Reference no: EM13935530

Question 1: A highly developed international company with a deep involvement throughout the world, plus a worldwide perspective in its management and decision making is called a(n)

A.international corporation.

B.multidomestic corporation.

C.multinational corporation.

D.global corporation.

E.Stage IV corporation.

Question 2: What is the activity that occurs in Stage I of international development?

A.The company invests in production facilities in key countries.

B.The company exports, but trade is minor and handled by an export department.

C.The company establishes its own export division with sales offices in other countries.

D.The company operates in a global industry and establishes worldwide personnel, R&D, and financing strategies.

E.The company establishes local operating divisions in host countries to better serve individual country markets.

Question 3: What is the activity that occurs in the last stage of international development?

A.The company invests in production facilities in key countries.

B.The company exports, but trade is minor and handled by an export department.

C.The company establishes its own export division with sales offices in other countries.

D.The company operates in a global industry and establishes worldwide HR, R&D, and financing strategies thereby denationalizing its operations.

E.The company establishes local operating divisions in host countries to better serve individual country markets.

Question 4: Which type of structure was used by American Cyanamid to introduce and manage a similar line of products throughout the world?

A.geographic-area structure

B.network structure

C.product-group structure

D.international structure

E.functional structure

Question 5: Which type of structure was used by Nestle to tailor products to regional differences and to achieve regional coordination?

Question 6: Which type of structure enables a corporation to centralize decision making along product lines and to reduce costs?

A.geographic-area structure

B.product-group structure

C.network structure

D.matrix structure

E.functional structure

Question 7: According to Chandler and others, which factors MUST be closely aligned to avoid the consequences of poor organizational performance?

A.management, workforce, and customers

B.operations, marketing, and finance

C.strategy, structure, and environment

D.rules, goals, and tasks

E.hierarchy, contacts, and integrators

Question 8: A candidate for a fourth stage in corporate development is

A.conglomerate structure.

B.strategic business units.

C.divisional structure.

D.matrix structure.

E.hybrid structure.

Question 9: When Kimberly-Clark introduced Huggies disposable diapers against Procter & Gamble's market leading Pampers, they were using the offensive tactic known as a(n)

A.flanking maneuver.

B.frontal assault.

C.encirclement.

D.bypass attack.

E.guerilla attack.

Question 10: When Yamaha entered the market with a broader range of pianos, keyboards, and other musical instruments, it was using which offensive tactic?

A.flanking maneuver

B.frontal assault

C.encirclement

D.bypass attack

E.guerilla attack

Question 11: One of the big common mistakes by corporations sending executives on global assignments is NOT

A.raising their salaries.

B.educating executives about customs and values in other countries.

C.providing training for the regulatory environment.

D.providing excellent health care.

E.giving executives the opportunity to visit home.

Question 11: One of the big common mistakes by corporations sending executives on global assignments is NOT

A.raising their salaries.

B.educating executives about customs and values in other countries.

C.providing training for the regulatory environment.

D.providing excellent health care.

E.giving executives the opportunity to visit home.

Question 12: According to the text, which one of the following is NOT one of the dangers of using primarily foreign nationals to staff managerial positions in subsidiaries?

A.the increased likelihood of suboptimization

B.difficulty for the MNC to meet long-term, worldwide objectives

C.the ability for communication and coordination becomes increasingly difficult

D.promotes anger and jealousy within the nationalistic host government

E.problems in coordinating activities of several international subsidiaries leads to problems in operating in a global industry

Question 13: Which of the following practices was NOT identified by a study of 750 U.S., Japanese, and European companies that do a good job of managing foreign assignments?

A.When making international assignments they focus on transferring knowledge and developing global leadership.

B.They offer foreign assignments to people whose technical skills are matched or exceeded by their cross-cultural abilities.

C.They offer assignments to those who want to return home early to share their experiences.

D.They end foreign assignments with a deliberate repatriations process with career guidance.

E.They end foreign assignments with a deliberate repatriation process with jobs where the employees can apply what they learned in their assignments.

Question 14: Which one of the following was NOT one of the cultural dimensions that Hofstede found which could explain the success or failure of certain management practices?

A.uncertainty avoidance

B.masculinity-femininity

C.individualism-collectivism

D.cultural diversity

E.power distance

Question 15: Nations like Greece and Japan whose people want career stability, formal rules, and clear-cut measures of performance would score high on which of Hofstede's cultural dimensions?

A.uncertainty avoidance

B.masculinity-femininity

C.individualism-collectivism

D.power distance

E.long-term orientation

Question 16: According to Hofstede's cultural dimensions, which country scored lowest on power distance?

A.Malaysia

B.Mexico

C.Germany

D.United States

E.Great Britain

Question 17: According to Hofstede, which cultural dimension describes the extent to which a society emphasizes the importance of hard work, education, and persistence as well as the importance of thrift?

A.uncertainty avoidance

B.masculinity-femininity

C.individualism-collectivism

D.long-term orientation

E.power distance

Question 18: All of the following reflect characteristics of a successful integration manager EXCEPT

A.a deep knowledge of the acquiring company.

B.a flexible management style.

C.an ability to work in cross-functional project teams.

D.a propensity to hire likeminded people.

E.a willingness to work independently.

Question 19: Which of the following statements is true concerning the career life cycle for top executives?

A.During the early years of executives' tenures, they tend to experiment extensively with product lines to learn about their business.

B.It is possible that a current CEO may not be appropriate to implement a new strategy.

C.The harvest stage occurs when executives' accumulated knowledge allows them to reduce experimentation and increase performance.

D.There is an inverted U-shaped relationship between top executive tenure and the firm's financial performance.

E.all of the above

Question 20: What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations?

A.They tended to have less loyalty than former CEOs, switching companies at a faster pace.

B.They tended to have the same functional specialization as the former CEO.

C.They tended to be more aggressive in their risk-taking than former CEOs.

D.They tended to rely more on skills developed through group decision making.

E.They tended to be turnaround specialists.