Final answer:
The statement about polycentric managers is true; they recognize differences and similarities across cultures and use the most effective management techniques accordingly. They adapt to local markets and practices instead of imposing only home country practices. However, concerns about fair labor practices and cultural homogenization remain with MNCs' operations.
Step-by-step explanation:
The statement that polycentric managers accept that there are differences and similarities between home and foreign personnel and practices, and that they should use whatever techniques are most effective, is True. Polycentric management acknowledges the distinct dynamics of each market and the cultural nuances therein. Managers with this orientation understand that strategies and practices effective in the home country may not be directly transferable to foreign subsidiaries, and vice versa. Therefore, they favor local decision-making and autonomy in foreign operations, adapting to the host country's environment and utilizing a mix of practices that are best suited to achieving organizational goals within those contexts.
Globalization has not lessened the importance of local structures and identities; it has transformed and, in some cases, magnified them. Companies look for unique cultural aspects as attractions for global travelers. Consequently, rather than purely imposing home country practices, polycentric managers are more likely to incorporate locally effective techniques.
It is important to note that critics of multinational corporations (MNCs) point out that this polycentric approach does not always align with fair labor practices. Accusations of neocolonialism and cultural homogenization reflect the concern that MNCs, while adapting to local cultures, may also impose the interests and cultural norms of their home countries to the detriment of the local identities and economies.