Question 1

The second stage of a new international company typically involves which department:

Accepted Answer

A)  Sales 
B)  Export 
C)  Employment 
D)  Human resources 
A)  Sales 
B)  Export 
C)  Employment 
D)  Human resources

Question 2

What are the characteristics of a centralized decentralized and transition HR company?

Accepted Answer

Centralized: large,well-resourced HR dep

Question 3

The "think global,act local" paradox:

Accepted Answer

A)  Purchase vegetables at farmers markets grown in another country 
B)  Push for local responsiveness toward global integration 
C)  Results in a foreign subsidiary hiring local employees 
D)  Reflects the hierarchy of needs for a multinational company 
A)  Purchase vegetables at farmers markets grown in another country 
B)  Push for local responsiveness toward global integration 
C)  Results in a foreign subsidiary hiring local employees 
D)  Reflects the hierarchy of needs for a multinational company

Question 4

Formal structure controls are an international firm's primary source of control.

Accepted Answer

A) True 
 B)False

Question 5

International division acting as an independent separate unit cannot be tolerated as the firm's international activities become strategically more important.

Accepted Answer

A) True 
 B)False

Question 6

A major contributing factor of an unmanageable matrix structure is:

Accepted Answer

A)  Confused human resource department 
B)  Standard reporting procedures 
C)  Clear responsibilities 
D)  Dual reporting requirements 
A)  Confused human resource department 
B)  Standard reporting procedures 
C)  Clear responsibilities 
D)  Dual reporting requirements

Question 7

Training and development,program reward systems and promotion are activities that reinforce company value systems.

Accepted Answer

A) True 
 B)False

Question 8

A matrix structure:

Accepted Answer

A)  Keeps profit centers but adds worldwide product managers 
B)  Integrated its operations across more than one dimension 
C)  Relies heavily on social networking 
D)  Creates a worldwide product division 
A)  Keeps profit centers but adds worldwide product managers 
B)  Integrated its operations across more than one dimension 
C)  Relies heavily on social networking 
D)  Creates a worldwide product division

Question 9

The matrix structure area managers are responsible for the performances of all products within the various countries that comprise their regions.

Accepted Answer

A) True 
 B)False

Question 10

HR functions are described in the following structural forms EXCEPT for:

Accepted Answer

A)  Centralized HR 
B)  Decentralized HR 
C)  Matrix HR 
D)  Transition HR 
A)  Centralized HR 
B)  Decentralized HR 
C)  Matrix HR 
D)  Transition HR

Question 11

Which stage of international operations tend to create a separate international division in a company:

Accepted Answer

A)  Foreign production/service operations 
B)  Exporting 
C)  Physical location 
D)  Sales 
A)  Foreign production/service operations 
B)  Exporting 
C)  Physical location 
D)  Sales

Question 12

"Miniature replicas" are:

Accepted Answer

A)  Subsidiaries structured to mirror that of domestic organizations 
B)  Small scale reproduction of each firm to show at office meetings 
C)  Company created to make miniature building 
D)  Foreign company purchased to create a multinational company 
A)  Subsidiaries structured to mirror that of domestic organizations 
B)  Small scale reproduction of each firm to show at office meetings 
C)  Company created to make miniature building 
D)  Foreign company purchased to create a multinational company

Question 13

A common theme between heterarchy,matrix and transnational is:

Accepted Answer

A)  Networks of communication is imperative 
B)  Staff transfers play a critical role in integrations and coordination 
C)  Legal forms are very different 
D)  The reduced role of communications requirements 
A)  Networks of communication is imperative 
B)  Staff transfers play a critical role in integrations and coordination 
C)  Legal forms are very different 
D)  The reduced role of communications requirements

Question 14

Many companies in the developmental stage of internationalization will maintain control by:

Accepted Answer

A)  Placing PCN in all key positions 
B)  Placing a human resource division on location 
C)  Going to governmental sources for support 
D)  Hiring locals in all aspects of the organization 
A)  Placing PCN in all key positions 
B)  Placing a human resource division on location 
C)  Going to governmental sources for support 
D)  Hiring locals in all aspects of the organization

Question 15

Typically the initial stage of a firm entering international operations is:

Accepted Answer

A)  Export 
B)  Licensing 
C)  Investment 
D)  Employment 
A)  Export 
B)  Licensing 
C)  Investment 
D)  Employment

The second stage of a new international company typically involves which department:

What are the characteristics of a centralized decentralized and transition HR company?

The "think global,act local" paradox:

Formal structure controls are an international firm's primary source of control.

International division acting as an independent separate unit cannot be tolerated as the firm's international activities become strategically more important.

A major contributing factor of an unmanageable matrix structure is:

Training and development,program reward systems and promotion are activities that reinforce company value systems.

A matrix structure:

The matrix structure area managers are responsible for the performances of all products within the various countries that comprise their regions.

HR functions are described in the following structural forms EXCEPT for:

Which stage of international operations tend to create a separate international division in a company:

"Miniature replicas" are:

A common theme between heterarchy,matrix and transnational is:

Many companies in the developmental stage of internationalization will maintain control by:

Typically the initial stage of a firm entering international operations is:

Introduction

The Cultural Context of IHRM

IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs

Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection

International Performance Management

International Training,Development and Careers

International Compensation

International Industrial Relations and The Global Institutional Context

IHRM Trends and Future Challenges

Filters

Exam 3: The Organizational Context

The second stage of a new international company typically involves which department:

What are the characteristics of a centralized decentralized and transition HR company?

The "think global,act local" paradox:

Formal structure controls are an international firm's primary source of control.

International division acting as an independent separate unit cannot be tolerated as the firm's international activities become strategically more important.

A major contributing factor of an unmanageable matrix structure is:

Training and development,program reward systems and promotion are activities that reinforce company value systems.

A matrix structure:

The matrix structure area managers are responsible for the performances of all products within the various countries that comprise their regions.

HR functions are described in the following structural forms EXCEPT for:

Which stage of international operations tend to create a separate international division in a company:

"Miniature replicas" are:

A common theme between heterarchy,matrix and transnational is:

Many companies in the developmental stage of internationalization will maintain control by:

Typically the initial stage of a firm entering international operations is:

Introduction

The Cultural Context of IHRM

IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs

Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection

International Performance Management

International Training,Development and Careers

International Compensation

International Industrial Relations and The Global Institutional Context

IHRM Trends and Future Challenges

Filters