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.
Characteristic Patterns of Murmurs, Crescendo, Decrescendo, Crescendo-decrescendo, Plateau
Living systems such as the human body consist of closely interrelated elements
Therapeutic Communication Skills
Complex Linguistic Patterns
Eukaryotic signal transduction systems involving membrane receptors (1–5)/ second messengers (1-4)
Standardized human chromosome banding patterns