International Leadership Practice Exam
Course Introduction
International Leadership explores the theories, practices, and challenges of effective leadership in a global context. The course examines how cultural, economic, and political differences impact leadership styles and decision-making in multinational organizations. Students will analyze case studies of global leaders, develop cross-cultural communication skills, and learn strategies for building effective international teams. Emphasis is placed on ethical leadership, adaptive strategies, and the development of a global mindset necessary to succeed in diverse and dynamic environments.
Recommended Textbook
International Management Culture Strategy and Behavior 8th Edition by Fred Luthans
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14 Chapters
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Chapter 1: Globalization and International Linkages
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Sample Questions
Q1) Antiglobalization activists:
A)Contend that even within the developing world, it is protectionist policies, not trade and investment liberalization, that result in environmental and social damage
B)Believe globalization will force higher-polluting countries such as China and Russia into an integrated global community that takes responsible measures to protect the environment
C)Assert that if corporations are free to locate anywhere in the world, the world's poorest countries will relax or eliminate environmental standards and social services in order to attract first-world investment and the jobs and wealth that come with it
D)Believe that industrialization will create wealth that will enable new industries to employ more modern, environmentally friendly technology
Answer: C
Q2) A keiretsu is a government agency in South Korea.
A)True
B)False
Answer: False
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Chapter 2: The Political, Legal, and Technological Environment
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Q1) Some observers have noted that technology already has eliminated much and in the future will eliminate even more of the work now being done by:
A)Top level managers
B)Middle managers and white-collar staff
C)Maintenance workers
D)Line employees and service staff
Answer: B
Q2) Under the act of state doctrine, all acts of other governments are considered to be valid by U.S.courts, even if such acts are inappropriate in the United States.
A)True
B)False Answer: True
Q3) One reason for the rapid increase in telecommunications services is that many countries believe that without an efficient communications system, their economic growth may stall.
A)True
B)False Answer: True
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Chapter 3: Ethics and Social Responsibility
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Q1) Despite a heightened sensitivity in recent years, sexual harassment remains a minor social issue in Japan.
A)True
B)False
Answer: False
Q2) NGOs that seek to promote ethical and socially responsible business practices are generating substantial changes in all of the following areas except
A)Corporate management
B)Business development
C)Strategy
D)Corporate governance
Answer: B
Q3) The following countries have "outsider" systems of corporate governance except:
A)The U.S
B)Canada
C)The U.K
D)Spain
Answer: D
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Chapter 4: The Meanings and Dimensions of Culture
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Q1) The U.S.cultural value that suggests that individuals can influence the future is reflected in which management function?
A)goal setting and career development
B)loyalty and commitment
C)career development and marketing
D)planning and scheduling
Q2) Hofstede's _____ dimension looked at the relationship between gender and work roles.
A)Power distance
B)Uncertainty avoidance
C)Masculinity versus femininity
D)Individualism versus collectivism
Q3) Countries with low uncertainty-avoidance cultures have a great deal of structuring of organizational activities, more written rules, less risk-taking by managers, lower labor turnover and less ambitious employees.
A)True
B)False
Q4) Discuss the notions of individualism and communitarianism as given by Trompenaars.
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Chapter 5: Managing Across Cultures
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Sample Questions
Q1) A company with a geocentric predisposition tries to integrate a global systems approach to decision making.
A)True
B)False
Q2) In Japan, people often are hired based on what they can do for the firm in the short run, because many of them eventually will quit or be downsized.
A)True
B)False
Q3) A globalization imperative is a belief that one worldwide approach to doing business is the key to both efficiency and effectiveness.
A)True
B)False
Q4) A company with a geocentric predisposition allows the values and interests of the parent company to guide the strategic decisions.
A)True
B)False
Q5) What guidelines have to be followed by MNCs in order to tap the potential business opportunities in Russia?
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Chapter 6: Organizational Cultures and Diversity
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Q1) A _____ group is a group in which two or more members represent each of two distinct cultures, such as four Mexicans and four Taiwanese who have formed a team to investigate the possibility of investing in a venture.
A)Multicultural
B)Bicultural
C)Token
D)Homogeneous
Q2) 'Dirigiste' is used to describe the _____ dimension.
A)Economics
B)Philosophical
C)Cultural
D)Structural
Q3) It has been found that when cultural comparisons were made between different subsidiaries of an MNC, nearly identical cultures typically existed within each one.
A)True
B)False
Q4) Discuss findings of Hofstede and Andre Laurent about the relationship between national and organizational culture.
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Chapter 7: Cross-Cultural Communication and Negotiation
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Q1) The personal communication style is often associated with high power distance, collective, high-context cultures.
A)True
B)False
Q2) The process of bargaining with one or more parties for the purpose of arriving at a solution that is acceptable to all is:
A)Negotiation
B)Conflict
C)Compromise
D)Arbitration
Q3) When negotiators make a definitive decision before engaging in discussion, they may soon find out that the terms never even surface.
A)True
B)False
Q4) Negotiation often follows assessing political risk and can be used as an approach to conflict management.
A)True
B)False
Q5) Explain the wide variety of tactics used in international negotiation.
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Chapter 8: Strategy Formulation and Implementation
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Q1) A key success factor is a factor that is necessary for a firm to compete effectively in a(n):
A)International market
B)Highly-restricted market
C)Market niche
D)Broad market domain
Q2) According to the text, strategic planning helps MNCs to do all of the following except:
A)Coordinate and monitor its far-flung operations
B)Deal with political risks
C)Determine performance
D)Get higher profitability
Q3) When market liberalization is delayed:
A)It gives first movers a significant advantage over later entrants
B)First movers get clear, significant advantages in transitional markets
C)It gives later entrants a significant advantage over first movers
D)Substantial risks to premature entry are removed
Q4) Is there a growing need for strategic management among MNCs? If so, why?
Q5) What is the "BOP" and why is this strategy challenging to implement?
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Chapter 9: Entry Strategies and Organizational Structures
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Q1) A common first choice among manufacturing firms, especially those with technologically advanced products, would be to develop a(n):
A)Domestic policy
B)Export arrangement
C)Cartel arrangement
D)Import quota
Q2) Aircraft manufacturing fits which of the following globalization versus local responsiveness combination?
A)High pressure for globalization, high pressure for local responsiveness
B)High pressure for globalization, low pressure for local responsiveness
C)Low pressure for globalization, low pressure for local responsiveness
D)Low pressure for globalization, high pressure for local responsiveness
Q3) An overseas operation that is totally owned and controlled by an MNC is a wholly owned subsidiary.
A)True
B)False
Q4) Explain alliances and joint ventures.
Q5) Explain the transnational network structure.What are its three subcomponents?
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Chapter 10: Managing Political Risk, Government Relations, and Alliances
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Q1) The following are internal factors which MNCs may use to evaluate political risk except:
A)Power struggles among elites
B)Ethnic confrontations
C)Regional struggles
D)Regional instabilities
Q2) Which of the following is not a critical legal issue for successful termination of international alliances?
A)Conditions of termination
B)Disposition of assets and liabilities
C)Distributorship arrangements
D)People-related issues
Q3) Which of the following cultural differences tend to more disruptive for international joint ventures than the others?
A)Power distance
B)Uncertainty avoidance
C)Individualism
D)Masculinity
Q4) Explain the role of host governments in alliances.
Q5) What are some of the advantages of international strategic alliances?
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Chapter 11: Management Decision and Control
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Q1) Describe the differences between direct controls and indirect controls? Provide an example of each type of control for the management of a MNC.
Q2) General Motor's decision to close some of its U.S.factories and to establish production operations on a worldwide basis is a strategic move aiming to:
A)Reduce costs
B)Increase quality
C)Attack competition
D)Diversify risks
Q3) The more sophisticated the level of technology, the greater the use of _____ decision-making.
A)Participative
B)Centralized
C)Decentralized
D)Team-based
Q4) Direct controls are particularly important in international management because of the great expense associated with indirect methods.
A)True
B)False
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Chapter 12: Motivation Across Cultures
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Q1) The importance of work in individuals' life relative to other areas of interest is referred to as work salience.
A)True
B)False
Q2) What characteristics of high achievers did David McClelland identify?
Q3) In general, although the process for motivation may be the same across cultures, the content may change from one culture to another.
A)True
B)False
Q4) Herzberg-type motivators are of more importance to job satisfaction in:
A)Japan
B)South Africa
C)Zambia
D)Israel
Q5) The three basic elements in the process of motivation are needs, drives and rewards.
A)True
B)False
Q6) What are sociotechnical job designs?
Page 14
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Chapter 13: Leadership Across Cultures
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Q1) Which of the following leaders clarifies what needs to be done and provides both psychic and material rewards to those who comply with his/her directives?
A)Contingent reward leader
B)Active management-by-exception leader
C)Passive management-by-exception leader
D)Laissez-faire leader
Q2) The leadership process used by Japanese managers places a strong emphasis on _____ goals.
A)Distinct
B)Indeterminate
C)Ambiguous
D)Specific
Q3) Theory Z leadership is associated with the work of:
A)Robert Blake
B)William Ouchi
C)Sheila Puffer
D)Douglas McGregor
Q4) Describe the difference between transformational and transactional leadership.
Q5) Discuss the four other types of leaders discovered by Bass.
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Chapter 14: Human Resource Selection and Development
Across Cultures
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Q1) All of the following are correct with regard to the impact of age, experience and education on expatriate managers except:
A)There is universal agreement that degrees in marketing or engineering are the most desirable for expatriate managers
B)Most MNCs strive for a balance between age and experience
C)Many companies consider an academic degree, preferably a graduate degree, to be of critical importance to an international executive
D)There is evidence that younger managers are more eager for international assignments than older managers
Q2) The return to one's home country from an overseas management assignment is referred to as:
A)Repatriation
B)Reintroduction
C)Recruiting
D)Reentry
Q3) What is a cultural assimilator? What do cultural assimilators try to accomplish?
Q4) Describe what is meant by the term "training".What factors influence a company's approach to training?
16
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