Comparative Management Pre-Test Questions
Course Introduction
Comparative Management explores the differences and similarities in management systems, practices, and organizational cultures across various countries and regions. The course examines how cultural, economic, political, and legal factors influence management approaches, decision-making, leadership styles, and communication in a global context. Students will analyze case studies and models of management practices from diverse environments, developing the skills to address challenges and leverage opportunities when managing internationally or in multicultural workplaces.
Recommended Textbook
Transnational Management Text Cases and Readings in Cross Border Management 7th Edition
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8 Chapters
245 Verified Questions
245 Flashcards
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Chapter 1: Expanding Abroad: Motivations, Means, and Mentalities
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30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/4793
Sample Questions
Q1) An MNE with a 'global mentality' will typically manage its operations centrally.
A)True
B)False
Answer: True
Q2) The largest MNEs are equivalent in their economic importance to less developed economies such as Cameroon, Paraguay, or Barbados.
A)True
B)False Answer: False
Q3) The main advantage multinational mentality has over global mentality is more efficient manufacturing.
A)True
B)False Answer: False
Q4) An MNE with a 'transnational mentality' will typically be managed as an integrated network.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Understanding the International Context:
Responding to Conflicting Environmental Forces
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31 Verified Questions
31 Flashcards
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Sample Questions
Q1) The pressures that drive book publishers such as McGraw-Hill to integrate and coordinate their activities across national boundaries are primarily _________.
A) Economic
B) political C) social
D) organizational Answer: A
Q2) An international industry is characterized by low national responsiveness and moderate global integration.
A)True
B)False Answer: False
Q3) A firm's decision with respect to whether it should adopt a global, multinational or international strategy should be made without any consideration of the industry in which the firm operates.
A)True
B)False
Answer: False
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Chapter 3: Developing Transnational Strategies: Building
Layers of Competitive Advantage
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29 Verified Questions
29 Flashcards
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Sample Questions
Q1) Which of the following best describes a transnational company's asset and capability configuration?
A) assets and capabilities are centralized and globally scaled.
B) core competences are centralized, while other assets and capabilities are decentralized.
C) assets and capabilities are dispersed, interdependent and specialized.
D) assets and capabilities are decentralized and nationally self-sufficient.
Answer: C
Q2) Which of the following best describes an international company's asset and capability configuration?
A) assets and capabilities are decentralized and nationally self-sufficient.
B) assets and capabilities are centralized and globally scaled.
C) assets and capabilities are dispersed, interdependent and specialized.
D) sources of core competences are centralized, while other assets and capabilities are decentralized.
Answer: D
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Page 5
Chapter 4: Developing a Transnational Organization:
Managing Integration, Responsiveness, and Flexibility
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27 Verified Questions
27 Flashcards
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Sample Questions
Q1) Summit Corp. is transitioning from a multinational strategy to a transnational strategy. It would probably be more effective and less costly if the company commenced its accompanying organizational transition by focusing on changing employees' attitudes and mentalities, than it would be if it led its efforts by engaging in structural change.
A)True
B)False
Q2) Which of the following is not a characteristic of the companies with centralized hub structure?
A) Most of the key assets and resources are concentrated in the home country.
B) Tight strategic and operational controls are maintained over the subsidiaries.
C) Most of the manufacturing and product development is executed by the subsidiaries.
D) Corporate management regards its subsidiaries as delivery pipelines to the global market.
Q3) Briefly discuss the characteristics of the decentralized federation organizational model.
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Chapter 5: Creating Worldwide Innovation and Learning:
Exploiting Cross Border Knowledge Management
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30 Verified Questions
30 Flashcards
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Sample Questions
Q1) In transnational companies like Unilever, products, functions, and geographic regions are coordinated in a differentiated manner, accounting for the respective demands for integration and responsiveness.
A)True
B)False
Q2) With responsibility for his company's largely centralized R&D activities, Frank worries that the center may not understand local market needs, while the subsidiaries may not be committed to innovations developed at the center. To respond to these concerns, Frank's priority should be to:
A) adopt a single point of contact between headquarters and the subsidiaries to focus the flow of information.
B) ensure that several key people in the foreign subsidiaries are linked to individuals at the headquarters who can represent and defend their views.
C) carefully select the people he interacts with in the subsidiaries in order to reduce conflicting perspectives regarding innovation management.
D) listen to the different national perspectives and priorities, but minimize differences in views from multiple subsidiaries' input.
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Chapter 6: Engaging in Cross-Border Collaboration: Managing
across Corporate Boundaries
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34 Verified Questions
34 Flashcards
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Sample Questions
Q1) Flexibility is often the key in a strategic alliance. Please comment.
Q2) Formulating an agreement with respect to the termination of the venture at the outset of the collaboration demonstrates that the partners are not fully dedicated to the success of the alliance.
A)True
B)False
Q3) A vast majority of successful cross-border collaborations are founded and maintained by firms that acquire the other partner's knowledge without sharing their own knowledge.
A)True
B)False
Q4) Entering collaborative relationships with other firms is one way for firms to meet the needs of an increasingly complex environment.
A)True B)False
Q5) Collaboration reduces the time and risk associated with the development of new products.
A)True B)False
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Chapter 7: Implementing the Strategy: Building
Multidimensional Capabilities
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34 Verified Questions
34 Flashcards
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Sample Questions
Q1) Which of the following expressions is used to describe one class of transnational innovation developed by worldwide functional managers
A) internally initiated innovations.
B) nationally integrated innovations.
C) globally linked innovations.
D) internationally targeted innovations.
Q2) In the transnational, worldwide functional managers are often linked most effectively through informal networks that are nurtured and maintained through frequent meetings, visits and transfers.
A)True
B)False
Q3) Which of the following is not considered a key management category in the modern transnational company
A) the top-level corporate executives / managers.
B) the country subsidiary manager.
C) the integrated services manager.
D) the global business manager.
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Page 9
Chapter 8: The Future of the Transnational: An Evolving Global Role
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30 Verified Questions
30 Flashcards
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Sample Questions
Q1) The relationship between transactional MNEs and non-governmental organizations (NGOs) is frequently characterized by confrontation and accusation.
A)True
B)False
Q2) Which of the following are not characteristic of the attitudes of transformative MNEs in the context of their relationships with stakeholders
A) develops products or services specifically to meet local needs.
B) persuades investors of the need for the corporation to be part of the solution to problems in the host country.
C) committed to upgrading the lives of its employees inside and outside the workplace.
D) willing to unilaterally make decisions against the best interests of the shareholder where they conflict with the interests of other stakeholders.
Q3) Responsive MNEs act in a way that is sensitive and responsive to the needs of all its immediate stakeholders.
A)True
B)False
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