International Management
Final Exam Questions
Course Introduction
International Management explores the complexities and challenges of managing organizations in a global context. This course covers key topics such as cross-cultural communication, international business strategy, global leadership, and the impact of cultural, economic, and political environments on management practices. Students will analyze case studies of multinational companies, learn strategies for entering foreign markets, and develop skills necessary to navigate the ethical and operational issues encountered by managers working across borders. Emphasis is placed on developing a global mindset and understanding how to lead diverse teams to achieve organizational goals in an increasingly interconnected world.
Recommended Textbook
Contemporary Management 7th Edition by Gareth Jones
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Page 2
Chapter 1: Managers and Managing
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Q1) Discuss how Accenture,a global management consulting company,uses diversity to promote employee performance and customer satisfaction.
Answer: At Accenture,managers at all levels realize consultants bring distinct experiences,talents,and values to their work,and a major management initiative is to take advantage of that diversity to encourage collaboration between consultants to improve the service Accenture provides to each of its clients.Because Accenture's clients are also diverse by country,religion,ethnicity,and so forth,it tries to match its teams of consultants to the attributes of its diverse clients.
Q2) First-line managers typically report to middle managers.
A)True
B)False
Answer: True
Q3) Top-level managers are responsible for the performance of all departments. A)True
B)False
Answer: True
Q4) Identify and discuss the "four building blocks" of competitive advantage.
Answer: The four blocks are increasing efficiency,innovation,customer responsiveness,and quality.
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Chapter 2: The Evolution of Management Thought
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Q1) Because of its organized system,the marketing department,project development department,and the manufacturing department at Google combined their efforts and were able to capture market share of the search engine industry.The organization is said to be experiencing:
A)Inertia
B)Innovation
C)Synergy
D)Unity of command
E)Unity of direction
Answer: C
Q2) Henry Ford's approach to management more closely reflects the assumptions of Theory X than Theory Y.
A)True
B)False
Answer: True
Q3) Norms are written,formal codes of conduct which prescribe how workers should act in particular situations.
A)True
B)False
Answer: False
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Chapter 3: Values,attitudes,emotions,and Culture: The Manager As a Person
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Q1) David McClelland has done extensive research on the various "needs" of managers.Discuss the three major types of needs of managers according to McClelland and explain their possible advantages and disadvantages on the effectiveness of a manager.
Answer: Psychologist David McClelland has extensively researched the needs for achievement,affiliation,and power.The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.People with a high need for achievement often set clear goals for themselves and like to receive performance feedback.The need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations,being liked,and having the people around him or her get along with one another.The need for power is the extent to which an individual desires to control or influence others.Research suggests that high needs for achievement and for power are assets for first-line and middle managers and that a high need for power is especially important for upper-level managers.
Q2) Rites of integration make employees feel connected to each other.
A)True
B)False
Answer: True
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Chapter 4: Ethics and Social Responsibility
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Q1) Jim is comfortable with his decision and would have no problem with people reading about it on the front page of a morning paper.It can be said that Jim is following the guidelines of the practical rule.
A)True
B)False
Q2) Which is NOT a characteristic of a company that pursues a proactive approach to social responsibility?
A)Promote a pollution-free environment
B)Recycle
C)Minimize the use of animals in drug and cosmetics testing
D)Do just what the law dictates
E)Fight to reduce crime
Q3) Under the utilitarian rule,an ethical decision is that which creates the greatest good for the greatest number of people.
A)True
B)False
Q4) What are the advantages when companies and their managers behave in a socially responsible manner?
Q5) Justify the importance of an ethics ombudsperson.
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Q1) Women and men are almost equally represented in the U.S.workforce.
A)True
B)False
Q2) Personal characteristics such as openness to experience are unlikely to affect perceptions.
A)True
B)False
Q3) Sue has several female subordinates working on her shift.Recently,a young male employee has been transferred to Sue's department.Sue tends to spend more time monitoring the work of the male than any other employee.Sue is exhibiting:
A)The salience effect
B)A hostile work environment
C)Quid pro quo
D)The similar-to-me effect
E)The social status effect
Q4) Compared to other types of employees,Hispanics are more likely to be assumed to have less education.
A)True
B)False
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Chapter 6: Managing in the Global Environment
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Q1) Nations forming political unions that allow free exchange of resources and capital is an example of the political and legal forces in the environment.
A)True
B)False
Q2) The establishment of free-trade areas creates an opportunity for manufacturing organizations because it:
A)Reduces costs
B)Increases costs
C)Increases competition
D)Reduces competition
E)Reduces costs and reduces competition
Q3) For the typical manager,the opportunities and threats that result from changes in the task environment are more difficult to identify than events in the general environment.
A)True
B)False
Q4) Differentiate between a culture valuing individualism and one valuing collectivism.Provide examples of each.
Q5) Define globalization and explain how the global market is becoming more open.
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Chapter 7: Decision Making,learning,creativity,and Entrepreneurship
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Q1) Peggy,a plant foreman,asks the plant superintendent to hire an additional worker whenever overtime hours for the previous month increase by more than 15 percent over the headcount.This is an example of which type of decision?
A)Intuition
B)Groupthink
C)Satisficing
D)Programmed
E)Nonprogrammed
Q2) When managers know the possible outcomes of a decision and can assign probabilities to each of these outcomes in terms of their likelihood of occurrence in the future,this is known as:
A)Uncertainty
B)Certainty
C)Risk
D)Bounded rationality
E)Dialectical inquiry
Q3) Define a learning organization and list Peter Senge's five principles for creating a learning organization.
Q4) Discuss the two techniques known to counteract groupthink and cognitive biases.
Page 9
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Chapter 8: The Manager As a Planner and Strategist
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Q1) A plan can be used as a device for controlling managers within an organization.
A)True
B)False
Q2) Another name for contingency planning is:
A)Single use planning
B)Ad hoc planning
C)Business planning
D)Divisional-level planning
E)Scenario planning
Q3) A business plan that is updated every year depending on the changes in the organization and in the external environment that have taken place in the previous year is known as a rolling plan.
A)True
B)False
Q4) The reason managers pursue vertical integration is that it allows them either to add value to their products by making them special or unique or to lower the costs of making and selling them.
A)True
B)False
Q5) What is required of managers in order for them to perform the planning task?
Page 10
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Chapter 9: Value-Chain Management: Functional
Strategies for Competitive Advantage
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Q1) Higher product quality can increase efficiency and thereby increase operating costs.
A)True
B)False
Q2) In the TQM process,once a measure has been set for comparison,the next step is to:
A)Begin production
B)Focus on the customer
C)Design a marketing strategy
D)Set a challenging quality goal and create incentives for reaching that goal
E)Identify defects and trace them to their source
Q3) To decrease product defects,materials managers must work closely with ______ to improve the quality of the parts.
A)Suppliers
B)The customer
C)Employees
D)Stockholders
E)Distributors
Q4) Describe the five general things that customers prefer.
Q5) Differentiate between the two principle kinds of innovation.
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Chapter 10: Managing Organizational Structure and Culture
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Q1) Decentralizing authority allows an organization and its employees to behave in a flexible way even as the organization grows and becomes taller.
A)True
B)False
Q2) Josh is an entrepreneur and owns a store.Josh has ______ than an engineer working for a large corporation.
A)Lower task identity
B)Higher feedback
C)Lower task significance
D)Lower autonomy
E)Higher autonomy
Q3) Discuss the advantages and disadvantages of a functional structure of organization.
Q4) When a group of managers from different departments is brought together to work in an organizational task force,this is known as a cross-functional team.
A)True
B)False
Q5) Discuss four ways in which a manager could enrich a subordinate's job.
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Chapter 11: Organizational Control and Change
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Q1) The direct and indirect costs associated with producing a specific product are subtracted from the net revenues received from the sale of this product.The resulting figure is called:
A)Net income
B)Operating profit
C)Cash flow
D)Gross profit margin
E)The liquidity ratio
Q2) Management by objectives (MBO)is a formal system of evaluating subordinates on their ability to achieve specific organizational goals or performance standards and to meet operating budgets.
A)True
B)False
Q3) MBO starts when top managers:
A)Establish lines of communication
B)Develop behavior controls
C)Develop output controls
D)Establish organizational objectives
E)Establish individual performance objectives
Q4) Describe Lewin's Force-Field Theory.
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Chapter 12: Human Resource Management
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Sample Questions
Q1) Former employers usually provide both positive and negative information about an applicant.
A)True
B)False
Q2) MissouriBank provides a tuition reimbursement program to its employees.This is an example of:
A)Mentoring
B)Training
C)Formal education
D)Development
E)Informal education
Q3) In order to improve performance and motivation,Scott's performance is evaluated not only by his direct manager,but also by his customers,subordinates,and peers.What type of performance evaluation did Scott's manager use?
A)BARS
B)BOS
C)Graphic rating scale
D)Quantity of results
E)360-degree appraisal
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Page 14
Chapter 13: Motivation and Performance
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Q1) People can be intrinsically motivated,extrinsically motivated,but cannot be both intrinsically and extrinsically motivated.
A)True
B)False
Q2) Persistence refers to how hard an employee works within the organization.
A)True
B)False
Q3) Define motivation and describe the psychological factors that contribute to motivation.
Q4) Discuss how each of the theories described in this chapter alludes to the importance of pay and suggests that pay should be based on performance.
Q5) Discuss the five basic needs in Maslow's hierarchy of needs.Provide a real world example of each need.
Q6) Discuss the three categories of needs of Alderfer's ERG theory.Explain how an employee can be motivated by more than one of these needs at the same time.
Q7) Vicarious learning is the same thing as "observational learning."
A)True
B)False
15
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Chapter 14: Leadership
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Q1) Leadership is the process by which a person exerts influence over other people and inspires,motivates,and directs their activities to help achieve group or organizational goals.
A)True
B)False
Q2) U.S.managers' personal leadership styles emphasize ______ performance.Japanese managers' personal leadership styles emphasize ______ performance.
A)short-term;long-term
B)long-term;short-term
C)long-term;long-term
D)less;more
E)more;less
Q3) Amy seems to treat all of her employees with disrespect and has little to no trust in any of them.Amy is lacking which type of behavior?
A)Initiating structure
B)Consideration
C)Empowerment
D)Task-structure
E)Referent power
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Chapter 15: Effective Groups and Teams
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Q1) When group members are reciprocally interdependent,managers are advised to create large groups.
A)True
B)False
Q2) When the work of each group member is completely dependent on the work performed by the other group members,this is known as:
A)Virtual teamwork
B)Pooled task interdependence
C)Sequential task interdependence
D)Social loafing
E)Reciprocal task interdependence
Q3) Discuss how the use of groups and teams can help an organization to gain a competitive advantage.
Q4) Why do group members conform? What is deviance,and how do groups react? Is deviance good or bad for groups? Explain.
Q5) Groups established by managers to achieve organizational goals are known as formal groups.
A)True
B)False
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) In a wheel network,information flows to and from one central member of the group.
A)True
B)False
Q2) What type of network do group members communicate with others who are similar to them in experiences,beliefs,areas of expertise,background,office location,or even where they sit when the group meets?
A)Wheel
B)Chain
C)All-channel
D)Circle
E)Groupware
Q3) Wheel communication networks are often found in command groups that have sequential task interdependence.
A)True
B)False
Q4) Anything that hampers any stage of the communication process is known as feedback.
A)True
B)False
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Chapter 17: Managing Conflict,politics,and Negotiation
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Q1) Third-party negotiators who can impose what they believe is a fair solution to a dispute that both parties are obligated to abide by are referred to as:
A)Bargainer
B)Arbitrator
C)Mediator
D)Judge
E)Distributive negotiator
Q2) What is "integrative bargaining"? Why should managers prefer it over "distributive negotiation"? Describe how a manager should facilitate integrative bargaining.
Q3) Functional conflict resolution means that the conflict has been resolved by compromise or by collaboration between the parties who were in conflict.
A)True
B)False
Q4) In distributive negotiation,the parties in conflict believe that they need to divide up a fixed set of resources among themselves.
A)True
B)False
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Page 19
Chapter 18: Using Advanced Information Technology to Increase Performance
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Q1) In networking terminology,the personal computers that sit on managers' desks in their offices are known as "clients."
A)True
B)False
Q2) Define an ERP system and discuss its benefits.
Q3) The order in which the stages of the product life cycle occur is generally:
A)Embryonic,growth,decline,maturity
B)Embryonic,maturity,growth,decline
C)Embryonic,growth,maturity,decline
D)Growth,maturity,decline,embryonic
E)Growth,embryonic,maturity,decline
Q4) Data that are organized in a meaningful way are known as:
A)Networks
B)Applications software
C)Artificial intelligence
D)Information
E)Facts
Q5) Managers rarely have access to complete information.
A)True
B)False
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