Question 1

When evaluating expatriates,home-country managers usually rely on:

Accepted Answer

A)  the manager's ability to develop cross-cultural awareness. 
B)  hard data such as market share. 
C)  the ability of the expatriate to work with local managers. 
D)  a set of subjective criteria such as interpersonal skills 
A)  the manager's ability to develop cross-cultural awareness. 
B)  hard data such as market share. 
C)  the ability of the expatriate to work with local managers. 
D)  a set of subjective criteria such as interpersonal skills

Question 2

What is the most common approach to expatriate pay? Explain what comprises this form of compensation.What is the advantage of this approach?

Accepted Answer

The most common approach to expatriate p

Question 3

Unintentional bias makes it difficult to evaluate the performance of expatriate managers objectively.

Accepted Answer

A) True 
 B)False

Question 4

Discuss the concerns of organized labor.

Accepted Answer

A principle concern of domestic unions a

Question 5

According to Mendenhall and Oddou,poorly-adjusted expatriates tend to be nonjudgmental and nonevaluative in interpreting the behavior of host-country nationals.

Accepted Answer

A) True 
 B)False

Question 6

Describe the notion of management development programs as a tool for increasing the overall skill levels of managers.What is the goal of this type of program?

Accepted Answer

Management development programs are desi

Question 7

A Japanese firm prefers expatriate Japanese managers to head its foreign operations because these managers have been socialized into the firm while employed in Japan.This indicates that the firm:

Accepted Answer

A)  believes that such managers cannot progress beyond middle-manager positions in their parent company. 
B)  follows an ethnocentric staffing policy to maintain a unified corporate culture. 
C)  is trying to create value by transferring core competencies to a foreign operation. 
D)  requires host-country nationals to be recruited to manage subsidiaries. 
A)  believes that such managers cannot progress beyond middle-manager positions in their parent company. 
B)  follows an ethnocentric staffing policy to maintain a unified corporate culture. 
C)  is trying to create value by transferring core competencies to a foreign operation. 
D)  requires host-country nationals to be recruited to manage subsidiaries.

Question 8

What are the three types of staffing policies in international business? Briefly describe each one.Which is the most attractive approach and why?

Accepted Answer

There are three types of staffing approa

Question 9

A geocentric approach tends to weaken local responsiveness.

Accepted Answer

A) True 
 B)False

Question 10

Most expatriates believe that more weight should be given to an on-site manager's appraisal than to an off-site manager's appraisal.

Accepted Answer

A) True 
 B)False

Question 11

From a strategic perspective,the key issue in international labor relations is the degree to which organized labor can limit the choices of an international business.

Accepted Answer

A) True 
 B)False

Question 12

Cultural myopia refers to a firm's failure to:

Accepted Answer

A)  adapt to certain ethnocentric cultures. 
B)  act confidently in host-countries. 
C)  understand host-country cultural differences. 
D)  prevent gender discrimination within the firm 
A)  adapt to certain ethnocentric cultures. 
B)  act confidently in host-countries. 
C)  understand host-country cultural differences. 
D)  prevent gender discrimination within the firm

Question 13

Which of the following is NOT an action taken by organized labor to respond to the increased bargaining power of multinational corporations?

Accepted Answer

A)  Trying to establish international labor organizations 
B)  Increasing competition between national unions 
C)  Lobbying for national legislation to restrict multinationals 
D)  Trying to achieve international regulations on multinationals through such organizations as the United Nations 
A)  Trying to establish international labor organizations 
B)  Increasing competition between national unions 
C)  Lobbying for national legislation to restrict multinationals 
D)  Trying to achieve international regulations on multinationals through such organizations as the United Nations

Question 14

Historically,most international businesses have been more concerned with training than with management development.

Accepted Answer

A) True 
 B)False

Question 15

A firm with an ethnocentric staffing policy will fill all key management positions with parent-country nationals.

Accepted Answer

A) True 
 B)False

Question 16

A citizen of France who moves to the U.S.to work at Ford is a(n):

Accepted Answer

A)  host-country national. 
B)  local. 
C)  inpatriate. 
D)  acquired citizen. 
A)  host-country national. 
B)  local. 
C)  inpatriate. 
D)  acquired citizen.

Question 17

Management development programs aims to:

Accepted Answer

A)  facilitate an ethnocentric approach to staffing. 
B)  reduce job rotations of managers. 
C)  build a formal management network. 
D)  build a unifying corporate culture. 
A)  facilitate an ethnocentric approach to staffing. 
B)  reduce job rotations of managers. 
C)  build a formal management network. 
D)  build a unifying corporate culture.

Question 18

Firms pursuing a transnational strategy increasingly are using management development as a strategic tool.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following statements is true regarding management development?

Accepted Answer

A)  Historically, most international businesses have been more concerned with management development than with training. 
B)  Management development facilitates the creation of an informal network for sharing knowledge within the multinational enterprise. 
C)  Management development refers to specific training efforts to prepare home-country nationals for foreign postings. 
D)  Typically, management development programs use standard psychological tests to select managers for specific foreign postings. 
A)  Historically, most international businesses have been more concerned with management development than with training. 
B)  Management development facilitates the creation of an informal network for sharing knowledge within the multinational enterprise. 
C)  Management development refers to specific training efforts to prepare home-country nationals for foreign postings. 
D)  Typically, management development programs use standard psychological tests to select managers for specific foreign postings.

Question 20

Firms may choose an ethnocentric approach to staffing as opposed to a polycentric approach because of the cost savings it promotes.

Accepted Answer

A) True 
 B)False

When evaluating expatriates,home-country managers usually rely on:

What is the most common approach to expatriate pay? Explain what comprises this form of compensation.What is the advantage of this approach?

Unintentional bias makes it difficult to evaluate the performance of expatriate managers objectively.

Discuss the concerns of organized labor.

According to Mendenhall and Oddou,poorly-adjusted expatriates tend to be nonjudgmental and nonevaluative in interpreting the behavior of host-country nationals.

Describe the notion of management development programs as a tool for increasing the overall skill levels of managers.What is the goal of this type of program?

A Japanese firm prefers expatriate Japanese managers to head its foreign operations because these managers have been socialized into the firm while employed in Japan.This indicates that the firm:

What are the three types of staffing policies in international business? Briefly describe each one.Which is the most attractive approach and why?

A geocentric approach tends to weaken local responsiveness.

Most expatriates believe that more weight should be given to an on-site manager's appraisal than to an off-site manager's appraisal.

From a strategic perspective,the key issue in international labor relations is the degree to which organized labor can limit the choices of an international business.

Cultural myopia refers to a firm's failure to:

Which of the following is NOT an action taken by organized labor to respond to the increased bargaining power of multinational corporations?

Historically,most international businesses have been more concerned with training than with management development.

A firm with an ethnocentric staffing policy will fill all key management positions with parent-country nationals.

A citizen of France who moves to the U.S.to work at Ford is a(n):

Management development programs aims to:

Firms pursuing a transnational strategy increasingly are using management development as a strategic tool.

Which of the following statements is true regarding management development?

Firms may choose an ethnocentric approach to staffing as opposed to a polycentric approach because of the cost savings it promotes.

Globalization

National Differences in Political Economy, and Legal Systems

National Differences in Economic Development

Differences in Culture

Ethics, corporate Social Responsibility, and Sustainability

International Trade Theory

Government Policy and International Trade

Foreign Direct Investment

Regional Trade Pacts Give the Mexican Auto Industry an Edge

The Foreign Exchange Market

The International Monetary System

The Global Capital Market

The Strategy of International Business

The Organization of International Business

Entry Strategy and Strategic Alliances

Exporting, importing, and Countertrade

Global Production and Supply Chain Management

Global Marketing and Rd

Accounting and Finance in the International Business

Filters

Exam 19: Global Human Resource Management

When evaluating expatriates,home-country managers usually rely on:

What is the most common approach to expatriate pay? Explain what comprises this form of compensation.What is the advantage of this approach?

Unintentional bias makes it difficult to evaluate the performance of expatriate managers objectively.

Discuss the concerns of organized labor.

According to Mendenhall and Oddou,poorly-adjusted expatriates tend to be nonjudgmental and nonevaluative in interpreting the behavior of host-country nationals.

Describe the notion of management development programs as a tool for increasing the overall skill levels of managers.What is the goal of this type of program?

A Japanese firm prefers expatriate Japanese managers to head its foreign operations because these managers have been socialized into the firm while employed in Japan.This indicates that the firm:

What are the three types of staffing policies in international business? Briefly describe each one.Which is the most attractive approach and why?

A geocentric approach tends to weaken local responsiveness.

Most expatriates believe that more weight should be given to an on-site manager's appraisal than to an off-site manager's appraisal.

From a strategic perspective,the key issue in international labor relations is the degree to which organized labor can limit the choices of an international business.

Cultural myopia refers to a firm's failure to:

Which of the following is NOT an action taken by organized labor to respond to the increased bargaining power of multinational corporations?

Historically,most international businesses have been more concerned with training than with management development.

A firm with an ethnocentric staffing policy will fill all key management positions with parent-country nationals.

A citizen of France who moves to the U.S.to work at Ford is a(n):

Management development programs aims to:

Firms pursuing a transnational strategy increasingly are using management development as a strategic tool.

Which of the following statements is true regarding management development?

Firms may choose an ethnocentric approach to staffing as opposed to a polycentric approach because of the cost savings it promotes.

Globalization

National Differences in Political Economy, and Legal Systems

National Differences in Economic Development

Differences in Culture

Ethics, corporate Social Responsibility, and Sustainability

International Trade Theory

Government Policy and International Trade

Foreign Direct Investment

Regional Trade Pacts Give the Mexican Auto Industry an Edge

The Foreign Exchange Market

The International Monetary System

The Global Capital Market

The Strategy of International Business

The Organization of International Business

Entry Strategy and Strategic Alliances

Exporting, importing, and Countertrade

Global Production and Supply Chain Management

Global Marketing and Rd

Accounting and Finance in the International Business

Filters