Global Management
Mock Exam
Course Introduction
Global Management explores the strategies, structures, and cultural complexities involved in operating businesses across international borders. The course examines the challenges and opportunities faced by managers in a global environment, including cross-cultural communication, international organizational behavior, global leadership, and the ethical considerations of multinational enterprises. Students will analyze case studies reflecting real-world scenarios, develop skills in strategic decision-making for global operations, and gain insights into managing diverse teams, navigating international markets, and adapting business practices in a rapidly changing global context.
Recommended Textbook
The Management of Strategy Concepts and Cases International Edition 10th Edition by Michael
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13 Chapters
2023 Verified Questions
2023 Flashcards
Source URL: https://quizplus.com/study-set/931
Page 2
Chapter 1: Strategic Management and Competitiveness
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135 Verified Questions
135 Flashcards
Source URL: https://quizplus.com/quiz/18304
Sample Questions
Q1) (Refer to Case Scenario 2) Jewell Company's statement that it intends to increase shareholder value by continuing to build a company with superior earnings per share growth and return on investment indicates the importance of the capital market stakeholder group to the company.
A)True
B)False
Answer: True
Q2) All of the following are resources of an organization EXCEPT
A) an hourly production employee's ability to catch subtle quality defects in products.
B) oil drilling rights in a promising region.
C) weak competitors in the industry.
D) a charity's endowment of $400 million.
Answer: C
Q3) One capability characteristic of a firm with strategic flexibility is the capacity to learn.
A)True
B)False
Answer: True
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3
Chapter 2: The External Environment: Opportunities,
Threats, Competition, and Competitor Analysis
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164 Verified Questions
164 Flashcards
Source URL: https://quizplus.com/quiz/18305
Sample Questions
Q1) According to the Chapter 2 Strategic Focus, in response to hard economic conditions, there is declining trend among many companies to reduce their impact on the physical environment.
A)True
B)False
Answer: False
Q2) The environmental segments that comprise the general environment typically will NOT include
A) demographic factors.
B) sociocultural factors.
C) substitute products or services.
D) technological factors.
Answer: C
Q3) The next critical technological opportunity for organizations is predicted to be A) the Internet.
B) multiphasic interventions.
C) biological engineering.
D) wireless communications.
Answer: D
Page 4
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Chapter 3: The Internal Environment: Resources,
Capabilities, Competencies, and Competitive Advantages
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153 Verified Questions
153 Flashcards
Source URL: https://quizplus.com/quiz/18306
Sample Questions
Q1) (Refer to Case Scenario 2) Imagine that ERPI's historic growth strategy has focused on making one sale and then moving on to the next target company. After several years of building market share using this approach, what new resources has ERPI developed? Answer: This question asks students to take a more dynamic perspective of potentially valuable resources that companies and their customers create together, but that the company itself can exploit (a perfect example of a co-specialized asset). The best answers will begin by observing that if ERPI has focused historically on transactions (making the sale), then it has given little explicit consideration to customers as long-term relationships beyond the need to provide technical support (lifetime value of a customer beyond the first sale). Shifting attention to ERPI installations as relationships suggests that the company now has a customer list to die for. This list is especially valuable since (1)the target companies have invested upwards of $200 million in ERPI proprietary systems and, (2)once installed, given the pervasive nature of EIS systems, those target firms are unlikely to simply switch to another system.
Q2) Any core competency has the potential to lose its value creating ability. A)True
B)False Answer: True
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Chapter 4: Business Level Strategy
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147 Verified Questions
147 Flashcards
Source URL: https://quizplus.com/quiz/18307
Sample Questions
Q1) Essentially, there are only two basic competitive advantages: lower cost than rivals and the ability to differentiate.
A)True
B)False
Q2) The differentiation strategy can be effective in controlling the power of rivalry with existing competitors in an industry because
A) customers will seek out the lowest cost product.
B) customers of non-differentiated products are sensitive to price increases.
C) customers are loyal to brands that are differentiated in meaningful ways.
D) the differentiation strategy benefits from rivalry because it forces the firm to innovate.
Q3) Research shows that firms using a hybrid strategy (i.e., integrated cost leadership/differentation) often outperform firms using pure strategies ( i.e., cost leadership or differentation).
A)True
B)False
Q4) Describe the advantages of integrating cost leadership and differentiation strategies.
Q5) What are the risks of an integrated cost leadership/differentiation strategy?
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Chapter 5: Competitive Rivalry and Dynamics
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150 Verified Questions
150 Flashcards
Source URL: https://quizplus.com/quiz/18308
Sample Questions
Q1) A firm that is LEAST likely to launch competitive actions is one that has
A) organizational slack.
B) advanced research and development.
C) recently improved the quality of its products.
D) large size.
Q2) Firms are likely to imitate the actions of a competitor that is noted for risky, complex, and unpredictable behavior because this is a way to imitate unobservable core competencies.
A)True
B)False
Q3) Competitive rivalry has the most effect on the firm's ____ strategies than the firm's other strategies.
A) business-level
B) corporate-level
C) acquisition
D) international
Q4) First movers can gain a sustained competitive advantage when they reduce their costs through reverse engineering.
A)True
B)False
Page 7
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Chapter 6: Corporate Level Strategy
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162 Verified Questions
162 Flashcards
Source URL: https://quizplus.com/quiz/18309
Sample Questions
Q1) Knowing that their firms could be acquired if they are not managed successfully encourages executives to use value-creating diversification strategies.
A)True
B)False
Q2) Synergy exists when the value created by business units working together exceeds the value that those same units create working independently.
A)True
B)False
Q3) Which acquisition would be considered the LEAST related?
A) a candy manufacturer purchases a chemical laboratory specializing in food flavorings
B) a chain of garden centers acquires a landscape architecture firm
C) a hospital acquires a long-term care nursing home
D) an upscale "white-tablecloth" restaurant chain acquires a travel agency
Q4) The lowest level of diversification is the ____ level.
A) single business
B) dominant business
C) related constrained
D) unrelated
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Chapter 7: Strategic Acquisition and Restructuring
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174 Verified Questions
174 Flashcards
Source URL: https://quizplus.com/quiz/18310
Sample Questions
Q1) The acquisition of Sun Microsystems (a computer hardware producer) by Oracle (a software firm) is an example of a horizontal acquisition.
A)True
B)False
Q2) According to the Chapter 7 Opening Case, Google's acquisition strategy is different than Microsoft in that Google usually acquires earlier-stage companies such as YouTube.
A)True
B)False
Q3) Unrelated diversified firms become overdiversified with a smaller number of business units than do firms using an related diversification strategy.
A)True
B)False
Q4) In the final analysis, firms use merger and acquisition strategies to improve their ability to create value for all stakeholders, including stockholders.
A)True
B)False
Q5) What are the results of the three forms of restructuring?
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Chapter 8: Global Strategy
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167 Verified Questions
167 Flashcards
Source URL: https://quizplus.com/quiz/18311
Sample Questions
Q1) The chief risks in the international environment are political and cultural.
A)True
B)False
Q2) Japan, due to a lack of undeveloped land, would be an unusual choice of location for a U.S. cattle company to set up local grazing operations. This limiting factor would be identified in what part of Porter's determinants of national advantage?
A) Factors of production
B) Demand conditions
C) Related and supporting industries
D) Firm strategy, structure and rivalry
Q3) Research suggests that wholly-owned subsidiaries and expatriate staff are inappropriate for service industries because those industries require close contact with customers, high levels of professional skills, specialized know-how, and customization.
A)True
B)False
Q4) What are the three basic benefits of international strategies?
Q5) Identify and describe the major risks of international diversification.
Q6) Discuss the effect of international diversification on a firm's returns.
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Chapter 9: Cooperative Implications for Strategy
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148 Verified Questions
148 Flashcards
Source URL: https://quizplus.com/quiz/18312
Sample Questions
Q1) Cooperation in slow-cycle markets is extremely rare because these industries are declining.
A)True
B)False
Q2) Firms in standard-cycle markets seek to gain economies of scale through cooperative alliances.
A)True
B)False
Q3) Firms consider entering international alliances because multinational firms outperform firms operating only in their home markets.
A)True
B)False
Q4) In a(an) ____, two or more firms create a legally independent company to share some of their resources and capabilities to develop a competitive advantage.
A) equality-based strategic alliance
B) non-equity strategic alliance
C) joint venture
D) equity strategic alliance
Q5) Describe the two strategic management approaches to managing alliances.
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Chapter 10: Corporate Governance and Ethics
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171 Verified Questions
171 Flashcards
Source URL: https://quizplus.com/quiz/18313
Sample Questions
Q1) Scandals at Enron, WorldCom, and HealthSouth illustrate the negative effects of poor ethical behavior on a firm's efforts to satisfy stakeholders.
A)True
B)False
Q2) In general, when governance mechanisms are strong, managers have free rein in their decisions.
A)True
B)False
Q3) In the United States, the primary goal of a firm is to maximize profits to provide a financial gain to shareholders.
A)True
B)False
Q4) Agency costs include incentives for executives, monitoring, enforcement costs, and any individual financial losses incurred by principals.
A)True
B)False
Q5) What is corporate governance and how is it used to monitor and control managers' decisions?
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Page 12
Chapter 11: Structure and Controls with Organizations
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) McDonald's operates through a franchising system wherein the head office uses strategic and financial controls to ensure that the franchises are creating the greatest possible value. This is an example of a(an):
A) worldwide product divisional structure.
B) strategic network.
C) SBU multidivisional structure.
D) simple structure.
Q2) Which of the following is NOT associated with an organizational structure that supports a cost leadership strategy?
A) centralization
B) specialization
C) formalization
D) integration
Q3) Distributed strategic networks are the organizational structure used to manage international cooperative strategies.
A)True
B)False
Q4) Discuss the organizational structures used to implement the different business-level strategies.
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Chapter 12: Leadership Implications for Strategy
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148 Verified Questions
148 Flashcards
Source URL: https://quizplus.com/quiz/18315
Sample Questions
Q1) The premise of the balanced scorecard is that firms jeopardize future performance possibilities when they
A) overemphasize financial controls and neglect strategic controls.
B) overemphasize strategic control and neglect financial controls.
C) overemphasize strategic and financial controls and neglect ethical controls.
D) neglect short-term controls of all kinds in favor of long-term strategic controls.
Q2) The more homogeneous a top management team, the more likely those managers will be innovative and willing to pursue strategic change.
A)True
B)False
Q3) The balanced scorecard's perspective on learning and growth is intended to improve the firm's ability to innovate.
A)True
B)False
Q4) (Refer to Case Scenario 2) How important is this culture to the future success of YTF?
Q5) (Refer to Case Scenario 2) What culture did Mogens and Jack nurture in YTF?
Q6) (Refer to Case Scenario 3) What are this firm's core resources and capabilities?
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Page 14
Chapter 13: Entrepreneurial Implications for Strategy
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147 Verified Questions
147 Flashcards
Source URL: https://quizplus.com/quiz/18316
Sample Questions
Q1) Through the work of cross-functional teams, product development stages are grouped into ____ processes.
A) short-term and long-term
B) parallel or overlapping
C) serially ordered
D) complementary
Q2) Innovation creates a(an)
A) opportunity for a new product or process.
B) new product or process.
C) commercial product.
D) idea for potential exploitation.
Q3) Regarding partnering in cooperative alliances, entrepreneurial new companies may seek ____ while more established companies may need ____.
A) distribution channels, tacit knowledge
B) deep technological expertise, distribution channels
C) social capital, technical capital
D) investment capital, new technological knowledge
Q4) (Refer to Case Scenario 1) What resources do Wim and Cathy bring to their venture?
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