theory Y manager Douglas McGregor?

·Physical And mental effort at work is natural to people.

·Imagination, Ingenuity, and creativity are characteristics that exist in the general Population.

·Under Proper conditions, the average person will learn to accept & seek Responsibility.

6.Beliefs Of Theory Z manager William Ouchi?

·People Strive to be part of a greater whole

7.Theories X and Z are currently the favored theories among managers and leaders while Theory Y has fallen out of fashion

·Falso

8.With A participative leader, the interaction and Exchange of information and Influence is

·Multidirectional Between leader and subordinates and also among subordinates.

9.With A paternalistic leader, the interaction and Exchange of information and Influence is

·Bidirectional Between leader and each subordinate.

10.Management By Objectives, developed by Peter Drucker; includes a process for contiunually monitoring Performance and progress

·Verdadero

11.Management By Walking Around is useful in transmitting Company values face-to-face between Managers and leaders?

·Verdadero

12.Management by Objectives…

·Is a Process Whereby, a superior and his/her subordinate jointly identify common goals and responsibilities.

·Provides For the setting of key performance indicators (KPIs) and criteria for Measurement ‚ and comparison of an employee's actual performance to a Established standards.

·Is a Process that allows for an organized & productive work environment.

13.Total Quality Management (Demming & Ishikawa )

·Utilizes Concurrent engineering or inter-functional teams to develop new products.

·Utilizes Statistical quality control


•Employee empowerment
Give individuals and teams the resources, information, And authority needed to 
develop Ideas and effectively implement them. (empowers temas with resources, Information and authorithy needed to develop ideas and implement them.)

•Utilizes Ideas generation techniques to streamlining Operations & eliminating waste.

14.The Delegation of decision-making authorithy from a MNE headquarters to a Subsidiary depends on…

•The amount of money at stake

•The efficiency and efectiveness of the decision-making Process.

•The level of risk involved.

•The experiences of the team.

üSize Of the company Risk

üAmount Of the investment under consideration Need for coordination

üExperience Of the team
Efficiency And effectiveness of the process

üCultural Differences between headquarters & subsidiary

15.A Typical decision-making process involves multiple steps that are sequential, Iterative, and contain multiple feedback loops

•Verdadero

16.The Critical final step of decision-making process is a control step that involves Evaluating actual results…

•Falso ¿?

(Evaluating of results in relation to plans / objectives and determining What action, if any, to take (is it necessary to make a new decision / start a New process?)

17.Making Decisions that impact the integrated or coordinated operating units of a MNE Could present some control Challenges or conflics that sight originates from

•Disagreement in The objetives of joint venture partners

•Variances in The degree of experience and competence among manager of subsidiaries.

•Culturas Differences too ¿?

•Conflict between the objectives of the overseas Operation and the MNE 


•Disagreement in the objectives of joint venture Partners and corporate 
management 


•Variance in the degree of experience and competence Among managers

•Basic philosophic disagreements in the objectives and Polices of international operations due to cultural differences.

18.Cultural Factors that influence the behavior of people will logically influence the Effectiveness of working teams, its managers, ande decision they make. Some examples of these cultural factors Are

·Acceptance, Or resistance to activities using individual rewards & recognition and Rewards such as “employee of the month”

·The Level of confort toward risk.

·Motivation.

19.The Following ideas apply to motivation:

•people are motivated to pursue the goals they Themselves value 


•It is a relevant for achieving a substained Competitive advantage for the MNE 


•Deeply personal

20.Some Typical drivers of employee commitment are:

·Effective Management 


·Clear Multidirectional Communication.

·Positive Work Environment

21.According To Maslow`s Hierarchy of Needs Theory, a satisifed Level continues to motivate:

·Falso

·Once A level is satisfied, no longer a motivator

22.According To Herzberg two factors Theory, hygene factors are Necessary to overcome dissatifaction

·Verdadero

·Hygiene Factors: necessary to overcome dissatisfaction (salary, conditions)

23.According To Herzberg two factors Theory, Motivation Factors Are necessary for satisfaction to occur:

·Verdadero.

·Motivation Factors: required to achieve satisfaction (achievement, recognition)

24.Potencial Conflicts in cross-cultural business settings can arise from:

•Distinct Management Styles

•Different Ethical Views

•Different Interest Groups

25.For Organizations are critically important that the values of its people are Aligned and congruents with the values of the organization:

•Verdadero

26.The Values of the organization:

•are the backbone of organizational culture

•influence the entire process of choice in decision Making.

•sets limits to ethical behavior in decision making

27.Value congruence leads to:

•Trust And communication

•Satisfied Productive employees

•Organizational identification and engagement of Employees 


•Committed loyal employees who intend to stay long-term