Question :
51.Which of the following a dimension of social structure that particularly : 1299245
51.Which of the following is a dimension of social structure that is particularly important when explaining differences between cultures?
A. The average income of the people who belong to a particular culture
B. The dominant race and the gender in the society
C. The extent to which work is viewed as more important than family
D. The degree to which the society is stratified into classes or castes
E. The degree to which a society supports multiple subcultures
52.Which of the following is an implication of high degree of managerial mobility in societies that emphasize individualism?
A. Reduced costs of doing business
B. Increased managerial loyalty and commitment to an individual company
C. Lack of company-specific experience, knowledge, and a network of contacts among managers
D. Lack of exposure among employees to different ways of doing business
E. Inability to apply good practices and techniques developed in one firm to other firms
53.In the context of social structure, the American society is characterized by a low degree of:
A. social stratification.
B. mobility between strata.
C. entrepreneurial activity.
D. managerial mobility.
E. dynamism and innovation.
54.In many Western societies, the _____ is the basic building block of social organization.
A. family
B. community
C. work group
D. individual
E. social group
55.The United Republic emphasizes individual performance and achievements in every sphere of society. Which of the following statements is true about the society of this country?
A. The country suffers from a low degree of dynamism and innovation.
B. The country has a low degree of managerial mobility.
C. There is a low degree of entrepreneurial activity in the country.
D. The employees in this country will lack loyalty and commitment to a company.
E. Managers in such a country have highly developed company-specific skills but they lack general skills.
56.One of the downsides to the emphasis on individualism is that it:
A. is difficult to build teams within an organization to perform collective tasks.
B. does not support entrepreneurship and innovation.
C. discourages managerial mobility.
D. fails to foster general managerial skills required to find solutions to current problems.
E. discourages competition among employees within a company.
57.Which of the following statements is true about the business implications of the Japanese society?
A. In Japan, the social status of an individual is determined independent of the standing of the group to which he or she belongs.
B. It is difficult to find self-managing work teams within Japanese organizations.
C. Japan is more successful at pioneering radically new products and new ways of doing business than the United States.
D. There is a low degree of movement from company to company among managers and workers in Japan.
E. In Japan, the managers and workers lack company-specific knowledge, experience, and a network of interpersonal business contacts.
58.When compared to the American society, the Japanese society lacks:
A. commitment to lifetime employment.
B. emphasis on group memberships.
C. self-managing work teams.
D. close cooperation between individuals.
E. dynamism and entrepreneurship.
59.If a society emphasizes the group as the primary unit of social organization, it is most likely to:
A. encourage competition between the members of the group.
B. expose managers to different ways of doing business.
C. foster dynamism and entrepreneurship.
D. discourage employees from moving from company to company.
E. fail to facilitate self-managing work teams.
60.Which of the following is a possible downside of emphasizing the primacy of group identification over individualism?
A. It encourages managerial mobility between companies.
B. It leads to a lack of dynamism and entrepreneurship.
C. It hampers team building and cooperation.
D. It raises the costs of doing business due to its adverse impact on managerial stability.
E. It leads to the lack of company-specific skills and a network of contacts among managers.
