Employees in low power distance cultures are more likely to take orders without question

27. The cultural belief in collectivism in countries such as the Japan, Taiwan, and South Korea makes the use of teams a natural extension of their nation's cultural values.

ANS: T 

28. Employees in high power distance cultures would consider bypassing a manager in order to get their work done as insubordination.

ANS: T

29. Employees in high power distance cultures behave submissively to managers and avoid disagreements with them.

ANS: T

30. Employees in low power distance cultures are more likely to take orders without question and follow the instructions of their managers.


ANS: F

Employees in high power distance cultures are more likely to take orders without question and follow the instructions of their managers.

31. Power avoidance is the extent to which people rely on procedures, and organizations (including government) to avoid ambiguity, unpredictability, and risk.


ANS: F

Uncertainty avoidance is the extent to which people rely on procedures, and organizations (including government) to avoid ambiguity, unpredictability, and risk.

32. Employees in low uncertainty avoidance cultures expect more secure and long-term employment.

ANS: F

Employees in high uncertainty avoidance cultures expect more secure and long-term employment.