Answer to Question 1
Answer: C
Answer to Question 2
Answer: Some of the structural areas where we see differences in managing global teams include conformity, status, social loafing, and cohesiveness. Research suggests that Asch's findings are culture-bound. Despite this, however, groupthink tends to be less of a problem in global teams because members are less likely to feel pressured to conform to the ideas, conclusions, and decisions of the group. The importance of status varies between cultures. Managers should be sure to understand who and what holds status when interacting with people from a culture different from their own. Social loafing has a Western bias and is consistent with individualistic cultures, which are dominated by self-interest. It's not consistent with collectivistic societies, in which individuals are motivated by in-group goals. Cohesiveness is another group structural element where managers may face special challenges. In global teams, cohesiveness is often more difficult to achieve because of higher levels of mistrust, miscommunication, and stress.
Where mangrove diversity is high, mangrove species show clear patterns of vertical zonation relative
GENERAL PRINCIPLES OF CELL COMMUNICATION
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Face-to-face communication is the richest channel to relay a message from the sender to a receiver.
Surface Fronts and Upper-Level Patterns: Cold Fronts and the Formation of Upper-Level Troughs
Enhancer trapping to reveal expression patterns of endogenous genes