Global Leadership and Management
Textbook Exam Questions
Course Introduction
This course explores the principles and practices of effective leadership and management in the global context. Students will examine the challenges and opportunities presented by cultural diversity, international business environments, and global organizational structures. Through case studies, group projects, and critical analysis, the course develops skills in cross-cultural communication, ethical decision-making, strategic planning, and adaptive leadership. Emphasis is placed on real-world applications, preparing students to lead and manage teams in multinational companies and across borders while navigating the complexities of global operations.
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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Sample Questions
Q1) According to the experts cited in your text,the next generation of global managers will need all of the following,EXCEPT:
A)Emotional intelligence
B)The ability to work with people from different cultural backgrounds
C)Poor negotiation skills
D)A local mindset
Answer: C
Q2) Which of the following is not a classification of economic systems noted in the text?
A)Domestic economies
B)Transition economies
C)LDCs
D)Emerging markets
Answer: A
Q3) Examples of developed economies would include:
A)The U.S.and Japan.
B)Hungary and Poland.
C)Argentina and Brazil.
D)Hong Kong and Singapore.
Answer: A
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Page 3
Chapter 2: Culture and Multinational Management
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Q1) Why do the rankings on some cultural dimensions such as individualism differ between the 7d and Hofstede models?
Answer: Answers will vary but should demonstrate that students are aware that Trompenaars drew upon more recent data and used a different methodology.
Q2) Cultural relativism represents
A)The belief that all cultures are valid and ethical responses to the problems of living.
B)The belief that some cultures are relatively better than others.
C)The belief that your own culture is the best.
D)The degree of similarity between business and national cultures.
Answer: A
Q3) Discussing cultural paradoxes,the text indicates that although the US scores very high on individualism,it also has the highest percentage of A)unmotivated population.
B)uncaring seniors.
C)homeless people.
D)charity giving in the world.
Answer: D
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4
Chapter 3: The Institutional Context of Multinational Management
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Sample Questions
Q1) In societies with high social inequality,resources are controlled by
A)A majority of people.
B)Very few people.
C)The Government.
D)Religious institutions.
Answer: B
Q2) What are the three major types of economic systems? What are the effects of economic systems on how organizations are structured in societies?
Answer: Answers will vary.Students should be able to offer some details about a capitalist or market economy,a socialist or command economy,and a mixed economy.Answers should also explain that the dominant market type dictates how freely a company can operate in terms of government intervention,and that markets in transition may offer valuable opportunities.
Q3) Which of the following has important implications for multinationals?
A)Religion
B)Education and economic systems
C)Industrialization and inequality
D)All of the above
Answer: D
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Chapter 4: Managing Ethical and Social Responsibility
Challenges in Multinational Companies
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Sample Questions
Q1) A multinational manager is considering closing a plant in China as wages have increased considerably in China.The manager considers the implications of laying off people and closing the plant on the profits of the company.Which form of analysis is the manager doing?
A)Legal analysis
B)Profit making analysis
C)Ethical analysis
D)None of the above
Q2) Stealing a loaf of bread to feed a hungry family can be justified by which ethical theory?
A)Social responsibility ethical theory
B)Deontological ethical theory
C)Moral languages
D)Utilitarianism
Q3) The first duty of a multinational manager faced with a decision is
A)To consider whether the decision makes business sense.
B)To consider whether the decision meets the legal standard in the country.
C)To consider whether the decision is ethical.
D)To refer to the written codes of ethics.
Q4) Compare and contrast prescriptive codes of ethics with proscriptive codes.
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Chapter 5: Strategic Management in the Multinational
Company: Content and Formulation
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Sample Questions
Q1) Counter-parry
A)Is an example of an offensive strategy.
B)Is an example of a generic strategy.
C)Is fending off a competitor's attack in one country by attacking the competitor in another country.
D)None of the above
Q2) The degree to which competitors are confronted with alternatives for their products is referred to as which force in Porter's five forces?
A)Threat of new entrants
B)Bargaining power of buyers
C)Degree of competition
D)None of the above
Q3) Support activities include
A)Research and development.
B)Service repair.
C)Output logistics.
D)None of the above
Q4) What is sustainable competitive advantage? What are some essential characteristics of company capabilities that can lead to sustainable competitive advantage?
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Chapter 6: Multinational and Entry-Mode Strategies:
Content and Formulation
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Q1) Advantages of foreign direct investment include
A)Increased capital investment.
B)Greater control of product and marketing strategy.
C)Greater exposure to financial risks.
D)The lower costs of using expatriates managers.
Q2) Responding to differences in the markets in all the countries in which a company operates is
A)The global-local dilemma.
B)The best strategy for success for a multinational.
C)The local-responsiveness solution.
D)The global solution.
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) Describe the global-local dilemma.When is each solution most appropriate?
Q5) Discuss some general strategic considerations regarding multinational strategy when choosing a entry-mode strategy.
Q6) Discuss some key issues to consider when choosing an entry-mode strategy. Page 8
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Page 9
Chapter 7: Small Businesses and International Entrepreneurship
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Sample Questions
Q1) Small business barriers to internationalization include all of the following EXCEPT
A)Small size means limited financial and personnel resources for international operations.
B)Top managers with limited international experience.
C)Positive attitudes of top managers about becoming multinationals.
D)Lack of sufficient scale to produce goods or services as efficiently as large companies.
Q2) All of the following are true about small business CEOs EXCEPT
A)Opening new markets is often the personal responsibility of the CEO.
B)They want to take a break from the daily management of their businesses by going overseas.
C)New international ventures may threaten their family life.
D)Their attitudes towards internationalization is a major factor in international success.
Q3) International sales intensity represents
A)A significant size barrier to internationalization.
B)The amount of international sales as a proportion of total sales.
C)The amount of local sales as a proportion of international sales.
D)Is more relevant for larger businesses.
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Page 10
Chapter 8: Organizational Design for Multinational Companies
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Sample Questions
Q1) A permanent unit of the organization designed to focus the efforts of different subunits on particular problems is a
A)Task force.
B)Full-time integrator.
C)Liaison.
D)Team.
Q2) Transnational subsidiaries
A)Look pretty much like a domestic division of the parent company.
B)Often have different structures and functions in each location.
C)Exist near the border to facilitate exporting.
D)Serve mostly to coordinate international currency exchange.
Q3) The minireplica subsidiary
A)Copies the structure and strategy of companies located in the same country.
B)Mostly copies the structure and strategy of the parent company.
C)Replicates only minor parts of the parent's production technology.
D)Copies the structure of small foreign firms.
Q4) What is the transnational-network structure? Discuss some costs and benefits of having a transnational network structure.Under what situation would a transnational-network be appropriate?
Q5) Compare and contrast bureaucratic control with output control.
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Chapter 9: International Strategic Alliances: Management and Design
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Q1) __________ means that companies rely on each other to contribute to the relationship.
A)Shared management
B)Balanced management
C)The norm of reciprocity
D)Mutual dependency
Q2) In the independent control management structure
A)Strategic alliance managers have nearly complete autonomy for operational decisions.
B)Partners act independently of each other except when necessary.
C)Partners focus only on their special areas of expertise.
D)None of the above
Q3) Contracts for strategic alliances may include _____________ if the relationship dissolves before the negotiated time.
A)Penalties for early termination of the contract by each side
B)Restrictions on future business growth
C)A promise to try future joint ventures
D)All of the above
Q4) Discuss some of the things multinational managers can do to build and sustain trust and commitment.
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Chapter 10: Multinational E-Commerce: Strategies and Structures
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Sample Questions
Q1) Multinational e-commerce enablers exist because
A)Many companies including very large ones, do not have the internal resources or abilities to conduct all e-commerce functions.
B)There is a shortage of employees with e-commerce skills.
C)It is extremely difficult for a brick and mortar company to develop an e-commerce strategy.
D)It is more beneficial to have a strategic partner when conducting multinational e-commerce.
Q2) The internet has enabled the emergence of a new form of multinational,known as A)Internet Service Providers.
B)Virtual enablers.
C)Internet businesses.
D)Born-globals.
Q3) Which of the following is not one of the necessary electronic capabilities required for successful online presence?
A)Software to process pricing in multiple currencies
B)Ability to provide support in English in the various service centers
C)Systems that check regulatory compliance with local and international laws
D)Fraud protection
Page 13
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Chapter 11: International Human Resource Management
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Sample Questions
Q1) One reason for US expatriate managers failure is
A)Personality of the manager.
B)Lack of technical proficiency.
C)Lack of motivation.
D)All of the above choices.
Q2) The process by which companies choose people to fill vacant position is
A)Recruitment.
B)Compensation.
C)Selection.
D)Training and development.
Q3) Which of the following is NOT one of the issues that make expatriate performance appraisals difficult?
A)Unreliable data
B)Refusal of host company to provide performance information regarding expatriate
C)Time differences and distance separation
D)Complex and volatile environments
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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Chapter 12: Hrm in the Local Context: Knowing When and How to Adapt
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Q1) Patterns of labor relations in countries are affected by A)Cultural factors.
B)Historical factors such as the level of technology development.
C)Ideological reasons.
D)All of the above
Q2) A union representing all workers belonging to one religious orientation in a company is known as
A)An ideological union.
B)A craft union.
C)A local union
D)An ideological union
Q3) Which of the following is FALSE about recruitment and selection processes in collectivist cultures?
A)Companies prefer to hire directly out of school.
B)There is a preference for family and friends.
C)Personal information is considered important for selection.
D)Technical skills are considered crucial for selection.
Q4) Describe and discuss the major factors in the national context that affect a nation's HRM practices.
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Chapter 13: International Negotiation and Cross-Cultural Communication
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Q1) Identify some cultural differences in body movements (kinesics).How might these influence a negotiation session?
Q2) When communicating with nonnative speakers,which of the following would make communication harder and less accurate?
A)Strictly following basic rules of grammar
B)Using words that have numerous alternative meanings
C)Using slang
D)Using most common words with their most common meanings
Q3) Proxemics
A)Refers to the use of body movements to communicate.
B)Represents the degree of formality in communication styles.
C)Means communicating with and without words.
D)Focuses on how people use space to communicate.
Q4) If negotiators are using deliberate deception as a dirty tricks,the best way to deal with the deception is
A)Not to make any concessions.
B)To ignore the ploy and focus on the agreement.
C)To not reveal your negotiation plans.
D)To point out directly what you believe is happening.
Page 16
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Chapter 14: Motivation in Multinational Companies
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Q1) According to the text,those who are underrewarded are likely to
A)Return their rewards.
B)Reduce their inputs.
C)Increase their inputs.
D)None of the above
Q2) All of the following are true about the operant-conditioning model EXCEPT
A)Behavior is a function of its consequences.
B)People will stop behaviors that have unpleasant consequences.
C)People will continue behaviors they like irrespective of the nature of consequence.
D)People will continue behaviors that have pleasant consequences.
Q3) The national context affect motivation through all of the following EXCEPT
A)Cultural values and norms.
B)Social institutions that lead to different types of organizations.
C)The existence of strong organizational cultures.
D)National differences in work centrality.
Q4) Compare and contrast the Job Diagnostics Design Approach to the European Sociotechnical Systems Approach to job design.
Q5) Discuss some of the implications of the operant-conditioning model for multinational management.
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Chapter 15: Leadership and Management Behavior in Multinational Companies
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Q1) Discuss whether transformational leadership qualities are culture free.That is,are transformational leaders similar regardless of cultural background or are there different types of transformational leaders for each cultural group?
Q2) What is attribution theory? How can leaders use attribution theory to help them be good leaders?
Q3) 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.
Q4) Building support for ideas and networking and using friendships involve the use of which influence tactics?
A)Assertiveness
B)Friendliness
C)Sanctioning
D)Coalitions
Q5) What is the fundamental attribution error? What are some implications for leadership in multinationals?
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Q6) Compare and contrast U.S.and Japanese perspectives on leadership behavior.