Global Business Management
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Course Introduction
Global Business Management explores the complexities and dynamics of conducting business on an international scale. The course examines key concepts such as globalization, international market entry strategies, cross-cultural management, global supply chain logistics, and the influence of international economic, legal, and political environments on business operations. Students will analyze real-world case studies to understand the challenges faced by global managers, including ethical considerations, leadership across cultures, and adaptation to diverse regulatory environments. The course equips students with the skills necessary to develop effective business strategies and manage multicultural teams in a rapidly changing global marketplace.
Recommended Textbook
International Management Managing Text and Cases 9th Edition by Helen Deresky
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11 Chapters
1078 Verified Questions
1078 Flashcards
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Chapter 1: Assessing the Environment: Political, Economic, Legal,
Technological
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84 Flashcards
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Sample Questions
Q1) The ________ method of analyzing economic risk attempts to measure statistically a country's ability to honor its debt obligation by assigning different weights to economic variables.
A)quantitative
B)qualitative
C)checklist
D)objective
Answer: A
Q2) Representatives of a multinational firm seek an interview with local government leaders in the Department of Commerce in Argonia with a view to assess the types of policies likely to be implemented.According to Mathis, this is an example of ________.
A)qualitative approach
B)quantitative approach
C)checklist approach
D)systemic approach
Answer: A
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Chapter 2: Managing Interdependence, Social Responsibility, and Ethics
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Sample Questions
Q1) The Anti-Sweatshop Code of Conduct requires companies to provide a healthy and safe work environment and ________.
A)to differentiate on the basis of gender
B)to pay the prevailing local minimum wage
C)to reduce environmental footprints
D)to employ forced labor when the situation demands it
Answer: B
Q2) The sales, debts, and resources of some of the largest multinational firms exceed the gross national product, the public and private debt, and the resources, respectively, of some nations.
A)True
B)False
Answer: True
Q3) Which of the following is most likely a benefit to host countries with MNC operations?
A)risk sharing
B)export diversification
C)decrease of local capital
D)creation of assembly-only plants
Answer: B
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Chapter 3: Understanding the Role of Culture
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Sample Questions
Q1) What is the Confucian work dynamism? What does it reveal about Asian managers?
Answer: Hofstede developed a fifth cultural dimension called the Confucian work dynamism, which he labeled a long-term/short-term dimension.He defined long-term orientation as "the extent to which a culture programs its members to accept delayed gratification of their material, social, and emotional needs." In other words, since managers in most Asian countries are more future-oriented, they stride toward long-term goals; they value investment in the future and are prepared to sacrifice short-term profits.
Q2) Which of the following Hofstede variables is associated with a strong sense of nationalism?
A)individualism
B)uncertainty avoidance
C)masculinity
D)femininity
Answer: B
Q3) Achievement and personal capabilities are valued in individualistic societies.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Communicating Across Cultures
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Sample Questions
Q1) During a business meeting in the United States, a relaxed posture is acceptable, but in Europe or Asia such body language would most likely be interpreted as ________.
A)personal space invasion
B)rudeness
C)curiosity
D)reluctance
Q2) Communication to managers is of vital importance because it ________.
A)demonstrates the manager's depth of knowledge
B)immediately results in an increase of revenue
C)indicates technological advancement
D)greatly helps in negotiating future plans
Q3) Explain the concepts of openness and resilience as they relate to intercultural communication.
Q4) In low-context cultures, key information is embedded in the context rather than made explicit.
A)True
B)False
Q5) How do cultural differences affect the way firms conduct e-commerce?
Q6) What are some ways that Japanese and American styles of communication differ?
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Chapter 5: Cross-Cultural Negotiation and Decision Making
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Sample Questions
Q1) Which of the following best defines guanxi?
A)personal reputation
B)common group goals
C)network of personal relations
D)unacceptable negotiating tactics
Q2) Which of the following is true about the negotiating tactics used by the Russians?
A)They are quick decision makers.
B)They believe that "time is money."
C)They stall for time.
D)They are outwardly expressive.
Q3) Since the Chinese have a preference for emotional restraint and saving face, aggressive or emotional attempts at persuasion in negotiation are likely to fail.
A)True
B)False
Q4) Russians employ axiomatic appeals-that is, their appeals are based on the ideals generally accepted in their society.
A)True
B)False
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Chapter 6: Formulating Strategy
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Sample Questions
Q1) Describe the strategies of globalization and regionalization.When can each strategy be used most effectively?
Q2) Which of the following is the primary advantage of using e-business as a local-level entry strategy?
A)shared costs and risks
B)access to highly skilled workers
C)rapid entry and exit from markets
D)avoidance of tariffs and regulations
Q3) The mission of an organization provides a basis for strategic decision making.
A)True
B)False
Q4) List the reasons a company would have if it wants to operate internationally.
Q5) Companies seek out less restrictive foreign operating environments when the regulations and restrictions enforced by the firm's home government become expensive.
A)True
B)False
Q6) What is a SWOT analysis? How is it used in strategic planning?
Q7) Describe the various sources of information that are available to managers.
Q8) Compare and contrast globalization and regionalization.
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Chapter 7: Global Alliances and Strategy Implementation
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Sample Questions
Q1) Alliances can be formed for various purposes, e.g., sharing technology, marketing, or production joint ventures.
A)True
B)False
Q2) International joint ventures are less likely to break up when ________.
A)issues are settled before the merger
B)new policies are created after the merger
C)one partner has all the decision-making autonomy and the other has none
D)each firm explicitly states its actions and requirements after the merger
Q3) How can firms increase the likelihood of forming a successful global alliance?
Q4) Which of the following terms suggests that global sourcing can produce gains in efficiency, productivity, quality, and profitability by fully leveraging talent around the world?
A)transformational outsourcing
B)business process reengineering
C)inverted sourcing
D)lean integration
Q5) Why should a company seek a global alliance over other forms of market entry?
Q6) Why is an international joint venture referred to as a marriage between venture partners?
Page 9
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Chapter 8: Developing a Global Management Cadre
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Sample Questions
Q1) To achieve rationalization, managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained.
A)True
B)False
Q2) Regardless of the stage of internationalization, a firm's structural choices always involve two opposing forces: globalization and localization.
A)True
B)False
Q3) Variables such as transfer pricing and exchange-rate fluctuations do not influence profitability patterns.
A)True
B)False
Q4) Using the Internet to streamline global supply systems ________.
A)enhances the efficiency of the supply chain
B)eliminates the reliance on local suppliers
C)creates a vertical hierarchical structure within organizations
D)increases fixed costs
Q5) What are the changes necessitating new structural designs for organizations?
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Chapter 9: Staffing, Training, and Compensation for Global Operations
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Sample Questions
Q1) More recently, a staffing option known as ________ has been utilized to provide a linking pin between the company's headquarters and local host subsidiaries.
A)expatriates
B)inpatriates
C)transpatriates
D)migrants
Q2) The goal of cross-cultural training is to ease the expatriate's adjustment to the new environment by reducing ________.
A)culture shock
B)power distance
C)social distance
D)cultural diversity
Q3) Host-country nationals are employees assigned to key positions in countries other than their own.
A)True
B)False
Q4) Briefly define the ethnocentric, polycentric, regiocentric, and global staffing approaches.
Q5) What are the major causes of expatriate failure?
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Chapter 10: Developing a Global Management Cadre
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Sample Questions
Q1) In the context of the study conducted by Lazarova and Caligiuri, which of the following refers to the most important HRM practice for successful repatriation?
A)continuous communication with the home office
B)financial and tax assistance
C)agreement about position upon repatriation
D)visible signs that the company values international experience
Q2) What are some of the skills that are necessary for leaders of virtual global teams?
Q3) Effective human resource management of a company's global cadre ends with ________.
A)allocation of an overseas assignment to the executive
B)successful repatriation of the executive into company headquarters
C)preparing the executive for cultural differences
D)providing foreign-language training to the executive
Q4) What are the three phases of the expatriate transition process? Briefly describe each phase.
Q5) What are some of the operational challenges for global virtual teams with respect to language and communication?
Q6) What are global management teams? Why are they important to global firms?
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Chapter 11: Motivating and Leading
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Sample Questions
Q1) Employees in countries that rank high on power distance are more likely to prefer a more authoritative leadership style.
A)True
B)False
Q2) ________ involves the ability to inspire and influence the thinking, attitudes, and behavior of people anywhere in the world.
A)Effective global leadership
B)An ethnocentric approach to management
C)Effective repatriation
D)An autocratic style of leadership
Q3) Modern leadership theory recognizes that ________.
A)no single leadership style works well in all situations
B)the charismatic style of leadership works well in all situations
C)the democratic style of leadership works well in all situations
D)the democratic, or participative, leadership style is less likely to have positive results with U.S. employees
Q4) What is the difference between masculine and feminine cultures? What does recent research reveal about masculine and feminine cultures?
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