Global Management Exam Practice Tests
Course Introduction
Global Management explores the strategies, structures, and challenges involved in managing organizations in an international context. The course examines how cultural, economic, political, and legal differences impact managerial decision-making and business operations across borders. Students will study topics such as international market entry, cross-cultural communication, global leadership, and the management of global teams, supply chains, and ethical responsibilities. Through case studies and practical examples, students gain an understanding of how to develop and implement effective management practices that drive organizational success in a globalized business environment.
Recommended Textbook
Strategic Management and Business Policy Globalization Innovation and Sustainablility 14th Edition
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12 Chapters
1254 Verified Questions
1254 Flashcards
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Page 2
Chapter 1: Basic Concepts in Strategic Management
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) The emphasis of strategic management is on
A) monitoring and evaluating external opportunities and threats in light of a corporation's strengths and weaknesses.
B) first line managers.
C) the short-run performance of the corporation.
D) an examination of the organization's internal environment.
E) an investigation of competitor actions.
Answer: A
Q2) In the final phase of strategic management, strategic information is available to A) people throughout the organization.
B) the top management responsible for decision making.
C) middle management.
D) operational personnel.
E) only those responsible for implementing the strategy.
Answer: A
Q3) Corporate strategy occurs at the business unit or product level.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Corporate Governance
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Sample Questions
Q1) Under what circumstances does an INDIRECT interlocking directorate exist?
A) when both management and the board establish corporate strategic management
B) when a corporation's employees are included on its board
C) when one or more individuals on one board also serve on a board of a second firm
D) when all board members are also employed by the corporation
E) when two corporations have directors who serve on the board of a third firm
Answer: E
Q2) The majority of outside directors are active or retired CEOs and COOs of other corporations.
A)True
B)False Answer: True
Q3) Approximately 68% of the top executives of the 100 largest U.S.companies hold the dual designation of chairman and CEO.
A)True
B)False Answer: True
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Page 4
Chapter 3: Ethics and Social Responsibility in Strategic Management
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97 Verified Questions
97 Flashcards
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Sample Questions
Q1) Research indicates that when faced with a question of ethics, managers tend to ignore codes of ethics and try to solve their dilemma on their own.
A)True
B)False
Answer: True
Q2) Friedman referred to the social responsibility of business as a "fundamentally subversive doctrine."
A)True
B)False
Answer: True
Q3) According to Carroll, legal responsibilities are defined by governments in laws that management is expected to obey.
A)True
B)False
Answer: True
Q4) There is no truth to the comment that "business ethics" is an oxymoron.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Environmental Scanning and Industry Analysis
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116 Flashcards
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Sample Questions
Q1) An industry dominated by a few large firms, all of which struggle with product differentiation, is known as A) multidomestic.
B) consolidated.
C) global.
D) indigenous.
E) worldwide.
Q2) Key success factors seldom vary from industry to industry.
A)True
B)False
Q3) An industry matrix summarizes the key success factors within a particular industry. A)True
B)False
Q4) Statistical modeling is a quantitative forecasting technique that attempts to discover causal or at least explanatory factors that link two or more time series together. A)True
B)False
Q5) Discuss the most commonly practiced form of forecasting.
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Chapter 5: Internal Scanning and Organizational Analysis
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) The particular combination of product, place, promotion, and price is called
A) marketing position.
B) product life cycle.
C) market segmentation.
D) marketing mix.
E) marketing leverage.
Q2) What is the attribute of corporate culture that is the degree to which members of a unit accept the norms, values, or other culture content associated with the unit?
A) integration
B) strength
C) intensity
D) coordination
E) unity
Q3) What are the two distinct attributes of corporate culture?
A) differentiation and integration
B) durability and imitability
C) concern for people and concern for task
D) intensity and integration
E) amount of complexity and tolerance of change
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Page 7
Chapter 6: Strategy Formulation: Situation Analysis and Business Strategy
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) The TOWS Matrix illustrates how the external opportunities and threats facing a particular corporation can be matched with that company's internal strengths and weaknesses to result in four sets of possible strategic alternatives.
A)True
B)False
Q2) Disadvantages of joint ventures include all of the following EXCEPT
A) loss of control.
B) lower profits.
C) probability of conflicts with partners.
D) likely transfer of technological advantage to the partner.
E) mutual dependence.
Q3) In a TOWS Matrix, ST Strategies
A) are generated by thinking of ways in which a company or business unit could use its strengths to take advantage of opportunities.
B) attempt to take advantage of opportunities by overcoming weaknesses.
C) are basically defensive and primarily act to minimize weaknesses and avoid threats.
D) consider a company's or unit's strengths as a way to avoid threats.
E) are ways to get strategists to think "out of the box."
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Chapter 7: Strategy Formulation: Corporate Strategy
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Sample Questions
Q1) A corporate strategy that cuts across divisional boundaries to build synergy across business units and to improve the competitive position of one or more business units is called
A) vertical strategy.
B) horizontal strategy.
C) hierarchical strategy.
D) portfolio strategy.
E) pyramid strategy.
Q2) Corporate parenting views the corporation in terms of resources and capabilities that can be used to build business unit value as well as generate synergies across business units.
A)True
B)False
Q3) A long-term contract is considered vertical integration.
A)True
B)False
Q4) Describe the four categories of the BCG Growth Share Matrix.
Q5) Why is growth a very attractive strategy?
Q6) Define corporate parenting.
Q7) Discuss the three general orientations comprising directional strategy?
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Chapter 8: Strategy Formulation: Functional Strategy and Strategic Choice
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) If there is little fit between a strategic alternative under consideration and the corporate culture, which of the following is one of management's options to consider?
A) Take a chance on ignoring the culture by implementing the strategic alternative.
B) Manage around the culture and change the implementation plan.
C) Try to change the culture to fit the strategy.
D) Change the strategy to fit the culture.
E) all of the above
Q2) Fujitsu demonstrated a strategy to avoid when it imitated IBM's strategy focused on mainframes in 1990.
A)True
B)False
Q3) What is a corporate scenario? What are the three steps in their construction?
Q4) In a leveraged buyout, the acquired company, in effect, pays for its own acquisition. A)True
B)False
Q5) Give an example of a technological leader.
Q6) What is a functional strategy?
10
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Chapter 9: Strategy Implementation: Organizing for Action
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108 Flashcards
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Sample Questions
Q1) The second stage of the organizational life cycle is maturity.
A)True
B)False
Q2) Which of the following is true of defensive tactics?
A) Defensive tactics aim to lower the probability of attack.
B) Defensive tactics divert attacks to less threatening avenues.
C) Defensive tactics lessen the intensity of an attack.
D) Defensive tactics reduce short-term profitability to ensure long-term profitability.
E) all of the above
Q3) A highly developed international company with a deep involvement throughout the world, plus a worldwide perspective in its management and decision making is called a(n)
A) international corporation.
B) multidomestic corporation.
C) multinational corporation.
D) global corporation.
E) Stage IV corporation.
Q4) What is the matrix structure? What are the three conditions which usually exist when the matrix structure is found?
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Chapter 10: Strategy Implementation: Staffing and Directing
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Sample Questions
Q1) One research study of TQM successes and failures concluded that a key ingredient in TQM programs is
A) effective communication in all levels of management.
B) excellent customer satisfaction.
C) top management.
D) formidable manufacturing practices.
E) respected lower level employees.
Q2) When managing corporate culture, the first question management must ask is
A) what the change in strategy means to the corporate culture.
B) whether a change in culture is needed.
C) whether an attempt to change the culture is worth the likely costs.
D) whether it is possible to manage around the culture.
E) whether stakeholders will be impacted.
Q3) One objective of TQM is better, less variable quality of the product and service.
A)True
B)False
Q4) Firms in trouble seldom choose outsiders to lead them.
A)True
B)False
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Chapter 11: Evaluation and Control
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Sample Questions
Q1) The evaluation and control process ensures that the company is achieving what it set out to accomplish.
A)True
B)False
Q2) Because of the belief that accounting-based numbers such as ROI, ROE, and EPS are not reliable indicators of a corporation's economic value, which method of corporate performance is now preferred?
A) shareholder value
B) basic earning power
C) price/earnings ratio
D) profit margin on sales
E) return on assets
Q3) The long-term evaluation method encourages executives to look at developmental expenses as being different from expenses required for current operations.
A)True
B)False
Q4) Performance is the end result of activity.
A)True
B)False
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Chapter 12: Suggestions for Case Analysis
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Sample Questions
Q1) Which of the following is NOT true of case analysis?
A) Case discussion focuses on critical analysis.
B) A solution is satisfactory if it resolves important problems and if it is likely to be implemented successfully.
C) Case analysis helps build analytic and decision-making skills.
D) A solution is satisfactory if it reflects what the company actually did.
E) Case discussion focuses on logical development of thought.
Q2) All of the following are true of annual reports EXCEPT
A) 80% of portfolio managers use annual reports when making decisions.
B) annual reports contain income statements and balance sheets.
C) annual reports contain cash flow statements.
D) annual reports contain all the information found in the 10-K form.
E) annual reports contain notes to the financial statements indicating why certain actions were taken.
Q3) Ratios are only useful for large firms where their ratios may be compared with industry averages.
A)True
B)False
Q4) List Schilit's short checklist of items to examine for red flags.
Q5) In performing a basic financial analysis, what five steps should be taken?
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