Michelin Quiz

What did Chalon believe was the key to successfully managing multicultural teams?

• Establishing strict rules and enforcing them rigorously.

• Being authoritative and demanding absolute obedience from the team.

• Maintaining humility and developing cultural awareness.

• Avoiding interaction with team members from different cultures.

How did Chalon feel while delivering his speech at the annual meeting?

• Disappointed and frustrated

• Proud and emotional

• Nervous and anxious

• Indifferent and detached

What outcome did Chalon achieve by adapting his leadership style?

• Decreased teamwork and morale within the team.

• Increased conflicts and misunderstandings among team members.

• Improved teamwork, record sales, and profitability.

• Unchanged performance and results.

How did Chalon change his approach to giving feedback to his team?

• He stopped providing feedback altogether.

• He continued with his direct and critical feedback approach.

• He started giving more genuine praise and expressing appreciation for his team's efforts.

• He delegated feedback responsibilities to his subordinates.

What initiative did Michelin start for all senior managers the following year?

• Monthly performance evaluations

• 360-degree feedback evaluations

• Cultural awareness workshops

• Leadership training programs

What cultural differences did Chalon encounter between French and American management styles?

• Americans tend to be more confrontational, while French managers prefer indirect communication.

• French managers value direct feedback, while Americans expect more praise and positive reinforcement.

• French managers prioritize personal relationships, while Americans focus solely on professional achievements.

• Americans prefer a hierarchical management structure, while French managers promote collaboration.

What specific strategies did Chalon employ to address the difficulties in managing his team?

• He ignored the cultural differences and continued with his original management style.

• He sought advice from a cross-cultural consultant, developed cultural awareness among his team, and gave more genuine praise.

• He fired the employees who complained about his management style.

• He isolated himself from his team to avoid further conflicts.

How did Chalon humanize his image to his colleagues?

• By isolating himself from personal interactions.

• By keeping his family life strictly separate from work.

• By decorating his office with family photos and engaging in personal discussions.

• By avoiding any discussions about personal matters.

What strategy did Chalon adopt to improve communication and understanding among his team?

• He imposed strict rules on communication channels.

• He organized team-building activities outside the office.

• He invited a cross-cultural consultant to run a session on cultural differences and used managers from French-speaking Canada as cultural bridges.

• He encouraged his team members to avoid interaction with colleagues from different cultures.

What nickname did some of Chalon's colleagues give to the monthly performance reviews?

• "Criticizer sessions"

• "Team appreciation meetings"

• "Barbecues"

• "Feedback forums"