Global Leadership and Management
Final Test Solutions
Course Introduction
Global Leadership and Management explores the principles, challenges, and strategies of leading and managing individuals and teams in an international context. This course examines the impact of cross-cultural differences, global organizational structures, and international market dynamics on leadership styles and managerial decision-making. Students will analyze case studies on global business operations, develop skills in communication and negotiation across diverse cultures, and learn to navigate ethical and legal complexities in global settings. Emphasis is placed on developing adaptive leadership approaches and effective management practices for success in the interconnected global business environment.
Recommended Textbook
Multinational Management A strategic approach 6th Edition by John B. Cullen
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15 Chapters
739 Verified Questions
739 Flashcards
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Page 2
Chapter 1: Multinational Management in a Changing World
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50 Verified Questions
50 Flashcards
Source URL: https://quizplus.com/quiz/26161
Sample Questions
Q1) Emerging markets are
A)Located mostly in Africa and South America.
B)Similar to developed economies.
C)Those countries between developed and developing countries that present tremendous opportunities.
D)have free trade areas.
Answer: C
Q2) The best definition of multinational management includes which of these factors:
A)The formulation of strategies and management systems.
B)Designed to take advantage of international opportunities.
C)And to respond to international threats.
D)All of the above.
Answer: D
Q3) According to your text,FDI means
A)Foreign development initiatives.
B)Various investment policies of the U.S.government.
C)A foreign company has an ownership position in a company in another country.
D)A type of international negotiation strategy.
Answer: C
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Page 3
Chapter 2: Culture and Multinational Management
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Sample Questions
Q1) Describe some characteristics of cultures high on masculinity.Compare the management implications with cultures low on masculinity.
Answer: Answers will vary but should demonstrate that men dominate the management ranks in a highly masculine society.Men are expected to focus on long-term careers,while women may take jobs that are subordinate to their primary roles as family care-givers.
Q2) High power distance countries have norms,values,and beliefs such as
A)It is best to exercise power privately.
B)Everyone has a place, some are high and some are low.
C)A leader should develop his or her subordinates.
D)Leaders are made and not born.
Answer: B
Q3) All of the following are dimensions of Hofstede's Model of National Culture EXCEPT: A)Power avoidance.
B)Uncertainty avoidance.
C)Masculinity.
D)Long-term orientation.
Answer: A
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Chapter 3: The Institutional Context of Multinational Management
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Sample Questions
Q1) The index of economic freedom may be used by multinationals to understand the nature of
A)market transitions
B)national culture
C)national context
D)governmental intervention
Answer: D
Q2) Postindustrial societies are typically characterized by the dominance of
A)Service and manufacturing sectors.
B)Service sectors.
C)Manufacturing sectors.
D)Agricultural sectors.
Answer: B
Q3) When industrialization is inwardly oriented,local industries are promoted to satisfy the
A)Need to export.
B)Local population.
C)Requirements of multinational companies.
D)Domestic market and preserve foreign exchange.
Answer: D
Page 5
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Chapter 4: Managing Ethical and Social Responsibility
Challenges in Multinational Companies
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Sample Questions
Q1) Deontological ethical theories
A)Argue that the morality of an act comes from this consequences.
B)Would provide justification for closing a plant and laying off workers to reduce costs.
C)Is most typically represented by cost and benefit analyses.
D)Argue that actions by themselves have a good or bad morality irrespective of the consequences.
Q2) The world seems to be moving towards transnational ethics because:
A)Globalization dramatically increases contact among people from different ethical and cultural systems.
B)This contact creates pressure for the development of new transnational agreements regarding business practices.
C)International trade and trading blocs such as the EU and NAFTA are growing.
D)All of these reasons.
Q3) Compare and contrast ethical relativism and ethical universalism.What are some of the dangers of adopting either ethical relativism or ethical universalism when making decisions?
Q4) Do laws always reflect a community's ethics? Give an example to explain your answer.
Page 6
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Chapter 5: Strategic Management in the Multinational
Company: Content and Formulation
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Sample Questions
Q1) The GE Portfolio matrix
A)Is the same as the Boston Consulting Group matrix.
B)Contains four cells based on industry and business strength.
C)Can be used to assess business level strategies.
D)Contains nine cells based on industry strength and business competitive position.
Q2) Key success factors are
A)Examples of defensive strategies.
B)Important characteristics of a company or its product that lead to success in an industry.
C)Similar to generic strategies.
D)The economic characteristics of countries that lead to success.
Q3) Sales and dealing with distribution channels refer to _________ activities in the value chain.
A)Upstream
B)Support
C)Secondary
D)Downstream
Q4) What is the value chain? How can an understanding of the value chain help a company be more successful in its generic strategy?
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Chapter 6: Multinational and Entry-Mode Strategies:
Content and Formulation
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Sample Questions
Q1) When a firm from another country has an equity (or ownership)position in a separate company,it is engaging in
A)An international cooperative alliance.
B)A turnkey operation.
C)A contract manufacturer.
D)FDI.
Q2) The global solution to the global-local dilemma refers to
A)Conducting business similarly around the world.
B)Responding to differences in the global markets in which a company operates.
C)Customization of products to regional but not country differences.
D)None of the above
Q3) Global companies usually seek to
A)Provide unique products for all countries of the world.
B)Take advantage of different factor costs among countries.
C)Manufacture their products in every country.
D)Focus only on downstream activities in the value chain.
Q4) Under what conditions would a regional strategy be best for a multinational? Explain.
Q5) What are globalization drivers?
Q6) Discuss some key issues to consider when choosing an entry-mode strategy.
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Chapter 7: Small Businesses and International Entrepreneurship
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Sample Questions
Q1) Definitions of small businesses discussed in the text include the following EXCEPT A)Number of employees.
B)Sales revenue.
C)Industry.
D)Type of product or service.
Q2) When a company sets up a sales branch in a foreign country,it is at what stage of the internationalization of the small entrepreneurial business?
A)Stage 1
B)Stage 2
C)Stage 3
D)Stage 4
Q3) Technological leadership,as a source of first mover advantage refers to A)A company beginning business as a global start-up.
B)A company that adopts global strategies faster than competitors.
C)A company that moves quickly into a new venture.
D)A company that is the first to use a new technology.
Q4) Discuss some of the advantages that the Internet can offer small businesses when going international.
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Chapter 8: Organizational Design for Multinational Companies
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51 Verified Questions
51 Flashcards
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Sample Questions
Q1) All of the following statements are true about the functional structure EXCEPT
A)In the functional structure, departments perform separate business functions such as marketing or manufacturing.
B)The functional structure is the simplest of organizations.
C)In small organizations, the functional structure is the least efficient of all structures.
D)Because functional subunits are separated from each other, coordination among the units can be difficult.
Q2) The type of vertical control mechanism most often associated with a profit center is A)Bureaucratic.
B)Output.
C)Cultural.
D)Decision making.
Q3) Compare and contrast bureaucratic control with output control.
Q4) One of the major reasons why companies choose a functional structure is because
A)It allows adapting products to country tastes.
B)It enables responding to the needs of different types of customers.
C)It helps balance the strategy with the organization design.
D)It helps achieve efficiency.
Page 10
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Chapter 9: International Strategic Alliances: Management and Design
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Sample Questions
Q1) Under what conditions should a firm choose one of the various management structures available for a strategic alliance?
Q2) An agreement not legally binding between companies to cooperate on any value-chain activity is a (an)
A)Formal international cooperative alliance.
B)International joint venture.
C)Informal international joint venture.
D)International cooperative alliance.
Q3) As their management team gains more expertise,mature joint ventures move to what type of structure?
A)Independent
B)Interdependent
C)Local partner dominance
D)Shared
Q4) Indirect strategic benefits for entering a strategic alliance include
A)Immediate improved performance on profit ratios.
B)Learning a new market.
C)Developing management loyalty.
D)None of the above
Q5) Compare and contrast the three main types of strategic alliances.
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Chapter 10: Multinational E-Commerce: Strategies and Structures
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Sample Questions
Q1) Southeast Asian countries represent opportunities for e-commerce growth due to A)Spanish language websites.
B)Membership in ASEAN.
C)Global demand.
D)Internet economy.
Q2) A new trend is that multinationals are using _______________ to their advantage.
A)Tall hierarchical web structures
B)Tacit knowledge
C)User Generated Content
D)None of the above
Q3) Cost reduction,technology and efficiencies are considered to be the ________ of e-commerce.
A)Attractions
B)Challenges
C)Deterrents
D)Keys
Q4) What are e-commerce enablers? Why are e-commerce enablers becoming increasingly popular? Discuss some of the essential services provided by e-commerce enablers.
Q5) Discuss some of the basic steps to building a successful e-commerce strategy. Page 12
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Chapter 11: International Human Resource Management
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48 Verified Questions
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Sample Questions
Q1) Contrast the positive and negative issues for using short term flexpatriates and international cadre members as expatriate managers.Consider both the organization's perspective and the career implications for the individual manager.
Q2) Experts on repatriation suggest
A)That managers will experience no problems if they return to their home cultures.
B)Reverse culture shock can occur regarding national and organizational culture.
C)There are difficult problems with repatriation but few solutions at this time.
D)People may feel uncomfortable for a while but work performance will not suffer.
Q3) Which of the following is NOT one of the strategies discussed in the text to help repatriation of expatriates?
A)Provide a strategic purpose for the repatriation
B)Establish a team to help with the repatriation
C)Provide support for the expatriate and family on reentry
D)Provide vacation to help the expatriate get readjusted at home
Q4) Identify the components of HRM and describe how they differ for IHRM.
Q5) Describe the types of nationals employed by multinational firms.Explain when each type would be used.
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Page 14
Chapter 12: Hrm in the Local Context: Knowing When and How to Adapt
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Sample Questions
Q1) Which of the following statements about management development in the U.S.is false?
A)Management development in the U.S.is the responsibility of the firm rather than the individual.
B)U.S.companies can rely on senior-level managers to identify promising candidates for management development and training.
C)U.S.companies rely on direct assessment approaches such as assessment centers to identify individuals with managerial potential.
D)All of the above is true.
Q2) Which of the following statements regarding union membership is FALSE?
A)Union membership in the U.S.has stayed the same over the past 30 years.
B)In many major industrialized countries, union membership is still greater than 50%.
C)South Africa has doubled in size in union membership.
D)Europe still has a high proportion of workers who are union members.
Q3) Define and describe union membership density as it has been historically and is now.Why is it important to multinational managers?
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Page 15
Chapter 13: International Negotiation and Cross-Cultural Communication
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49 Flashcards
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Sample Questions
Q1) In competitive negotiation
A)Negotiators seek out mutually satisfactory ground that is beneficial that allows both companies to win.
B)Competitive negotiators view the negotiation as a win-win game.
C)Competitive negotiators use dirty tricks and any plot that leads to their advantage.
D)Competitive negotiators search for possible win situations where the outcome of the negotiation is mutually satisfactory to both sides.
Q2) Communication through eye contact or gaze is known as A)Proxemics.
B)Haptics.
C)Oculesics.
D)Olfactics.
Q3) What are interpreters? What can managers do to ensure appropriate use of interpreters?
Q4) Identify some cultural differences in body movements (kinesics).How might these influence a negotiation session?
Q5) Compare and contrast the two basic negotiation strategies.Which would you prefer to use,and why?
16
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Chapter 14: Motivation in Multinational Companies
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Sample Questions
Q1) Which types of motivation theories explain motivation arising from satisfaction of needs and values combined with an individual's beliefs regarding the work environment?
A)Needs theories
B)Work centrality theories
C)Process and reinforcement theories
D)Work functions theories
Q2) The theory based on the idea that employees compare their inputs and outcomes to other persons in the work setting to determine if they are being fairly treated is
A)Needs difference theory.
B)Expectancy theory.
C)Equity theory.
D)Reinforcement theory.
Q3) The sociotechnical systems approach to job design
A)Gives priority to the technical efficiency of workers.
B)Attempts to mesh both modern technology and social needs of workers.
C)Has no major differences with the US job characteristics model.
D)Focuses on designing each worker's task for job enrichment.
Q4) Discuss equity theory.What are the implications for multinationals?
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Chapter 15: Leadership and Management Behavior in Multinational Companies
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Sample Questions
Q1) Which statement regarding fundamental attribution errors is true?
A)In Western nations, people tend to make external attributions.
B)In Eastern nations, people tend to make internal attributions.
C)In Western nations, people tend to make internal attributions.
D)In Eastern nations, people tend to make external attributions.
Q2) The type of leadership that includes behaviors that focus on completing tasks by initiating structure is known as
A)Task-centered leadership.
B)Person-centered leadership.
C)Autocratic leadership.
D)Democratic leadership.
Q3) What is attribution theory? How can leaders use attribution theory to help them be good leaders?
Q4) What is the fundamental attribution error? What are some implications for leadership in multinationals?
Q5) Compare and contrast U.S.and Japanese perspectives on leadership behavior.
Q6) Define leadership.How might people from different national cultures define leadership? What are the implications of these definitions for multinational leaders working in these countries?
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