Global Management Skills
This activity will help participants assess their multicultural management skills with respect
to several important global cultures and help participants recognize how values influence our
communication across cultures. Specifically, participants will:
test their “multicultural management” skills;
see how their cultural assumptions can differ from those of others; and
understand how they need to improve their knowledge about other cultures and skills
related to “multicultural management.”
This activity is designed for business executives and managers who deal with individuals
from different cultures who are managers, negotiators, salespersons, trainers, etc. An audi-
ence of 20 or fewer is ideal.
30 minutes
Copies of Handout 1, “Test Your Global Multicultural Management Skills: Quiz Sheet”
for each participant
Flipchart or chalkboard
1. Give each participant a copy of Handout 1, listing 20 global multicultural management
true or false questions. Ask participants to answer the questions.
2. When they are done, provide them with the answer key, either as a handout or on a flip-
chart or overhead.
3. Have participants form small groups; if they are already a small group, discuss their
answers. As they go through each question, ask participants to comment on how the
responses might have been different or similar in their respective cultures.
If they have worked in small groups, have volunteers share what they learned or found most
important in discussing the answers. Ask participants to identify for themselves areas in
which they would like to learn more about other cultures or what specific skills they would
like to improve.
Test Your Global Multicultural
Management Skills: Quiz Sheet
Instructions: Read the following statements and mark them T (True) or F (False).
1. In Germany, compliments are expected and given for a job well done.
2. Americans usually rely on themselves for help, rather than rely on other people.
3. Japanese people tend to reward individual achievement.
4. Gifts are normally exchanged at the first meeting with a British partner.
5. Your first offer to a Korean company will most likely be reduced by 50%.
6. Laughing is one way the Chinese show nervousness or social discomfort.
7. In Arabian cultures, gifts should be opened in the presence of the giver.
8. Most Americans are somewhat indifferent if a colleague arrives late for an
9. For the Chinese, a contract is not considered to be a complete and binding set of
10. Most Korean organizations conduct business in a democratic manner.
11. It is quite acceptable to call a Swiss partner after work for business reasons.
12. When a Japanese says, “Yes, yes,” most often he is confirming his agreement.
13. Most Italian business meetings are unstructured and informal.
14. Many Japanese decisions are made by consensus.
15. Success in Dutch organizations is attributed to teamwork, not to individuals.
16. Chinese negotiators typically have the authority to make final commitments.
17. You complain to a Brazilian manager and he replies, “No problem.” This means
that he will solve the problem.
18. Arabs generally appreciate compliments and well-presented flattery.
19. At the end of your telephone discussion with a Korean boss, you should hang up
before he does.
20. In France, business organizations are decentralized.
Test Your Global Multicultural
Management Skills
Answer Sheet
1 = F
6 = T
11 = F
16 = F
2 = T
7 = F
12 = F
17 = F
3 = F
8 = F
13 = T
18 = T
4 = F
9 = T
14 = T
19 = F
5 = T
10 = F
15 = T
20 = F

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