International Management Practice Exam
Course Introduction
International Management explores the strategies, structures, and practices that organizations employ to operate successfully across national borders. The course examines the cultural, economic, legal, and political environments that influence managerial decision-making in a global context. Students gain a comprehensive understanding of international business operations, including market entry strategies, global leadership, cross-cultural communication, and ethical considerations. Through case studies and real-world examples, the course equips students with the analytical tools and frameworks needed to manage teams, negotiate, and compete effectively in an increasingly interconnected world.
Recommended Textbook
Contemporary Management 9th Edition by Gareth Jones
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Page 2
Chapter 1: Managers and Managing
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Sample Questions
Q1) The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:
A) human skill.
B) negotiation skill.
C) technical skill.
D) conceptual skill.
E) structural skill.
Answer: D
Q2) Top managers are responsible for the performance of all departments.
A)True
B)False
Answer: True
Q3) In _____, managers evaluate how well the organization is accomplishing its goals.
A) leading
B) planning
C) organizing
D) disseminating
E) controlling
Answer: E
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Page 3
Chapter 2: The Evolution of Management
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Sample Questions
Q1) Briefly describe the different stages of an open system.
Answer: not answered
Explanation:An open system is a system that takes in resources from its external environment and converts or transforms them into goods and services that are sent back to that environment, where they are bought by customers. At the input stage an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services. Once the organization has gathered the necessary resources, conversion begins. At the conversion stage the organization's workforce, using appropriate tools, techniques, and machinery, transforms the inputs into outputs of finished goods and services such as cars, hamburgers, or flights to Hawaii. At the output stage the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs. The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so the cycle can begin again.
Q2) According to Weber, in a bureaucracy, people should occupy positions because of their social standing and personal contacts.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Values, Attitudes, Emotions, and Culture: The
Manager As a Person
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Sample Questions
Q1) Which of the following is true of emotions?
A) Emotions have no effect on moods.
B) Emotions persist over long periods of time.
C) Emotions that have been dealt with never linger.
D) Emotions play important roles in ethical decision making.
E) Emotions do not affect judgment.
Answer: D
Q2) Craig, a manager at Carzone Ltd., is a very positive individual. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is high on negative affectivity.
A)True
B)False
Answer: False
Q3) Organizational culture reflects the distinctive ways in which organization members perform their jobs and relate to others inside and outside the organization.
A)True
B)False
Answer: True
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) _____ have a claim on an organization because they bring to it their skills, expertise, and experience.
A) Customers
B) Entrepreneurs
C) Suppliers
D) Local communities
E) Managers
Q2) Which of the following statements is true about stockholders?
A) They are often regarded as the most critical stakeholder group because if a company cannot attract them to buy its products, it cannot stay in business.
B) They are least interested in the company's profits.
C) They bear the responsibility to decide which goals an organization should pursue to most benefit stakeholders and how to make the most efficient use of resources to achieve those goals.
D) They are responsible for using a company's financial, capital, and human resources to increase its performance and thus its stock price.
E) They have a claim on a company because when they buy its stock or shares, they become its owners.
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6
Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Sample Questions
Q1) Schemas are abstract knowledge structures stored in memory that allow people to organize and interpret information about a person, an event, or a situation.
A)True
B)False
Q2) Which of the following helps ensure that diversity is managed effectively in an organization?
A) Focusing attention on individuals who are conspicuously different from us
B) Evaluating subordinates in extremes of positivity or negativity
C) Discouraging sharing of differing perspectives
D) Covering up biases and stereotypes
E) Securing top management commitment
Q3) The process by which experienced members of the organization provide guidance and advice to newer members is called _____.
A) quid pro quo
B) networking
C) mentoring
D) performance appraisal
E) career planning
Q4) Explain the importance of managers in managing diversity.
Page 7
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) Low rivalry results in a task environment where competitive pressures are intense and managers have few opportunities to acquire the resources they need to make their organizations effective.
A)True
B)False
Q2) The free-trade doctrine predicts that if each country agrees to specialize in the production of the goods and services that it can produce most efficiently, this will make the best use of global capital resources and will result in lower prices.
A)True
B)False
Q3) National culture is the traditional system of relationships established between people and groups in a society.
A)True
B)False
Q4) Folkways are those norms which include proscriptions against murder, theft, adultery, and incest.
A)True
B)False
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Page 8
Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) _____ is a decision maker's ability to discover original and novel ideas that lead to feasible alternative courses of action.
A) Groupthink
B) Dialectical inquiry
C) Intuition
D) Creativity
E) The illusion of control
Q2) Decision making in response to threats occurs when managers search for ways to improve organizational performance to benefit customers, employees, and other stakeholder groups.
A)True
B)False
Q3) _____ results from overestimating one's own ability to influence actions and events.
A) Escalating commitment
B) Illusion of control
C) Prior hypothesis bias
D) Representativeness bias
E) Dialectical inquiry
Q4) Discuss the step-by-step model of the decision-making process.
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Chapter 8: The Manager As a Planner and a Strategist
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Sample Questions
Q1) A(n) _____ strategy indicates how a division intends to compete against its rivals in an industry.
A) corporate-level
B) business-level
C) functional-level
D) departmental-level
E) international-level
Q2) A _____ enables managers to make midcourse corrections if environmental changes warrant or to change the thrust of the plan altogether if it no longer seems appropriate?
A) standing plan
B) long-term plan
C) rolling plan
D) contingency plan
E) general plan
Q3) Permanent, ongoing, intense competition brought about in an industry by advancing technology or changing customer tastes is called hypocompetition.
A)True
B)False
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Page 10
Chapter 9: Value Chain Management: Functional Strategies for Competitive Advantage
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Sample Questions
Q1) Successful innovation gives an organization something unique about its products that can strengthen its competitive advantage.
A)True
B)False
Q2) The main aim of flexible manufacturing is to:
A) create products that can be modified easily.
B) create a standard range of products.
C) set up large workforces.
D) improve an organization's management systems.
E) reduce the time required to set up production equipment.
Q3) Six Sigma shares with TQM its focus on improving value chain processes to increase _____.
A) productivity
B) quality
C) innovation
D) flexibility
E) employee involvement
Q4) What is a value chain? Define value chain management and list the various functions along the value chain.
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) Organizational design remains consistent across all organizations.
A)True
B)False
Q2) Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.
A)True
B)False
Q3) An organizational structure composed of all the departments that an organization requires to produce its goods or services is known as a functional structure.
A)True
B)False
Q4) Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as:
A) aggressive cultures.
B) entrepreneurial cultures.
C) inert cultures.
D) normative cultures.
E) adaptive cultures.
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Page 12
Chapter 11: Organizational Control and Change
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Q1) Discuss three ways in which managers can attempt to control the behavior of subordinates.
Q2) Financial information provides managers with all the information required to measure the four building blocks of competitive advantage.
A)True
B)False
Q3) Which of the following provides a framework to monitor progress toward achieving goals?
A) Management by objectives
B) Direct supervision
C) Clan control
D) Output control
E) Top-down change
Q4) Which of the following types of change is rapid, dramatic, and broadly focused?
A) Social change
B) Cultural change
C) Structural change
D) Revolutionary change
E) Evolutionary change
Q5) Discuss the four major types of financial measures.
Page 13
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Chapter 12: Human Resource Management
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Sample Questions
Q1) Newly hired trucking employees of a courier delivery service ride with experienced drivers during deliveries to familiarize themselves with routes, timing, and driving conditions. This method of imparting training is an example of _____.
A) simulations
B) classroom instruction
C) on-the-job training
D) formal education
E) role playing
Q2) Human resource management is simple because organizations need not adhere to state or national laws.
A)True
B)False
Q3) The act that made it legal for workers to organize into unions was the _____.
A) Fair Labor Standards Act
B) Civil Rights Act
C) National Labor Relations Act Author: Wasn't it the National Unions and Labor Laws Act?
D) Occupational Safety and Health Act
E) Equal Employment Opportunity Act
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Chapter 13: Motivation Performance
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Sample Questions
Q1) According to the expectancy theory, what are the different factors that determine a person's motivation?
Q2) According to Maslow's hierarchy of needs, which of the following needs does a company satisfy when it organizes a picnic or holiday party for its employees?
A) Physiological needs
B) Safety needs
C) Self-awareness needs
D) Belongingness needs
E) Self-actualization needs
Q3) Which of the following is true of valence, according to the expectancy theory?
A) High motivation results from low valence and low instrumentality.
B) Valence refers to how instrumental an employee is to the organization.
C) High levels of valency and instrumentality result in low expectancy.
D) Outcomes considered to have high valence are identical across all employees.
E) Providing employees with highly valent outcomes can reduce turnover.
Q4) Steve is a broker of a large financial company and is motivated by his sales commission. Steve is therefore intrinsically motivated.
A)True
B)False
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Chapter 14: Leadership
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Sample Questions
Q1) Leaders who are high in ______ are more likely to be able to awaken and support the creative pursuits of their followers.
A) ethnocentrism
B) emotional intelligence
C) dominance
D) coercive power
E) conformity
Q2) The trait model of leadership takes into account the situation or context within which leadership occurs.
A)True
B)False
Q3) Empowerment often increases workers' involvement, motivation, and commitment.
A)True
B)False
Q4) Differentiate between the five types of power that leaders use.
Q5) According to contingency models of leadership, the behaviors that make a manager effective in one situation will make the manager effective in all situations.
A)True
B)False
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) In order to make the most effective contribution to an organization's competitive advantage, managers should strive to achieve a(n) _____ level of cohesiveness in the organization's groups.
A) low
B) moderate
C) high
D) nonexistent
E) extremely high
Q2) In groups with sequential task interdependence, motivation is highest when managers reward a member based on his individual performance rather than the group's performance.
A)True
B)False
Q3) A team whose members have the expertise and experience needed to develop new products is called a research and development team.
A)True
B)False
Q4) Discuss the five stages of group development.
Q5) Discuss why diversity is important for top-management teams.
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) In the transmission phase of the communication process, the information that a sender wants to share is known as the _____.
A) code
B) medium
C) message
D) trail
E) noise
Q2) Filtering occurs when senders withhold part of a message because they think the receiver does not need the information or will not want to receive it.
A)True
B)False
Q3) Like wheel networks, chain networks also exist in teams.
A)True
B)False
Q4) Wheel networks are found in groups with sequential task interdependence.
A)True
B)False
Q5) Define information richness. What are the factors that managers must consider before selecting a communication medium?
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Sample Questions
Q1) When conflicts are handled by accommodation, the parties to a conflict try to ignore the problem and do nothing to resolve the disagreement.
A)True
B)False
Q2) Conflict that takes place between different departments of the same organization is known as:
A) intradepartmental conflict.
B) bottom-up conflict.
C) interorganizational conflict.
D) intragroup conflict.
E) intergroup conflict.
Q3) The activities that managers engage in to increase their power and use power effectively to achieve their goals are known as organizational politics.
A)True
B)False
Q4) Differentiate between the four types of organizational conflict and provide an example for each.
Q5) Define organizational conflict. How can conflict benefit the organization?
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Chapter 18: Used Advanced Information Technology to Increase Performance
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Sample Questions
Q1) An executive-support system is a sophisticated version of a decision-support system that is designed to meet the needs of top managers.
A)True
B)False
Q2) Rapid advances in IT have been associated with a flattening of the organizational hierarchy which results in:
A) an increase in establishment of boundaryless organizations.
B) a move toward vertical information flow.
C) a move toward greater centralization.
D) a decrease in the organization's efficiency.
E) an increase in the establishment of tall management hierarchies.
Q3) An operations information system gives managers information they can use in their nonroutine coordinating, controlling, and decision-making tasks.
A)True
B)False
Q4) Discuss the meaning of decision-support system, the different types of decision-support systems, and how they are useful to managers.
Q5) Define e-commerce and differentiate between B2B and B2C.
Page 20
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