IMT managers should know that employees from cultures with a high power distance are more likely to:
Scenario: International Manufacturing & Trading
International Manufacturing & Trading (IMT) is a medium-sized U.S. company rapidly
expanding in the Asian and Far East markets. The company has decided to open a
manufacturing plant in Japan, Taiwan, and Malaysia. IMT will send key top managers from the
U.S. office and will hire the lower-level managers and employees from the local markets. IMT
managers realize that there will be some cultural differences but are unsure of what and how
much.
A. use their power to obtain undue favors.
B. encourage consensus-oriented decision making.
C. avoid people in positions of power.
D. readily accept the high status of other people in the organization.
E. give their power to others as a sign of friendship.
D. readily accept the high status of other people in the organization.
Countries with a high power distance accept and value unequal power. They value obedience
to authority and are comfortable receiving commands from their superiors without consultation
or debate, and they prefer to resolve differences through formal procedures rather than
directly.
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