Question 1

Modern management styles tend to be profit-oriented with employees competing for corporate resources.

Accepted Answer

A) True 
 B)False

Question 2

Countries with long histories of social class differences tend to maintain worker-management differences.

Accepted Answer

A) True 
 B)False

Question 3

After perestroika and glasnost, Eastern European management styles have evolved under western influences to emphasize quantitative performance indicators and professional development of human resources.

Accepted Answer

A) True 
 B)False

Question 4

In France, management is viewed as an intellectual activity and is elitest in its outlook.

Accepted Answer

A) True 
 B)False

Question 5

Product transfers and custom-built products are the two main methods of building subsidiary product lines for international firms.

Accepted Answer

A) True 
 B)False

Question 6

In Asia and in many traditional economies, collectivist orientations result in paternalistic attitudes towards labor and job preservation.

Accepted Answer

A) True 
 B)False

Question 7

Asian management styles are mainly traditional, with market share, employment goals, seniority orientations, and lifelong employment.

Accepted Answer

A) True 
 B)False

Question 8

The African Ubuntu management style focuses on individual self-fulfillment and corporate profit motives.

Accepted Answer

A) True 
 B)False

Question 9

In developing markets, most international companies must adjust their market segmentation criteria to take account of differences in income and education levels.

Accepted Answer

A) True 
 B)False

Question 10

Global warming and environmental issues rarely affect the national operations of international companies.

Accepted Answer

A) True 
 B)False

Question 11

As Western Europe has unified economically and politically, firms have generally moved from shareholder to stakeholder orientations.

Accepted Answer

A) True 
 B)False

Question 12

Problems in developing local suppliers include all of the following except:

Accepted Answer

A)  Establishing global quality standards for manufacturing 
B)  Financing local supplier development 
C)  Supply lines can be disrupted by currency problems and import restrictions 
D)  Getting local suppliers to conform to JIT disciplines 
A)  Establishing global quality standards for manufacturing 
B)  Financing local supplier development 
C)  Supply lines can be disrupted by currency problems and import restrictions 
D)  Getting local suppliers to conform to JIT disciplines

Question 13

International firms opt for localization strategies in all of the following situations except:

Accepted Answer

A)  When modernization and westernization tendencies diffuse quickly through national markets 
B)  There is considerable mistrust or dislike of foreigners 
C)  Insider contacts are essential for marketplace effectiveness 
D)  Governments seek to protect national cultures from international influences. 
A)  When modernization and westernization tendencies diffuse quickly through national markets 
B)  There is considerable mistrust or dislike of foreigners 
C)  Insider contacts are essential for marketplace effectiveness 
D)  Governments seek to protect national cultures from international influences.

Modern management styles tend to be profit-oriented with employees competing for corporate resources.

Countries with long histories of social class differences tend to maintain worker-management differences.

After perestroika and glasnost, Eastern European management styles have evolved under western influences to emphasize quantitative performance indicators and professional development of human resources.

In France, management is viewed as an intellectual activity and is elitest in its outlook.

Product transfers and custom-built products are the two main methods of building subsidiary product lines for international firms.

In Asia and in many traditional economies, collectivist orientations result in paternalistic attitudes towards labor and job preservation.

Asian management styles are mainly traditional, with market share, employment goals, seniority orientations, and lifelong employment.

The African Ubuntu management style focuses on individual self-fulfillment and corporate profit motives.

In developing markets, most international companies must adjust their market segmentation criteria to take account of differences in income and education levels.

Global warming and environmental issues rarely affect the national operations of international companies.

As Western Europe has unified economically and politically, firms have generally moved from shareholder to stakeholder orientations.

Problems in developing local suppliers include all of the following except:

International firms opt for localization strategies in all of the following situations except:

Globalization and Worldwide Infrastructure Development

Globalization Effects on Country Institutions, People, Industries, Business and Consumers

Globalization and Regional Markets: Geopolitical Analyses

National Market Analysis

Analyzing Global Industries and Competitors

International Strategic Planning and Market Screening

Internationalization and Globalization Processes

Market Entry and Servicing Strategies

Global and Multi-Market Strategies

Global and Multi-Market Supply Chain Management

Managing Cultural Differences

Filters

Exam 12: Localization Strategies: Managing Stakeholders and Supply Chains

Modern management styles tend to be profit-oriented with employees competing for corporate resources.

Countries with long histories of social class differences tend to maintain worker-management differences.

After perestroika and glasnost, Eastern European management styles have evolved under western influences to emphasize quantitative performance indicators and professional development of human resources.

In France, management is viewed as an intellectual activity and is elitest in its outlook.

Product transfers and custom-built products are the two main methods of building subsidiary product lines for international firms.

In Asia and in many traditional economies, collectivist orientations result in paternalistic attitudes towards labor and job preservation.

Asian management styles are mainly traditional, with market share, employment goals, seniority orientations, and lifelong employment.

The African Ubuntu management style focuses on individual self-fulfillment and corporate profit motives.

In developing markets, most international companies must adjust their market segmentation criteria to take account of differences in income and education levels.

Global warming and environmental issues rarely affect the national operations of international companies.

As Western Europe has unified economically and politically, firms have generally moved from shareholder to stakeholder orientations.

Problems in developing local suppliers include all of the following except:

International firms opt for localization strategies in all of the following situations except:

Globalization and Worldwide Infrastructure Development

Globalization Effects on Country Institutions, People, Industries, Business and Consumers

Globalization and Regional Markets: Geopolitical Analyses

National Market Analysis

Analyzing Global Industries and Competitors

International Strategic Planning and Market Screening

Internationalization and Globalization Processes

Market Entry and Servicing Strategies

Global and Multi-Market Strategies

Global and Multi-Market Supply Chain Management

Managing Cultural Differences

Filters