Question 1

Which of the following indicates a need for change in organizational design?

Accepted Answer

A) low turnover 
B) a decrease in overseas customer complaints 
C) seamless innovation 
D) new management with different goals and strategies 
A) low turnover 
B) a decrease in overseas customer complaints 
C) seamless innovation 
D) new management with different goals and strategies

Question 2

Which of the following refers to focusing on and specializing in specific markets?

Accepted Answer

A) integration 
B) implementation 
C) differentiation 
D) globalization 
A) integration 
B) implementation 
C) differentiation 
D) globalization

Question 3

The organizational structure for global e-businesses, in particular for physical products, typically involves a network of virtual e-exchanges and "bricks and mortar" services, whether those services are in-house or outsourced.

Accepted Answer

A) True 
 B)False

Question 4

To address the globalization-localization dilemma, firms that have evolved through the multinational form and the global company seek the advantages of ________ in the pursuit of transnational capability.

Accepted Answer

A) niche marketing 
B) horizontal organization 
C) a narrow product line 
D) vertical organization 
A) niche marketing 
B) horizontal organization 
C) a narrow product line 
D) vertical organization

Question 5

Which of the following is the most common form of organizing foreign operations in which divisions are created to cover various regions?

Accepted Answer

A) global functional structure 
B) global geographic structure 
C) global product structure 
D) matrix structure 
A) global functional structure 
B) global geographic structure 
C) global product structure 
D) matrix structure

Question 6

To achieve rationalization, managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained.

Accepted Answer

A) True 
 B)False

Question 7

The global functional structure typical of the transnational company creates a complex coordination and control system, as it attempts to combine the capabilities and resources of a multinational corporation.

Accepted Answer

A) True 
 B)False

Question 8

By transitioning to formats such as interorganizational networks, companies are abandoning traditional structures and switching to more rigid organizational structures.

Accepted Answer

A) True 
 B)False

Question 9

The degree to which headquarters' practices and goals are transferable most likely depends on whether ________.

Accepted Answer

A) top managers are from the head office, the host country, or a third country 
B) the organization is product- or service-oriented 
C) financial performance reports show a positive trend in growth over the past several years 
D) the production system is standardized 
A) top managers are from the head office, the host country, or a third country 
B) the organization is product- or service-oriented 
C) financial performance reports show a positive trend in growth over the past several years 
D) the production system is standardized

Question 10

The MIS adequacy in foreign affiliates is a sticky problem for headquarters managers in their attempt to maintain efficient coordination of activities and consolidation of results.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is true with regard to the structural evolution model?

Accepted Answer

A) Typically, firms that start their internationalization at a higher level of involvement use this model. 
B) Firms using this model do not export. 
C) This model has become known as the stages model, resulting from Stopford's research on 187 U.S. multinational corporations. 
D) All firms follow this model without exception. 
A) Typically, firms that start their internationalization at a higher level of involvement use this model. 
B) Firms using this model do not export. 
C) This model has become known as the stages model, resulting from Stopford's research on 187 U.S. multinational corporations. 
D) All firms follow this model without exception.

Question 12

Which of the following is true of Ueno and Sekaran's study of Japanese and U.S.firms with regard to monitoring and reporting systems?

Accepted Answer

A) U.S. firms tend to use long-term evaluations to a greater extent. 
B) Compared to U.S. firms, Japanese firms build budget slack to a greater extent. 
C) U.S. firms tend to use communication and coordination processes more extensively than Japanese firms. 
D) Japanese managers are more likely to use formal communication and coordination processes. 
A) U.S. firms tend to use long-term evaluations to a greater extent. 
B) Compared to U.S. firms, Japanese firms build budget slack to a greater extent. 
C) U.S. firms tend to use communication and coordination processes more extensively than Japanese firms. 
D) Japanese managers are more likely to use formal communication and coordination processes.

Question 13

A matrix structure is a hybrid organization of overlapping responsibilities.

Accepted Answer

A) True 
 B)False

Question 14

Intel's "Platformisation" refers to customizing a range of chips in a combination suitable for a particular target market, as a response for the increasing need for speedy adaptation to the market.

Accepted Answer

A) True 
 B)False

Question 15

Why is it difficult for managers to evaluate and compare performance across subsidiaries? How can managers overcome these difficulties?

Accepted Answer

A major problem that arises when evaluat

Question 16

A ________ is a hybrid organization of overlapping responsibilities.

Accepted Answer

A) functional structure 
B) divisional structure 
C) product structure 
D) matrix structure 
A) functional structure 
B) divisional structure 
C) product structure 
D) matrix structure

Question 17

Sedona Inc.is an American firm that manufactures high-quality handbags, duffel bags, and leather belts at its facility in Arizona.Sedona's products have been featured in various fashion magazines and as a result, consumer demand has increased significantly.Currently, Sedona is organized as a domestic structure plus export department.Executives at Sedona believe the firm is ready to internationalize its operations, and they are considering various organizational structures.Which of the following best supports the argument that Sedona should give its subsidiary managers significant autonomy?

Accepted Answer

A) Praxis Inc., one of Sedona's domestic competitors, has a flat organizational structure. 
B) Sedona is a family-owned business that began as a subsidiary to Aloha enterprises. 
C) Sedona has recently reorganized into a domestic structure plus foreign subsidiary. 
D) Sedona conducts a large percentage of domestic sales through the company's web site. 
A) Praxis Inc., one of Sedona's domestic competitors, has a flat organizational structure. 
B) Sedona is a family-owned business that began as a subsidiary to Aloha enterprises. 
C) Sedona has recently reorganized into a domestic structure plus foreign subsidiary. 
D) Sedona conducts a large percentage of domestic sales through the company's web site.

Question 18

Managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained in order to achieve ________.

Accepted Answer

A) customer loyalty 
B) integration 
C) segregation 
D) rationalization 
A) customer loyalty 
B) integration 
C) segregation 
D) rationalization

Question 19

The best organizational structure is the one that ________.

Accepted Answer

A) does not allow any compromise on the globalization-localization continuum 
B) upholds the status quo 
C) actively resists organizational change 
D) facilitates the firm's goals and is appropriate to its industry, size, technology, and competitive environment 
A) does not allow any compromise on the globalization-localization continuum 
B) upholds the status quo 
C) actively resists organizational change 
D) facilitates the firm's goals and is appropriate to its industry, size, technology, and competitive environment

Question 20

A specific strategy that treats the world as one market by using a standardized approach to products and markets is called ________.

Accepted Answer

A) globalization 
B) localization 
C) differentiation 
D) integration 
A) globalization 
B) localization 
C) differentiation 
D) integration

Which of the following indicates a need for change in organizational design?

Which of the following refers to focusing on and specializing in specific markets?

The organizational structure for global e-businesses, in particular for physical products, typically involves a network of virtual e-exchanges and "bricks and mortar" services, whether those services are in-house or outsourced.

To address the globalization-localization dilemma, firms that have evolved through the multinational form and the global company seek the advantages of ________ in the pursuit of transnational capability.

Which of the following is the most common form of organizing foreign operations in which divisions are created to cover various regions?

To achieve rationalization, managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained.

The global functional structure typical of the transnational company creates a complex coordination and control system, as it attempts to combine the capabilities and resources of a multinational corporation.

By transitioning to formats such as interorganizational networks, companies are abandoning traditional structures and switching to more rigid organizational structures.

The degree to which headquarters' practices and goals are transferable most likely depends on whether ________.

The MIS adequacy in foreign affiliates is a sticky problem for headquarters managers in their attempt to maintain efficient coordination of activities and consolidation of results.

Which of the following is true with regard to the structural evolution model?

Which of the following is true of Ueno and Sekaran's study of Japanese and U.S.firms with regard to monitoring and reporting systems?

A matrix structure is a hybrid organization of overlapping responsibilities.

Intel's "Platformisation" refers to customizing a range of chips in a combination suitable for a particular target market, as a response for the increasing need for speedy adaptation to the market.

Why is it difficult for managers to evaluate and compare performance across subsidiaries? How can managers overcome these difficulties?

A ________ is a hybrid organization of overlapping responsibilities.

Managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained in order to achieve ________.

The best organizational structure is the one that ________.

A specific strategy that treats the world as one market by using a standardized approach to products and markets is called ________.

Assessing the Environment: Political, Economic, Legal, Technological

Managing Interdependence, Social Responsibility, and Ethics

Understanding the Role of Culture

Communicating Across Cultures

Cross-Cultural Negotiation and Decision Making

Formulating Strategy

Global Alliances and Strategy Implementation

Staffing, Training, and Compensation for Global Operations

Developing a Global Management Cadre

Motivating and Leading

Filters

Exam 8: Developing a Global Management Cadre

Which of the following indicates a need for change in organizational design?

Which of the following refers to focusing on and specializing in specific markets?

The organizational structure for global e-businesses, in particular for physical products, typically involves a network of virtual e-exchanges and "bricks and mortar" services, whether those services are in-house or outsourced.

To address the globalization-localization dilemma, firms that have evolved through the multinational form and the global company seek the advantages of ________ in the pursuit of transnational capability.

Which of the following is the most common form of organizing foreign operations in which divisions are created to cover various regions?

To achieve rationalization, managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained.

The global functional structure typical of the transnational company creates a complex coordination and control system, as it attempts to combine the capabilities and resources of a multinational corporation.

By transitioning to formats such as interorganizational networks, companies are abandoning traditional structures and switching to more rigid organizational structures.

The degree to which headquarters' practices and goals are transferable most likely depends on whether ________.

The MIS adequacy in foreign affiliates is a sticky problem for headquarters managers in their attempt to maintain efficient coordination of activities and consolidation of results.

Which of the following is true with regard to the structural evolution model?

Which of the following is true of Ueno and Sekaran's study of Japanese and U.S.firms with regard to monitoring and reporting systems?

A matrix structure is a hybrid organization of overlapping responsibilities.

Intel's "Platformisation" refers to customizing a range of chips in a combination suitable for a particular target market, as a response for the increasing need for speedy adaptation to the market.

Why is it difficult for managers to evaluate and compare performance across subsidiaries? How can managers overcome these difficulties?

A ________ is a hybrid organization of overlapping responsibilities.

Managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained in order to achieve ________.

The best organizational structure is the one that ________.

A specific strategy that treats the world as one market by using a standardized approach to products and markets is called ________.

Assessing the Environment: Political, Economic, Legal, Technological

Managing Interdependence, Social Responsibility, and Ethics

Understanding the Role of Culture

Communicating Across Cultures

Cross-Cultural Negotiation and Decision Making

Formulating Strategy

Global Alliances and Strategy Implementation

Staffing, Training, and Compensation for Global Operations

Developing a Global Management Cadre

Motivating and Leading

Filters