International Management Review Questions
Course Introduction
International Management explores the strategies, structures, and processes that organizations use to operate successfully across national borders. This course examines the challenges and opportunities faced by managers in a globalized business environment, including cultural differences, international markets, global supply chains, and the complexities of managing a diverse workforce. Students will analyze real-world cases and develop skills in cross-cultural communication, international strategic planning, and ethical decision-making, preparing them to effectively lead and manage in a dynamic, global context.
Recommended Textbook
Contemporary Management 10th Edition by Gareth Jones
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Chapter 1: Managers and Managing
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Q1) First-line managers are responsible for the daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services.
A)True
B)False
Answer: True
Q2) The general ability to understand, alter, lead, and control the behavior of other workers is a _____ skill.
A)conceptual
B)human
C)technical
D)structural
E)diagnostic
Answer: B
Q3) Managers engaged in the controlling function of management energize their employees and ensure they understand their role in achieving organizational goals.
A)True
B)False
Answer: False
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3
Chapter 2: The Evolution of Management
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Sample Questions
Q1) Which of the following is true of scientific management?
A)It resulted in jobs that were usually nonrepetitive.
B)It brought all workers more gain than hardship.
C)It revealed the maximum efficiency of work systems.
D)It resulted in job dissatisfaction for many workers.
E)It resulted in increased trust between managers and workers.
Answer: D
Q2) Anna has formal authority to make many of the organization's business decisions because her father owns the company.This is consistent with Weber's principles of bureaucracy.
A)True
B)False
Answer: False
Q3) Fayol recommended the use of organizational charts to show the position and duties of each employee in the organization.
A)True
B)False
Answer: True
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4
Chapter 3: Values, Attitudes, Emotions, and Culture: The Manager As a Person
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Sample Questions
Q1) Tony is a manager with the ability to understand and gauge the moods and feelings of his employees with little difficulty.Tony displays high
A)emotional intelligence.
B)negative affectivity.
C)organizational socialization.
D)introversion.
E)organizational integration.
Answer: A
Q2) Which of the following employees exhibits organizational citizenship behavior?
A)Gary: An efficient manager who doesn't work beyond the minimum hours stipulated by his company
B)Morgan: An efficient manager who, as a matter of principle, never consents to work on weekends
C)Kelly: A hardworking employee who is willing to work overtime for her company if a project necessitates it
D)Sam: An astute employee who is always on the lookout for better jobs
E)Vivian: An agreeable manager with a high need for affiliation and a low need for achievement
Answer: C
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Organizational ethics are the standards that govern how members of a profession should conduct themselves.
A)True
B)False
Q2) Which of the following statements is true about the role of organizational culture?
A)The limited authority of ethics ombudsperson restricts organization members in any department to communicate instances of unethical behavior by their managers or coworkers for fear of retribution.
B)Ethics ombudspeople can provide guidance when organization members are uncertain about whether an action is ethical.
C)If top managers are perceived as being self-interested and not ethical, their subordinates are more likely to behave in an ethical manner.
D)When ethical values and norms are part of an organization's culture, they help organization members focus mainly on self-interested action.
E)The actions of top managers such as CEOs are seldom scrutinized for ethical improprieties, as their actions are independent of the values of their organizations.
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Q1) Tucker is hiring a manager for his clothing store.When he reviews the credentials of applicants, he pays special attention to individuals who share his hobbies and interests.Jose's passion for music and interest in the stock market gets him the job.Tucker is influenced by the _______ effect.
A)similar-to-me
B)reverse discrimination
C)gender schema
D)stereotyping
E)salience
Q2) Which of the following helps managers increase diversity awareness in an organization?
A)suppressing personal styles of organization members
B)sticking with one particular approach rather than trying different ways to do things
C)letting problems grow until they are visible enough to be countered
D)reducing the time spent in socializing and instead concentrating on work
E)improving understanding of others who are different from oneself
Q3) Managers can take a number of steps to change attitudes and values and promote the effective management of diversity.List five steps that you think are most important.
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) Which of the following is an example of a supplier?
A)a retail store
B)a package delivery company
C)a small company that subscribes to services
D)a bank or financial institution
E)a vendor
Q2) Which of the following is a value of nurturing orientation?
A)diversity
B)assertiveness
C)warm personal friendships
D)performance
E)tolerate differences
Q3) According to Hofstede's model of national culture, individualist societies adhere to the principle that people should be judged by their individual achievements rather than by their social background.
A)True
B)False
Q4) Briefly describe the task environment.How do forces in the task environment impact managers?
Q5) Define globalization and explain why the global market is becoming more open.
Page 8
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Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) The classical model specifies how decisions should be made.In other words it is A)heuristic.
B)prescriptive.
C)optimizing.
D)intuitive.
E)satisficing.
Q2) The last step in the managerial decision-making process is
A)generating alternatives.
B)learning from feedback.
C)reassessing the need for a decision.
D)implementing the chosen alternative.
E)assessing alternatives.
Q3) Intuitive decisions require time and effort and result from careful information gathering.
A)True
B)False
Q4) Explain how groupthink can override good decision making and problem solving.
Q5) What is the difference between entrepreneurs and intrapreneurs?
Page 9
Q6) What is a learning organization? List Peter Senge's five principles for creating a learning organization.
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Page 10
Chapter
8:
The Manager As a Planner and a Strategist
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Q1) The SUV division of a major automobile corporation decides to release a new model a month ahead of its stated release and notifies all the departments associated with the division.The departmental managers must alter their _____ plan to accommodate the earlier release date.
A)functional-level
B)business-level
C)divisional-level
D)corporate-level
E)strategic-level
Q2) A brand of cereal attracts customers by offering the lowest prices among other brands of cereals.The company uses a differentiation strategy in this situation.
A)True
B)False
Q3) Allocating appropriate resources to the responsible individuals or groups is the last step in implementing strategy.
A)True
B)False
Q4) Describe the four qualities of an effective plan as emphasized by Henri Fayol.
Q5) Discuss the necessity and the importance of the planning process.
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Chapter 9: Value Chain Management: Functional
Strategies for Competitive Advantage
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Q1) Define the two principal types of innovation.What is the main difference between them?
Q2) ________ are the goods and products manufactured using fundamental shifts in technology as a result of pioneering discoveries.
A)Quantum process innovations
B)Quantum product innovations
C)Incremental product innovations
D)Incremental process innovations
E)Product development
Q3) A newsletter publisher in a small town accepts subscription requests and handles queries through the town's mail services and through online subscriptions.The publishing unit provides after-sale service and support to its online subscribers.This publisher is using
A)customer relationship management (CRM).
B)total quality management (TQM).
C)value chain management.
D)effective client management (ECM).
E)Six Sigma.
Q4) What does a cross-functional team need to be successful?
Q5) Discuss the stages of a stage-gate development funnel.
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Chapter 10: Managing Organizational Structure and Culture
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Q1) According to Hackman and Oldham's job characteristics model, which of the following employees are more likely to be satisfied and to perform at a high level?
A)those who work under close supervision
B)those who work in rigid organizational structures
C)those who work in organizations where authority is centralized
D)those who work in total seclusion
E)those who are responsible for their work outcomes
Q2) Which of the following is true about a matrix structure?
A)Managers organize divisions based solely on the type of good or service they provide.
B)Managers organize divisions based solely on the area of the country or world they operate in.
C)Managers organize divisions based solely on the type of customer they focus on.
D)Managers group people who perform similar jobs.
E)Managers group people by function and product simultaneously.
Q3) Differentiate between job enlargement and job enrichment. Describe how each affects the performance of employees.
Q4) Explain how a matrix structure makes the most of human resources.
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13
Chapter 11: Organizational Control and Change
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Sample Questions
Q1) After measuring and evaluating the manufacturing performance of a new product, a manager raised the performance standard for the next period of challenge.Which of the following would justify the manager's reason for raising the standard?
A)The quality of the product did not meet standards.
B)The manager wants to challenge the subordinates.
C)The actual performance was lower than expected.
D)Performance standards were not reached.
E)Managers must constantly raise performance standards.
Q2) A(n) _________ change is a change that is gradual, in which managers at all levels work together to develop a detailed plan for change.
A)top-down
B)radical
C)bottom-up
D)stagnation
E)restructuring
Q3) How does company e-mail affect employee effectiveness and efficiency?
Q4) Explain how organizational change is linked to organizational control.
Q5) What would result if there are too many rules and too much standardization in an organization?
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Chapter 12: Human Resource Management
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Sample Questions
Q1) _______ is the process by which managers determine the potential of job applicants in performing particular jobs by evaluating their qualifications and previous job experience.
A)Interviewing
B)Selection
C)A 360-degree appraisal
D)Validating
E)Reference-checking
Q2) Trait appraisals have the advantage over behavioral appraisals in giving employees clear information about what they are doing right and wrong and how they can improve their performance.
A)True
B)False
Q3) Differentiate between training and development.Provide two examples each of the different types of training and development.
Q4) A human resource management system is a part of the organizational architecture that managers develop to use resources efficiently and effectively.
A)True
B)False
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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) Which of the following is true about prosocially motivated behavior?
A)It is performed to avoid censure or punishment.
B)It is performed for social recognition and respect.
C)The source of motivation lies with the desire to conform to the norms of society.
D)The source of motivation lies with the fear of punishment.
E)It seeks to improve the well-being of other people.
Q3) Shin perceives that his wages are less than that of coworkers who perform the same job tasks.This is an example of
A)absolute equity.
B)instrumental equity.
C)terminal equity.
D)underpayment inequity.
E)overpayment inequity.
Q4) What are the different types of needs according to Maslow?
Q5) How can pay be used as a source of motivation? How do need theories, the expectance theory, and learning theories describe the importance of pay?
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Chapter 14: Leadership
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Q1) Marco hires new employees, assigns them work, and monitors their performance.What type of power does Marco use?
A)transformational
B)legitimate
C)informal
D)transient
E)instrumental
Q2) A transformational manager engages and empowers subordinates to take personal responsibility for solving problems through
A)coercive power.
B)intellectual stimulation.
C)transient power.
D)virtual stimulation.
E)transactional leadership.
Q3) Which of the following managers has high emotional intelligence?
A)Judy, who admits to mistakes when she makes them
B)Raymond, who seldom empathizes with his employees
C)Rita, who has poor interpersonal skills
D)Anthony, who cannot motivate his employees to commit to his vision
E)Eunice, who uses coercive power frequently
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) A task force submits its final report on the project that they had been working on before disbanding.At which stage is the group operating?
A)forming
B)storming
C)adjourning
D)norming
E)performing
Q2) A member of a task force does not work as much as the others in the team, as he is confident that the others will account for his slacking.This group member is exhibiting A)cohesion.
B)synergy.
C)group conformity.
D)groupthink.
E)social loafing.
Q3) High levels of cohesiveness can cause group members to be less focused on group goal accomplishment.
A)True
B)False
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18
Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) How can managers be effective as senders of messages?
Q2) The ______ is a global system of computer networks that is easy to join and is used by employees of organizations around the world to communicate inside and outside their companies.
A)Internet
B)intranet
C)grapevine
D)all-channel network
E)feedback network
Q3) A _____ is a company-wide system that allow managers to send and receive verbal electronic messages over telephone lines even when they are hundreds of miles away from the office.
A)grapevine system
B)voice mail system
C)blog
D)instant-messaging system
E)groupware collaborative system
Q4) How is good communication related to an organization's competitive advantage?
Q5) What are the communication skills that managers must possess as receivers of messages?
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Chapter 17: Managing Conflict, Politics, and Negotiation
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Q1) Discuss the two conflict management strategies focused on the whole organization that managers can use to reduce conflict within organizations.Provide a specific business example of how each of these strategies could be used by a manager.
Q2) Which of the following is true about emphasizing superordinate goals?
A)It helps parties in conflict to keep in mind that they are working together for a larger purpose despite their disagreements.
B)It is inconsistent with integrative bargaining and can easily lead both parties into a distributive negotiation mode.
C)It helps parties in conflict to focus on getting the majority share of the available resources.
D)It helps parties in conflict to meet their demands instead of their interests.
E)It helps parties in conflict to take a competitive, adversarial stance.
Q3) When an organization has a dysfunctionally high level of conflict, managers are likely to emphasize doing what will lead to a competitive advantage for their organization.
A)True
B)False
Q4) 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) Mei and her team are conducting a thorough study to support a product.She received some updated research information that will help pave the way for the development process.It is the _____ of the information that makes the information useful to Mei and her team.
A)timeliness
B)completeness
C)relevance
D)accuracy
E)reliability
Q2) Which of the following describes the language used by computers, consisting of zeros and ones, to perform their functions?
A)geometric
B)logarithmic
C)digital
D)analog
E)symbolic
Q3) Define data and information and say something about their importance to managers.With an example, differentiate data and information.
Q4) Define an enterprise resource planning ERP system and discuss its benefits.
Page 21
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