Exam 4: Managing in a Global Environment

From a legal-political standpoint,some large corporations have postponed doing business with China and other Asian countries due to ________.

Setting up a foreign subsidiary involves a higher degree of risk and commitment than franchising.

NAFTA agreement has increased Canada's exports to Mexico fourfold.

According to the GLOBE rankings,Canada is considered high on future orientation.

According to the textbook,a global company is also considered a borderless organization.

Which of the following is the basic difference between multidomestic corporations and global companies?

IBM is the world's largest information technology company with more than 300,000 employees in 170 countries.It once had a country-based structure but reorganized into industry groups to compete more effectively in the global marketplace.IBM is best described as a ________ organization.

Attributes that global leaders need to be effective in cross-cultural environments is called a ________.

Sasha has lived in Toronto her entire life and works at the head office of a large multinational corporation. She has recently become aware of several job openings for management in a number of the company's foreign subsidiaries. As she ponders the prospect of an overseas assignment, she reviews the research of Geert Hofstede to try to understand the cultural differences she would be faced with in each of the foreign subsidiaries. -Sasha decides to apply for a position in the U.S.,which,like Canada,is considered high on the dimension of ________ and low on ________.

John has done well in his company. In only five years, he has risen to the position of divisional manager. However, he knows that in order to rise to the level of senior management, he needs to spend some time managing abroad in his company's foreign subsidiaries. Although he has travelled to foreign countries on business and vacations, he has never lived abroad, and he wonders what cultural differences he would find. He is considering applying for a new foreign-based position, but he first wants to learn about some of the basic differences between managing in Canada and managing in a foreign country. John researched the topic of international management and found many helpful facts about various countries and their people. But perhaps the most interesting model he found was the GLOBE framework for assessing cultural differences. Using data from thousands of managers in 62 countries, the GLOBE research team identified several dimensions on which national cultures differ. As John reviewed the GLOBE rankings, he began to appreciate why managers on foreign assignments need to be incredibly sensitive to cultural differences! -John was surprised to learn that GLOBE was an acronym for ________.

Key advantages of an ethnocentric attitude include more support from host governments and committed local managers with high morale.

Adam has been hired by an organization that has a partnership with a foreign company.Both the partners share resources and knowledge while developing new products.Adam's organization has formed a ________.

The European Single Market is ________.

According to the GLOBE rankings,the U.S.is considered low on the dimensions of assertiveness and performance orientation.

In a short essay,discuss global management challenges of openness,and multicultural workforce which requires cultural intelligence.Discuss how these affect management decisions.Provide examples for each.

Cultural intelligence consists of intellectual capital,psychological capital,and social capital.

As a manager at a growing Canadian company, Samantha has been asked to develop a strategy to expand the company's operations into the European market. Although the company president has provided some basic guidelines about acceptable levels of risk and investment, there are still many factors in the legal-political, economic, and cultural environments that Samantha must take into consideration in her proposal. -Samantha will also recommend forming a strategic alliance with a Swiss-based company that promises to market her company's products in several EU countries in exchange for access to her company's distribution network in Canada and the U.S.This strategy will require less investment than ________.

John has done well in his company. In only five years, he has risen to the position of divisional manager. However, he knows that in order to rise to the level of senior management, he needs to spend some time managing abroad in his company's foreign subsidiaries. Although he has travelled to foreign countries on business and vacations, he has never lived abroad, and he wonders what cultural differences he would find. He is considering applying for a new foreign-based position, but he first wants to learn about some of the basic differences between managing in Canada and managing in a foreign country. John researched the topic of international management and found many helpful facts about various countries and their people. But perhaps the most interesting model he found was the GLOBE framework for assessing cultural differences. Using data from thousands of managers in 62 countries, the GLOBE research team identified several dimensions on which national cultures differ. As John reviewed the GLOBE rankings, he began to appreciate why managers on foreign assignments need to be incredibly sensitive to cultural differences! -John also found out that in some countries,such as Russia,Spain,and Thailand,titles and rank are emphasized and often used to distinguish those with status from those without it.According to GLOBE research,these countries all rank high on ________.

From a cultural standpoint,research indicates that ________ has a greater effect on employees than ________.

Transnational organizations are focused on ________.