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Hr 6000 Final

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Question 1 Japan's NEC and U.S. based AT&T most likely formed a strategic alliance in order to ________.
Answer
| | reduce political and cultural risks | | | avoid licensing requirements | | | access new technology and new markets | | | develop a mutually useful infrastructure |
2 points
Question 2 A firm that uses an international division structure may experience conflict among all of its divisions because ________.
Answer
| | the structure type is not very efficient | | | the international division fails to respond to cultural differences | | | more resources tend to be provided to the international division | | | fewer resources tend to be provided to the international division |
2 points
Question 3 A global firm's success or failure is increasingly dependent upon ________, which cannot be duplicated.
Answer
| | human resources | | | raw materials | | | Technology | | | Capital |
2 points
Question 4 A global leader's role is an interaction of which two sets of variables?
Answer
| | content and context | | | cultural and societal | | | internal and external | | | personal and professional |
2 points
Question 5 A merit-based reward system would be ineffective in Taiwan because such a system would most likely ________.
Answer
| | disturb workplace harmony | | | embarrass senior employees | | | conflict with political norms | | | elevate line supervisors |
2 points
Question 6 A specific strategy that treats the world as one market by using a standardized approach to products and markets is called ________.
Answer
| | Globalization | | | Rationalization | | | Differentiation | | | Integration |
2 points
Question 7 A state of disorientation and anxiety that results from not knowing how to behave in an unfamiliar culture is called ________.
Answer
| | culture shock | | | Assimilation | | | cultural contingency | | | Integration |
2 points
Question 8 A survey of 200 chief executives in France, Germany, and the United Kingdom concluded that ________.
Answer
| | German leaders are more likely than French leaders to consider a position of power as important | | | German, French, and U.K. leaders have similar attitudes about leadership and decision making | | | UK leaders are highly troubled about their decisions | | | French leaders like to make decisions unilaterally |
2 points
Question 9 A visionary leader who inspires subordinates and is performance-oriented would best be described as ________.
Answer
| | charismatic | | | team-oriented | | | participative | | | self-protective |
2 points
Question 10 A written, legally binding agreement between employers and labor unions that is valid for a specific period is most common in ________.
Answer
| | Southern Europe | | | North America | | | Great Britain | | | France |
2 points
Question 11 According to Adler, what should businesses do regarding female managers and overseas assignments?
Answer
| | prepare female executives for the discrimination they will face abroad | | | realize that most women do no want to go abroad due to family concerns | | | give female managers the title, status, and recognition appropriate to the overseas position | | | send women overseas for only short-term assignments that do not require family relocation |
2 points
Question 12 According to Hofstede, employees in countries that rank high on power distance are more likely to prefer a(n) ________ leadership style.
Answer
| | autocratic | | | participative | | | charismatic | | | transformational |
2 points
Question 13 According to Hofstede, the critical fact to grasp about leadership in any culture is that it primarily depends upon the ________.
Answer
| | leader's personality | | | size of the organization | | | demands placed on the leader | | | values and attitudes of subordinates |
2 points
Question 14 According to Kopp, which of the following is an IHRM problem associated with Japanese firms that use the ethnocentric staffing approach?
Answer
| | high turnover among expatriates | | | low number of top level managers | | | employee repatriation difficulties | | | insufficient projection of HR needs |
2 points
Question 15 According to Laurent, managers in Sweden, Denmark, and Great Britain believe that employees prefer which style of leadership?
Answer
| | autocratic | | | charismatic | | | participative | | | autonomous |
2 points
Question 16 According to Lazarova and Tarique, which of the following conditions must be met for the successful transfer of knowledge to occur between repatriates and firms?
Answer
| | repatriate readiness and organization incentives | | | organization transfer tools and legal guidelines | | | repatriate readiness and cultural preparation | | | organization incentives and legal procedures |
2 points
Question 17 According to Rosenzweig, which of the following American characteristics causes the most problems for Americans in their global alliances with Europeans?
Answer
| | Americans tend to have an international perspective. | | | Americans tend to accept the authority of European managers. | | | Americans tend to be too formal in their business relationships. | | | Americans tend to need autonomy and independence on the job. |
2 points
Question 18 According to Tye and Chen, which of the following is the greatest predictive value of expatriate success?
Answer
| | gender | | | social skills | | | international experiences | | | domestic work experience |
2 points
Question 19 According to U.S expatriates, Mexican workers primarily need more ________ than U.S. workers.
Answer
| | relationship building | | | compensation | | | autonomy | | | Training |
2 points
Question 20 According to a study by Steers, Koreans' hard work was most attributable to ________.
Answer
| | loyalty to the company | | | self-oriented achievement | | | need for family harmony | | | religious convictions |
2 points
Question 21 According to a study of global teams by Govindarajan and Gupta, which of the following is the most important task in developing a successful global business team?
Answer
| | clarifying the objectives of the team | | | aligning the goals of each team member | | | cultivating trust among all team members | | | ensuring that team members have essential skills |
2 points
Question 22 According to a survey of Alcoa's virtual team members, successful team leaders have the ability to ________.
Answer
| | convey goals and resolve conflicts | | | explain the organization's mission | | | provide career planning advice | | | integrate technology systems |
2 points
Question 23 According to experts, managers of foreign companies planning to set up business in Russia should ________.
Answer
| | realize that paying bribes is a necessary aspect of conducting business in Russia | | | assign funds for local promotion and advertising to establish a corporate image | | | use only home country managers to avoid problems with local corruption | | | avoid communicating with regional authorities about business activities |
2 points
Question 24 According to research by Chevrie, which of the following is a strategy used to manage transnational teams?
Answer
| | using procedures established by headquarters | | | focusing on technical rather than cultural issues | | | linking compensation to individual achievement | | | establishing a single team leader as spokesperson |
2 points
Question 25 According to research by Dovev Lavie, which of the following best describes the bilateral competition strategy?
Answer
| | Set organizational and technological buffers between competing partners | | | Avoid partners that compete in your industry if they enjoy superior bargaining power | | | Learn and assimilate network resources in order to develop new skills and capabilities | | | Align organizational units and create a coherent interface with each partner in the alliance |
2 points
Question 26 According to the Meaning of Work (MOW) research study, what is the most important motivation for working in all countries?
Answer
| | status and prestige | | | necessary income | | | contacts with others | | | interest and satisfaction |
2 points
Question 27 According to the author, the future for MNC structure most likely lies in a ________.
Answer
| | global web of networked companies | | | global functional structure | | | global product structure | | | centralized hierarchy |
2 points
Question 28 Advances in communication technology have facilitated the increasing number of ________ and enabled firms to capitalize on 24-hour productivity.
Answer
| | virtual global teams | | | transitional global teams | | | specialized global teams | | | assimilated global teams |
2 points
Question 29 All of the following are HRM changes being made by many Japanese firms to help them compete in a global economy EXCEPT ________.
Answer
| | requiring workers to compete for jobs | | | placing more emphasis on lifetime employment | | | basing pay on performance rather than seniority | | | requiring workers to make retirement fund decisions |
2 points
Question 30 All of the following are advantages of using third country nationals to manage foreign subsidiaries EXCEPT ________.
Answer
| | having personal connections with local suppliers and distributors | | | reducing resentment between headquarters and locals | | | exhibiting cultural flexibility and adaptability | | | saving firms money in salary and benefits |
2 points
Question 31 All of the following are causes of convergence in labor relations practices EXCEPT ________.
Answer
| | political changes | | | increased open trade | | | external competitive forces | | | national labor relations systems |
2 points
Question 32 All of the following are characteristics of a firm with transnational capability EXCEPT ________.
Answer
| | local flexibility | | | global integration | | | centralized vertical structure | | | ability to manage across borders |
2 points
Question 33 All of the following are disadvantage of an ethnocentric staffing approach EXCEPT ________.
Answer
| | fewer opportunities for local staff's advancement | | | poor adaptation of expatriates in foreign countries | | | lack of managerial effectiveness of parent-country nationals | | | time spent training expatriates on the firm's policies and technologies |
2 points
Question 34 All of the following are examples of international joint venture control mechanisms used by parent firms EXCEPT ________.
Answer
| | staffing policies | | | legal contracts | | | regional authorities | | | organizational design |
2 points
Question 35 All of the following are examples of support systems recommended by Tung for a successful repatriation program EXCEPT ________.
Answer
| | mentor program | | | special career planning unit | | | domestic and foreign tax assistance program | | | system of maintaining contact with expatriates |
2 points
Question 36 All of the following are examples of the cooperative aspect of strategic alliances EXCEPT ________.
Answer
| | creating economies of scale in tangible assets | | | forming upstream - downstream divisions of labor | | | limiting investment risks through shared resources | | | learning new intangible skills from alliance partners |
2 points
Question 37 All of the following are major causes of expatriate failure EXCEPT ________.
Answer
| | selection based on headquarters' criteria | | | host government intervention | | | insufficient compensation | | | inadequate training |
2 points
Question 38 All of the following are most likely components of an expatriate's total compensation package EXCEPT ________.
Answer
| | health insurance | | | housing allowance | | | relocation expenses | | | performance based pay |
2 points
Question 39 All of the following are potential problem areas related to expatriate assignments EXCEPT ________.
Answer
| | inadequate cultural training | | | performance appraisal feedback | | | career needs of expatriate's spouse | | | coordination with headquarters |
2 points
Question 40 All of the following are signs of international organizational malaise EXCEPT ________.
Answer
| | clashes among divisions, subsidiaries, and individuals | | | duplication of administrative personnel and services | | | greater demands for information systems | | | unclear lines of reporting |
2 points
Question 41 All of the following are stages in the expatriate transition process EXCEPT ________.
Answer
| | host country language transition | | | home country exit transition | | | host country entry transition | | | home country entry transition |
2 points
Question 42 All of the following are suggestions by expatriates regarding how to have a successful experience overseas EXCEPT ________.
Answer
| | learn the local customs | | | establish a family routine | | | develop a support network | | | cease contact with headquarters |
2 points
Question 43 All of the following are training techniques classified by Tung EXCEPT ________.
Answer
| | sensitivity training | | | host-family surrogates | | | field experiences | | | cultural assimilators |
2 points
Question 44 All of the following are typical reasons for forming cross-border alliances EXCEPT ________.
Answer
| | avoiding import barriers | | | sharing R&D costs and risks | | | gaining access to specific markets | | | testing marketing campaigns overseas |
2 points
Question 45 All of the following are typical tasks performed by e-commerce enablers EXCEPT ________.
Answer
| | ensuring compliance with trade agreements | | | conducting performance appraisals | | | paying custom charges | | | screening orders |
2 points
Question 46 An international division may be organized along what lines?
Answer
| | vertical and horizontal | | | differentiated and integrated | | | centralized and decentralized | | | functional, product, geographic |
2 points
Question 47 An international division with an integrated global structure can be organized along all of the following lines EXCEPT ________.
Answer
| | functional lines | | | product lines | | | geographic lines | | | cultural lines |
2 points
Question 48 Firms primarily benefit from repatriated managers' knowledge transfer and application of all of the following EXCEPT ________.
Answer
| | local marketing | | | host-country laws | | | cultural differences | | | competitor information |
2 points
Question 49 Firms most likely form cross-border strategic alliances with European companies because ________.
Answer
| | technology within the EU changes rapidly | | | EU regulations favor domestic companies | | | franchising and licensing are illegal in the EU | | | EU consumers demand foreign-made products |
2 points
Question 50 Employees in countries that rank low on power distance are more likely to prefer a(n) ________ leadership style.
Answer
| | autocratic | | | participative | | | charismatic | | | transformational |
2 points Save and Submit

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...Blue Sky Software Company Organizational Development Analysis November 28, 2012 Prepared for: Jim Willis CEO Webster University Management 6000 Professor: Dr. James Ewing Introduction Change is a growing concern for many industries and, in particular, software developers are feeling the fullest brunt of this tidal force. Global competition, economic uncertainty and high levels of risk aversion have created a tidal wave of change for American corporations. Organizations must embrace renewal strategies for specific reasons, such as improving, communication, efficiency, or decision making, rarely can an initiative successfully be deployed without strategic planning in the current hyper turbulent business world. It is with renewed vigor that Blue Sky Software must assess the organizations future operations with these new realities in mind. To prosper in the new globalized business world the Blue Sky Software organization must require a transformation from its executive team, its board of directors and its staff. The current change initiatives that must be undertaken are complex structural organizational changes. This goal demands a new set of leadership skills, empowered employees and clear decision making processes, allowing a highly adaptive orientation for the organization. The following report outlines such a path for Blue Sky Software. Adaptive Orientation Blue Sky Software...

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